On the centrality of strategic human resource management for healthcare quality results and competitive advantage

Abstract

Purpose -Healthcare organizations have addressed current error issues by adopting quality programs, which usually include strategic human resource management (HRM). However, little research has focused on the determinants of successful quality programs at healthcare organizations. The purpose of this paper is to examine the centrality of strategic HRM for addressing healthcare errors, error reduction barriers, quality management processes and practices, quality program results, and competitive advantage. Design/methodology/approach -The methodology of this study involves the analysis of questionnaire data from the quality and/or risk directors of 587 US hospitals by factor analysis and regression analysis. Findings -The findings focus on highly statistically significant relationships of strategic HRM with antecedent healthcare error sources, error reduction barriers, and quality management processes and practices, as well as the strategic HRM consequences of perceived quality program results and sustainable competitive advantage.Research limitations/implications -The limitations of perceptual data and common method variance are checked. Future research could investigate international effects. Practical implications -The practical implications are that hospital errors can be successfully addressed with effective strategic HRM, quality management processes, and quality management practices. Originality/value -The original contribution of this paper is the centrality of strategic HRM as a determinant of successful quality programs at healthcare organizations.

Toward a conceptual framework for exploring multilevel relationships between Lean Management and Six Sigma, enabling HRM, strategic climate and outcomes in healthcare

“…Only research by Gowen, McFadden, and Tallon (2006) focuses on health care and affirms that hospital errors can be successfully addressed with appropriate quality management processes, quality management practices and strategic HRM. However, there is no consensus about nature, content and drivers of HRM and there is no agreement on which practices should be incorporated (Boselie et al, 2005;Paauwe, 2009;Paauwe, Wright, & Guest, 2013).…”

Illusion or delusion – Lean management in the health sector

“…Their findings suggest that leadership based on charisma and inspiration at the highest organizational levels is associated with safety culture and adopting patient safety measures that are positively reflected in patient safety outcomes: e.g., reduced error-frequency, severity and impact, increased understanding and awareness. Gowen et al, (2006b) explored strategic HRM's impact on performance above and beyond adopting continuous quality improvement practices. They interviewed 587 hospital quality and risk directors and found that implementing both HRM and quality practices improved performance.…”

High Performance Work Systems in the Intellectual Disability Care Sector in Ireland; an Exploratory Study at Organisational Level

“…Gowen et al (2006:818) also suggest "…that hospital errors can be successfully addressed with appropriate quality management practices and strategic HRM". Gowen et al, (2006) found healthcare error sources are highly statistically and significantly related to quality management processes, quality management practices, and strategic HRM. They further suggest that the impact on sustainable competitive advantage is greatest for strategic HRM, which includes employee teams, training, information sharing, rewards, recognition, and promotion opportunity.…”

“…Gowen et al (2006) suggest that Strategic Human Resource Management (SHRM) can effectively address hospital errors in tandem with quality management processes and procedures. To date, there is a growing wealth of research investigating how SHRM practices can increase organisational performance and competitiveness in the private sector.…”