The impact of poorly applied human resources policies on individuals and organisations

Abstract

Background/Aims Recent incidents have raised awareness about how corporate decisions and behaviour can negatively affect the health and wellbeing of healthcare professionals. This article uses a case study to explore the harm that failing to follow human resources procedures can cause to individuals, organisational culture and effectiveness, and make recommendations to improve practice. Methods Seven experts from a range of professional backgrounds offered opinions on an individual case study involving the misapplication of a human resources policy, considering how it may have deviated from lawful practice and the potential impact this had on both the individual and the organisation. Thematic analysis was carried out on this qualitative feedback to identify superordinate and subordinate themes. Results The thematic analysis identified four superordinate themes: failure to follow organisational policies; impact on the individual; impact on the organisation; and failure to learn. Conclusions Poor application of human resources procedures can cause harm to individuals and organisations in a number of different ways. Human resources departments need to actively protect the health and wellbeing of the individual/s involved in investigative procedures, rather than focusing solely on executing the process.

The organisational harm, economic cost and workforce waste of unnecessary disciplinary investigations

“…In addition, there is a growing appreciation of the impact that employee investigations have on the staff involved in delivering these procedures (Neal et al, 2023). These individuals can be adversely affected by managing the complex relationships and emotional distress of those involved, and the subsequent impact of the process.…”

The last resort: reducing avoidable employee harm by improving the application of the disciplinary policy and process

“…There has also been a concern that the disciplinary policy is over-used to address workplace issues ( Kline, 2017 ; Cooper et al, 2024 ) and that more informal approaches, which are appropriate for many cases, are not being used – leading to a significant impact on organizations and the individuals being taken through disciplinary processes ( Hussain, 2022 ). Against this backdrop, there have been increasing calls for fairer and more compassionate disciplinary processes that are appropriately administered ( Kapur, 2023 ; Neal et al, 2023 ).…”

“…This intersects with an existing gap within the research surrounding the application of employee investigations – not just in healthcare, but more widely across sectors and also within HR theory and practice. Research to date has not focused on interventions to improve the experience of those undergoing the process, but predominately centered on what those experiences might be, including perceptions of justice, psychological harm, bias, and discrimination ( Archibong et al, 2019 ; Bartosiak and Modlinski, 2022 ; Neal et al, 2023 ). Where case studies have sought to improve the “effectiveness” of the employee investigation process, this has instead focused on improving performance ( Guffey and Helms, 2001 ) or the consistency of punishments ( Shane, 2012 ).…”

“…In order to deliver this “last resort” approach to employee investigations, it will mean addressing identified barriers from research that currently present as limitations within our Swiss Cheese Model. These include a lack of organizational support ( Catley et al, 2017 ; De Lange et al, 2020 ); a closed climate ( Archibong et al, 2013 ); time delays ( Leonard et al, 2016 ; Neal et al, 2023 ); and poor communication ( Bennett, 2014 ; Catley et al, 2017 ). Conversely, taking a flexible approach with all involved ( Jones and Saundry, 2012 ) and to investigations in general ( Neal et al, 2023 ) could also help mitigate any potential harm on employees.…”

When work harms: how better understanding of avoidable employee harm can improve employee safety, patient safety and healthcare quality

“…Specifically, the importance of clear decision-making and a compassionate approach in the delivery of its employee investigations process were prioritised, in an attempt to avoid harm occurring to all those involved. 18 The improvement programme adopted the concept and the definition of AEH, in an attempt to change perceptions and understanding of the impact of employee investigations. The focus on AEH engendered reflection and a wider understanding of how individuals and organisations can inadvertently, but avoidably, contribute to harm, or actively reduce or mitigate harm to colleagues.…”