The Organizational Aspect of Human Resource Management as a Determinant of the Potential of Polish Hospitals to Manage Medical Professionals in Healthcare 4.0

Abstract

Industry 4.0 solutions have penetrated the healthcare sector, thus creating challenges that healthcare entities should meet. For this, a proper relationship between human resource management (HRM) within healthcare entities and Healthcare 4.0 is needed. In addition, organizations mainly focus on HRM practices, yet organizational issues are overlooked. In this context, the aim of the article was to analyze and evaluate the involvement and roles of key HRM actors, such as line managers and human resource (HR) specialists (HR departments) within strategic healthcare entities, namely hospitals. It was also important to identify the potential of hospitals to meet the requirements of Healthcare 4.0. A study was performed on a group of 285 Polish hospitals. Five respondents were recruited from each hospital. The total population amounted to 1425 interviewees. Due to the complexity of the research, it was outsourced. The results of the analysis identified that hospitals largely engage line managers in medical personnel management. However, a lack of managerial competence may become a major barrier in coping with challenges created by Healthcare 4.0. Organizational solutions do not support the strategic role of HR specialists; their anchoring in the organizational structures limits the possibility to support the changes required for the transformation towards Healthcare 4.0.

Factors Influencing Medical Personnel to Work in Primary Health Care Institutions: An Extended Theory of Planned Behavior

“…Previous researches on human resource in the healthcare sector have shown that the demand for medical personnel is rapid growth [ 12 ] and the capacity of human resource managers [ 13 ], the remuneration, career development, and succession plan [ 14 ] are important factors in the development of human resources in health. However, these research or talent acquisition measures were based solely on the perspective of local government health departments or medical institutions, focused on individual health care workers and with less research on PHCIs.…”

HR factors for the successful implementation of Industry 4.0: A systematic literature review

“…HR leaders need to redefine their mandate and gear up for the new world of work which calls for smart HRM practices or HR 4.0 in organizations. Many recent studies also highlight that diverse technological advancement in Industry 4.0 will require an adapted and well-equipped strategic HRM, aligned with organizational goals and policies (Buchelt et al, 2020; Dhanpat et al, 2020; Liboni et al, 2019). Many authors believe that HR leaders, key technical personnel, and executives of the HR department must be updated, competent, trained, meticulous, skilled, and efficient to perform HR functions such as hiring, training, compensation, performance appraisal, safety, wellness, benefits, training of employees, motivation, retention, and change management while navigating Industry 4.0 (Buchelt et al, 2020; Kulyk and Parmova, 2017; Llinas and Abad, 2019; Shaw and Varghese, 2018; Sony and Naik, 2020; Strohmeier, 2018).…”

“…Studies by Buchelt et al (2020) and Dhanpat et al (2020) reveal that to mitigate challenges, HR professionals will need to assume the roles of strategic business leaders with competencies such as innovator, strategic partner, change agent, and people enablement. Cresnar and Nedelko (2020) mention that the personal values of HR professionals and employees will be significant in shaping the organizational environment for Industry 4.0.…”

Hospital 4.0 roadmap: an agile implementation guideline for hospital manager

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