In the past decade there has been a growing concern about humanresources practices and outcomes in business. The main conclusion of the studies is that getting the "right" humanresources policies and practices has a huge positive impact on the overall organization, its performances and sustainability (Richardson & Thompson, 1999; West, Patterson, Lawthom & Nickell, 1997). Due to the nature of the healthcaresector that is very labor-intensive and in which people play a very significant role in quality, safety and more generally performance, this is very surprising to discover that humanresources practices in the field are far from being the best. Some authors such as Bach, 2001 or Buchan, 2004 found out that current humanresources practices and systems enabled healthcare organizations to use only 60% to 70% of the capacity of their workforce, at best. In this essay, we will try to understand why many organizations in the healthcaresector are "late" concerning humanresources issues, by explaining how the healthcare domain is different from other sectors and consequently why "traditional" good management practices cannot be directly implemented. After a general literature review concerning the specificities of the healthcare domain, we will study the implications for humanresources practices and their needed "adaptation", using two broad examples that are recruitment & retention and assessment & control in public hospitals.
Sommaire de la thèse
The healthcare sector
Recruitment & retention in public hospitals
Control & evaluation in healthcare
À propos de l'auteur
Charlotte D.Traductrice rédactrice Ressources humaines - GRHHuman resources in healthcare sector