Annotated Bibliography On Strategic Human Resource Management

Question

Task: You are required to compile a ‘Reviewing the Literature’ of 5 peer-reviewed journal articles.
Step 1. Select one of the options for Essay 3.
Read the Assessment 3 Essay options and identify which one you will work on for
assessment 2 and 3.
Step 2. Undertake research of the recent academic literature since 2010.
Identify five (5) academic peer reviewed journal articles relevant to the
Assessment 3 Essay topic. These must be aligned to the unit themes from Weeks
1 to 5 (e.g. evolution of SHRM, the context of HRM, industrial relations, HR
planning and work design challenges in a global environment). It is recommended
that you undertake your research via the online ‘search’ of CQUniversity Library.
You cannot use the article from your Assessment 1 presentation for Assessment 2.
Step 3. Write 500 words on each article (500 x 5= 2500 words)
For each journal article, write to the headings in the template. These include:
• full reference
• outline of research objective and research question
• outline of the method
• discussion of the findings
• summary of the conclusions
• indication of how this will be relevant for your Essay 3.
Place each article on a new page.
Present your Reviewing the Literature in format provided in the template. For more
information, see the library guide for writing an annotated bibliography.

Answer

Article 1
“Cogin, J. A., Ng, J. L., & Lee, I. (2016). Controlling healthcare professionals: how human resource management influences job attitudes and operational efficiency. Human resources for health, 14(1), 55.”
In this very article on the concept of strategic human resource management, the authors, Cogin, Ng & Lee (2016), have mentioned the role of “human resource management” in Australian health care sectors about the influential and effective function of HRM towards the job insolence of the health care employees.

i. Objectives and Research Question
Objectives

• To understand the significant roles of HRM in Australian Health cares
• To understand the role of HRM towards the job attitude of the employees
• To evaluate the contribution of HRM towards health care’s operational efficiency

Research Questions

• How HRM is associated with the health cares in Australia?
• How does HRM influence the job attitude of health care employees?
• What role does HRM play towards the operational efficiency of the health cares?

ii. Method
The following study’s entire concentration is on the Australian health cares in order to evaluate the role of strategic human resource management towards the job attitude of the employees as well as the operational efficiency of health care. Therefore, all the results of this study have been acquired by adopting qualitative data collection approach. A total number of 34 interviewees have been chosen for conducting an interview including doctors, executives, nurses and associated health care service providers.

• Findings and Discussion

Based on extensive research of the chosen journal article on strategic human resource management, it is found that the recruitment process in health cares is required to be done with immense concentration as employees in terms of nurses and other health service providers are the core aspects of health care sectors. In this regard, Cogin, Ng & Lee (2016) have mentioned that large recruiting activities included the implementation of documentation amounts, and several permits had been introduced. Little administrative control remained to immediately obey orders. The recruiting method was “extremely complicated” and “rigidly structured” by health care administrators in the three specialist communities and “extremely burdensome.” The researchers also mentioned that the entire output of a health care sector is depended on the employability of the health care professionals, including the physicians, executives and other services providers.

Simultaneously, Cogin, Ng & Lee (2016) have mentioned that influencing job attitude will be able to influence the employability of the employees. Therefore, to increase job efficiency of the employees, HRM should select only skilled employees and make them more efficient towards the job role by offering appropriate training. On the other hand, to maintain organisation’s operational efficiency, strategic human resource management should look after everyone’s performance and should provide rewards based on the performances of the health care employees to keep them motivated towards the job role. In these ways, HRM will be able to increase the performance level of the employees in health care organisations along with managing negative job attitude of the employees and can maintain efficient operations.

iii. Conclusion
It can be concluded that to manage undesirable job defiance of the staffs and to maintain efficient organisational operations; strategic human resource management should hire skilled employees by supervising all candidates carefully. Accordingly, to increase the job attitude of the employees along with motivation level, skilled and hardworking employees should be rewarded in health care organisations.

iv. How will this article contribute to my Essay 3?
The following article will assist me in several manners in my essay 3, as by examining the study, I learned that to maintain operational efficiency, skilled employees are required within health cares. Accordingly, I understood that to keep employees motivated, HRM of health cares should provide rewards to hardworking employees.

Article 2
“Cooke, F. L., & Bartram, T. (2015). Guest editors’ introduction: “human resource management” in health care and elderly care: Current challenges and toward a research agenda. Human resource management, 54(5), 711-735.”
In this chosen article, Cooke & Bartram (2015), have mentioned the challenges that strategic human resource management faced in health cares and aged care systems along with the key roles of HRM for resolving these challenges.

i. Objectives and Research Question
Objectives

• To understand the main issues that are correlated to managing the health care professionals
• To understand the impact of HRM on the individual level in the health care organisations

Research Questions

• What are the major challenges associated with managing the employees of health cares?
• What impacts of strategic human resource management are to be seen on the individual level within health care organisations?

1. Method

In order to acquire effective information concerning the study, the researcher focused on the employees and the health professionals in terms of physicians, nurses and the managers of the human resource department of health cares. Their viewpoints are the major sources of information, and thus, the researchers have conducted a secondary data collection process, where 128 interviewees have been chosen for conducting an interview.

• Findings and Discussion

Cooke & Bartram (2015) have stated that large recruiting activities included the implementation of documentation amounts, and several permits had been introduced. There is no administrative flexibility, so more work was required to provide HRM practitioners with the possible advantages of the “High-Performance Work System (HPWS)”. Thus, clinical managers could use strategic human resource management and HPWS to improve the productivity of human resources. Clinics would certainly have the flexibility to adapt innovating strategic human resource management strategies and procedures, as their HRM programs, procedures and systems already have a large degree of “tactical preference.” Government agencies and health care reformers have become deeply mindful that leadership and management will provide creative strategies for reducing expenses and proposals for improved health care provision. A variety of administration programs is introduced by state governments that cultivate a more efficient partnership between organisations and employees to illustrate the broader position HRM improvements in health care sectors.

Moreover, Cooke & Bartram (2015) have opined several attributes in which the first include, among others, strategic human resource management and training of health care professionals. The second includes the relationship between the patient and the client and the application of new technology and team-based processes for driving down costs and increasing professional outcomes. It is significant to remember, though, that health cares are several complicated, bureaucratic, and that there can be no seamless transition of organisation and the implementation of strategic human resource management. As a consequence, a range of experiments is progressively directed at identifying obstacles to the usage of proactive HRM in healthcare contexts.

ii. Conclusion
The outcome of the study on strategic human resource management presented an analysis of health care organisations and aged service trends in different regional settings and described the main problems confronting national governments and health authorities in the procurement and distribution of public services. The research demonstrated the impact of public policy and government sectors on HRM.

iii. How will this article on strategic human resource management contribute to my Essay 3?
There is global pressure on the “human resource management” of “health care” organisations and “aged care systems”. HRM constantly face a consequence of cost reduction as well as high quality service offering at the same time. The following study will me in my essay 3 to highlight how HRM within health care organisations manages the entire labour force.

Article 3
“Kendrick, M. I., Bartram, T., Cavanagh, J., & Burgess, J. (2019). Role of strategic human resource management in crisis management in Australian greenfield hospital sites: a crisis management theory perspective. Australian Health Review, 43(2), 157-164.”
In this chosen article, Kendrick et al. (2019) have delivered their opinions on the role of HRM and how it helps Australian health cares to manage a crisis situation.

iv. Objectives and Research Questions
Objectives

• To identify the role of “Strategic human resource management” towards managing diversified employee groups
• To examine the role of “Strategic human resource management” for increasing avenues for Greenfield Hospital’s success

Research Questions

• How does “Strategic human resource management” of Greenfield hospitals manage its diversified groups of employees?
• What are the effective roles played by “Strategic human resource management” of greenfield hospital for increasing avenues for health care’s success?

v. Method 75
In order to collect relevant data for this specific research, the researchers implanted a comparative case study analysis, from where all the required information has been gathered in relation to the research questions. The analysts looked at a “Fiona Stanley Hospital Orientation Booklet”, Quarterly Statements concerned mostly with the first years’ service of the clinics and records of legislative hearings, in the analytical context of “Crisis Management Theory (CMT)” constructive control and transparent contact system strategy.

• Findings and Discussions

Kendrick et al. (2019) mentioned that throughout the preliminary execution of the research paper, quotations and phrases were recognised as unencrypted the knowledge presented was not aligned with current management documents but discussed the difficulties encountered by the management of the health care case. A literature database was scanned and then utilised to identify the details that were not authenticated with the applicable documentation. This literature quest allowed the investigator to relate the knowledge un-coded to crisis response work. In the second version of text processing and labelling, quotation and excerpts in the case report are repositioned in “Crisis Management” literature illustrating the conclusions and guidelines of “Crisis Management” studies. In this manner, the principle related to “crisis management” has been applied to a collection of scholarly literature for research and obfuscation of which strategic human resource management, Health care administration and Greenfield hospital’s administration were already utilised for analyses.

Moreover, the research of Kendrick et al. (2019) on strategic human resource management represented that health care management strategies were involved in the study of two cases of Greenfield hospitals. Also, management philosophy and the necessity for creating consistent groups and a strong “match” between strategic human resource management policy and the needs of Greenfield Hospital was mentioned in this research. In the encoding process of this research, these concepts were expressed. The national governments agreed to resolve these concerns by constructing new medical buildings, among other eighteen initiatives, despite studies released throughout “Queensland and West Australia” highlighting the expanding population of every country and thus, the requirements for better infrastructure is required.

vi. Conclusion
An overall explanation of this research provides documentation on how “Critical Management Theory or CMT” can be helpful for any health care organisation especially on the same stage of Greenfield hospitals to increase the potential chances of sustainable success. Also, the study addresses the relationship between the HRM of the greenfield hospital and the CMT and the impact of this alliance on the success factors of health cares.

vii. How will this article contribute to my Essay 3?
This specific study has helped me to develop my essay 3 concerning the effectiveness of critical management theory and its approaches for successfully managing critical situations in any health care. Also, I can highlight the differences between the health cares, which have implanted CMT and which have not in their HRM operations.

Article 4
“Townsend, K., Lawrence, S. A., & Wilkinson, A. (2013). The role of hospitals’ HRM in shaping clinical performance: a holistic approach. The international journal of human resource management, 24(16), 3062-3085.”
In this article, Townsend, Lawrence and Wilkinson (2013) have mentioned the involvement of HRM towards shaping the presentation of the health cares.

i. Objectives and Research Question
Objectives

• To identify the role of HRM towards health cares’ performances
• To determine HRM’s role in managing the performance of “quality patient care”
• To examine the efficiency of the alliance between HRM and hospital sub-system

Research Questions

• How is HRM involved in the health cares’ operations to increase its performances?
• How does HRM manage the performance of quality patient care?
• What is the impact of the alliance between strategic human resource management and health cares’ sub-system on the success of the hospitals?

ii. Method
In order to acquire relevant information for this research, the data collection process has been done by conducting a quantitative methodology. For analysing the data, opinions of the experienced health care professionals are excessively noteworthy for this particular research. Therefore, the researchers have chosen a team of 350 respondents that are associated with several health care organisations in Australia, over whom a survey was done. The respondents were chosen based on their experience and had a minimum of five years of experience in health care sectors.

• Findings and Discussion

The findings have broad consequences for philosophy and for individuals and institutions management. Literature also questions the association of strategic human resource management and success systems. The concerns of Townsend, Lawrence and Wilkinson (2013) in the HRM field were answered by illustrating the relationship between productive HRM and therapeutic results in the severe hospital sectors and health care organisations. With regard to the review of accrediting results, it may conclude that in a sensitive field for health cares, the consistency of professional patient treatment in health cares with higher publicly accredited accreditation scores across the wide spectrum of sub-system procedures. The consistency of professional medical treatment in an emergency health care organisation’s environment was explicitly and efficiently affected by more efficient procedures in the fields of HRM, operational and financial control, data collection and safety and health related sub-system procedures.

In fact, the evidence of Townsend, Lawrence and Wilkinson (2013) has been identified that a network of HRM systems performs a significant role in improving successful interactions with therapeutic outcomes through certain sub-system methods. This reaffirms the value for studying “High-Performance Work System or HPWS”, with its specific and theoretically complementary ties to its results, of acknowledging other sub-systems variables. In comparison, the analyses illustrate the unique significance of successfully incorporating those variables across the HRM continuum. This approach includes strategic human resource management, recruiting, success improvement, apprenticeship and growth (mentoring). Although, these are not particular methods, rather than these are elements that match the most valuable design models.

iii. Conclusion
By critically analysing the overall literature, it can be concluded that the role of “human resource management” in “health care organisations” is excessive noteworthy for shaping and managing the performance of health care. Also, by conducting a survey, it has been found that the effective alliance between HRM and sus-systems is able to increase the presentation of both employees and health care.

iv. How will this article contribute to my Essay 3?
The particular review of the literature assists me to comprehend that to manage and to increase the employability of the workers along with the development of the health cares, the role of HRM is extensively significant. I can relate the approach of HRM towards the health and safety of the employees in my essay 3.

Article 5
“Zheng, C., Molineux, J., Mirshekary, S., & Scarparo, S. (2015). Developing individual and organisational work-life balance strategies to improve employee health and well-being. Employee Relations, 37(3), 354-379.”
Zheng et al. (2015), have stated in this very article about the role of strategic human resource management and its impact on developing both organisational and “work-life balance (WLB)” strategies in order to recover the health condition of the employees in health care organisations.

i. Objectives and Research Question
Objectives

• To understand the contribution of “work-life balance” towards the well-being of health cares’ employees
• To acknowledge the effectiveness of HRM towards maintaining the “work-life balance” of the workers
• To determine the supportive roles of HRM towards employees for developing well-beingness

Research Questions

• What is the role of “work-life balance” towards employees’ well-being in health cares?
• How does HRM maintain “work-life balance” of the health care employees?
• How does HRM provide support to the health care employees for the development of their health?

ii. Method
Several regression studies of factors related to human WLB approaches and corporate WLB systems was carried out with data obtained from 700 health care employees from Australian health care sectors. Many separate methods of analysis were taken into consideration to assess the interrelationships and their cumulative impacts on the safety and well-being of the workers. Based on the chosen respondents’ opinion on the “work-life balance” structure in health cares, relevant data has been collected for this particular research.

• Findings and Discussion

This particular study answers the central concern for the management of safety, well-being and WLB in relation to person vs corporate accountability. In this study, Zheng et al. (2015), explored the cumulative impact of personal and corporate activities in the area of well-being, health development and WLB, which varied from previous WLB studies, mainly concentrating on either human traits or health care organisation, in the management of family and work interface. The findings of this current research are important as the results enhance the awareness of the significance of designing and implementing effective corporate WLB policies and initiatives. The research also sought to establish a philosophical structure that would direct the analytical analyses of the interactions between human WLB coping policies, corporate WLB policies or others.

The concept may be examined further in various cultural environments, which will validate the generalisation of the pattern (except for the English or Eastern preference in Queensland, Australia, included in this study). The structural variables were primarily drawn from current literature and usually applied both to personal features and to organisational policy or systems. In this regard, Zheng et al. (2015) also stated that as the findings of this very study indicate, workers with reported WLB have greater consequences for their safety and well-being than without them. “Work-life Balance’s” success leads in turn, consistent with the results, to improved workplace safety and well-being. This outcome reflects in major parts, the finding that demonstrates how necessary it is to tackle WLB employees’ safety and well-being in heal care organisations.

iii. Conclusion
This paper illustrates the need to tackle “health and well-being” problems in health cares through the usage of employee WLB approaches. Also, the results indicate that public policy is important to support workers and societies to cope with the issue of wellness, while health cares can rely increasingly on employee well-being and WLB. The report further emphasises the reality that current WLB regulations need more re-assessment and adjustment.

iv. How will this article contribute to my Essay 3?
From the findings and discussion obtained on strategic human resource management, I have learned that employee well-being is extensively important for every organisation, especially for the health care workers as they contribute a large number of times for offering health services. Therefore, the study will help me in my essay 3 to explore the effective role of HRM towards employee well-being by managing “work-life balance”.

References
Cogin, J. A., Ng, J. L., & Lee, I. (2016). Controlling healthcare professionals: how human resource management influences job attitudes and operational efficiency. Human resources for health, 14(1), 55. https://human-resources-health.biomedcentral.com/articles/10.1186/s12960-016-0149-0

Cooke, F. L., & Bartram, T. (2015). Guest editors’ introduction: human resource management in health care and elderly care: Current challenges and toward a research agenda. human resource management, 54(5), 711-735. https://onlinelibrary.wiley.com/doi/pdf/10.1002/hrm.21742

Kendrick, M. I., Bartram, T., Cavanagh, J., & Burgess, J. (2019). Role of strategic human resource management in crisis management in Australian greenfield hospital sites: a crisis management theory perspective. Australian Health Review, 43(2), 157-164. https://www.researchgate.net/publication/321166427_Role_of_strategic_human_resource_management_in_crisis_management_in_Australian_greenfield_hospital_sites_A_crisis_management_theory_perspective

Townsend, K., Lawrence, S. A., & Wilkinson, A. (2013). The role of hospitals’ HRM in shaping clinical performance: a holistic approach. The international journal of human resource management, 24(16), 3062-3085. https://www.researchgate.net/publication/263115382_The_role_of_hospitals’_HRM_in_shaping_clinical_performance_A_holistic_approach

Zheng, C., Molineux, J., Mirshekary, S., & Scarparo, S. (2015). Developing individual and organisational work-life balance strategies to improve employee health and well-being. Strategic human resource management Employee Relations, 37(3), 354-379. https://www.researchgate.net/publication/276929960_Developing_individual_and_organisational_work-life_balance_strategies_to_improve_employee_health_and_wellbeing