This paper is a reflection of my experience working at a hospital. I worked under human resource management at various levels; consequently, I had interdepartmental supervisors. My goal was to develop practical understanding of the hospital management system via my day-to day responsibilities. I was able to acquire vast practical knowledge in this sector. This paper contains organizational overview and characteristics of situations where problems arise. I will examine both internal and external factors pertaining to managing a hospital. Based on my observations and interactions with various stakeholders, the report provides recommendations for organizational improvement.
Richard Hallem founded the hospital in 1998 as a private health organization. Hallem Hospital provides both inpatient and outpatient services. It started by offering only outpatient services and from January, 2002, the hospital commenced its inpatient services with paid admissions of sixty beds. In February, a maternity ward of forty-eight beds was open for the baby business. The delivery services in the two wards prompted the opening of an operating theatre, which has three high-tech operating beds. The availability of Technical Human Resource, theatres and the wards has remarkably reduced hospital referral cases. In the month of July, twenty-eight beds were added and two rooms availed for Male and Female medical wards, both currently operational, and provides both curative and preventative healthcare (Cohen, 2009).
Characteristics and Situation
I worked at various levels within the hospital; however, my main concentration was at the human resource management office. As part of my orientation, I worked in several departments interacting with different employees in the organization. I spent some time in the records department, procurement office, biotechnology department, and the hospital registry but mainly I was in human resources, where I acted as a low-level manager who performed duties as directed by a supervisor.
Human resources in Hallem are composed of clinical and non-clinical staff responsible for public and individual health intervention services. They are the most important of the health system inputs; the performance and the benefits of the Hallem are dependant on the knowledge, skills and motivation of those individuals responsible for delivering quality health services, headed by Human Resource Manager (HRM).
Recruitment and selection is the major function of the human resource department in Hallem. It is the first step towards creating the competitive strength and the strategic advantage for in the hospital. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. While working in the human resource department, I was taken through the hospital recruitment process. It must be understood that recruitments are only done for casual employees the rest are sent by the government. I had no opportunity of taking part in the recruitment process. I participated in creating files for four the newly posted employees. Through a discussion forum, the human resource manager took me through the recruitment process (Robert, 2010).
I went through various aspects of hospital human resource management such as size, composition and distribution of the workforce; training issues; the migration of health workers; employment structure; handling claims, mediations, regulatory system imparting to human resources; and gender and diversity management. Each of these factor into my overall observation and understanding of this organization, and where improvements can be made.
The most stakeholders that I came into contact with were the hospital employees, the management team and the suppliers. Hallem is supervised by a board of managers (or regents) with a chairman at the head of the table. The management system applies a neo-utilitarian approach with well-structured organization qualities, processes and outcome. The hospital is managed mainly through “employee focus” to improve the hospital production system. The management system embraces accountability, transparent and effective communication.
Hallem employees benefit from a management team that is engrossed in developing efficiency links. Hallem has work groups based on their skills and training experiences. The company has also ensured long-term relations with its employees through proper working condition, remunerations, good labour relations, promotions and enhanced communication system (Gefma, 2011).
Hallem management boasts being among the top leaders in organizational business, which has successfully integrated neo-liberal unitarism workplace management success. Employees at Hallem not only boast of an excellent working environment but long term employment opportunities. Hallem has embraced workplace diversity and the gender and racial employment ratio is an equal opportunity environment. The company had implemented employment opportunities for the elderly and physically challenged (Building an Exceptional Board, 2007).
The company embraces a policy of respect, fairness and tolerance towards employees. It reinforces this through a ‘Work Place Right Policy,’ implemented by TCCC in 2007. The policy provides complete guidelines to employee management. Employees have an open communication system that enables them to raise issues that the management promises to address, involving free dialogue and round table discussions and debates.
Hallem has a strong and healthy supply chain. Through its core principle of accountability and transparency, the company believes in a long-term supplier relationship. Hallem works with its suppliers through strategic cooperation and partnership. In managing supply chain, Hallem has direct and indirect procurement chains. Apart from just monitoring supplier product quality, the hospital communicates and renders research services to help the supply team. Supplier selection system is openly conducted based on product quality and supplier ability to meet company product specifications (Building an Exceptional Board, 2007).
The major challenge that Hallem faces is financial constraints to meet increasing customer demands. Health industries face a stiff competition that always calls for constant innovation. There are several challenges in hospital human resource management. Employees are hardly enough, while the hospital has limited funds to acquire enough casual labour. The Human Resource Manager is tasked with a hefty challenge of harmonizing different group segments in the hospital with different expectations of one another and management. As a result, the hospital management constantly faces push and full politics from groups such as nurses, doctors, orderlies and labour relations. Consequently, the hospital faces constant migrations of highly skilled staff members, often left with trainees to fill the gaps.
The fine dynamics in smoothly running a hospital from a managerial position is a job of politics, understanding, mediation, compromise and strength. Any organization that wishes to operate in harmony with groups of people must understand that people will have conflicts, and will come together to agitate or resolve conflicts. Management needs to strive for complete resolutions of problems, not simply sweeping issues under the rug. This is where Hallem Hospital has a deficit and why there is a constant turnaround of qualified staff that seeks better employment conditions elsewhere. Despite its boast of innovation in organizational structure, Hallem needs to fine tune matters here and there.
My goals there were to move up the managerial ladder and take a leadership role; my concerns were being blocked in this movement by certain employees whom I felt were working against me rather than with me. We were not seeing eye-to-eye on things. One cannot expect that all people in an organization will operate in harmony, but it would be cost-effective if the organization can strive for that goal. This is why some companies engage in weeklong retreats for groups inside a company: to bring about a connection between all for a better workplace environment. Hallem Hospital could benefit from something like that; the end result would be a human resource benefit.
Building an Exceptional Board (2007). Effective Practices for Health Care Governance Report of the Blue Ribbon Panel on Health Care Governance. Health Research & Educational Trust. Chicago: Centre for Healthcare Governance. Print.
Cohen, S. (2009). The Drive toward Transparency: Enhancing Openness and Accountability. Healthc. Exec. 20:16–20. [Online: PubMed]
Gefma, I. (2011). Facility Management. European Facility Management Conference, Exhibition Europe, Frankfurt am Main. 19-21 April, Tagungsband / Proceedings.