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HRMT20024 Managing Human Resources

tag 0 Download 7 Pages / 1,511 Words tag 14-07-2021


A hospital is operating with about 400 staff members across multiple sites in a geographically dispersed are in Australia. Currently, the organisation has a payroll department but does not have a dedicated HR department and senior HR manager. In fact, the CEO and his finance manager are currently running HR at the facility. They have devolved virtually all of the key HR functions of HR planning and job analysis, recruitmen and selection, training and development, performance management, occupational health and safety to middle managers. Unfortunately, many of the middle managers don’t really know much about HRM or think it is actually their job! The CEO thinks the organisation is in good hands because they have a consultant who comes in once a week to oversee the development of HR policies and practices.
The outcome of this model of HRM has been significant challenges in terms of inconsistent application of HR policies and practices by middle and supervisory management, which has led to industrial disputation, high level of staff grievances, absenteeism and turnover, and staff shortages. Consequently, this has led to challenges for the quality of care and even serious accidents involving patients and staff.

A similar-sized hospital operating under similar conditions has a very different story to tell when it comes to HR and its impact on staff and the quality of patient care. The CEO is passionate about HR and its impact on staff engagement, organisational commitment and subsequent effect on the quality of patient care. He is passionate about creating a HR
function that prides itself on creating sustainable management practices, process and policies. This hospital has a dedicated HR manager and highly motivated HR team. The HR team meet regularly and have developed a strategic HR capability that is congruent with the goals of the organisation. A dedicated member of the HR team is responsible for
managing each HR function, such as HR planning and job analysis, recruitment and selection, training and development and occupational health and safety. The HR team meets regularly and has developed a number of key performance indicators (such as employee turnover, absenteeism, accidents, employee morale, complaints) for each of the HR functions so that they can monitor the effects of their HR policies, practices and processes.
This organisation has an excellent track record of staff retention, morale and overall quality of patient care and patient safety. They are engaged in the industry as a leading healthcare provider.Based on this case study, write a business report that answers all of the following questions:
1. What course of action would you recommend to the CEO in the first hospital as a way to improve the operation of HRM at the hospital
2. What are the key features of building a sustainable HR capability.
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