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Human Resources Management in Hospital Authority

A few years ago, HA should aware that there would be increasing demand for health care services from Mainland Chinese. For example, the increasing demand for Obstetrics services in public hospitals by the influx of Mainland expectancy women after signing CAPE. If HA were able to identify the situation and trained more doctors specializing in Obstetrics & Campanology Department (O&G) or any workforce development earlier, the specialist in O&G will not be severely overloaded and stressful which resulted in highest turnover rate among all specialties in 2010/2011. Recommendation a. Personal growth

According to a national Public Sector Rewards of Work Study done by in the U. S. 2007, career opportunities are the biggest force of turnover for employees under age 40. Career development program is what HA needs for retaining existing doctors. Career development can affect employees’ stress, limited promotion impose stress to them since they may think they are unfairly treated. Comprehensive career management programs not only benefit employees with increased personal skill, more Job engagement and less turnover intention. HA can be attained by providing overseas training, specialty training (e. G. Vance medical technology training), improved appraisal and feedback. HA should let the doctors know that HA values their

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contribution and is interested in helping them succeed. To retain talents, the organization should also not allow the talented get stuck on career plateau. Career plateau refers “the point in a career where the likelihood of additional hierarchical promotion is very low. ” (Preference, Stoner, an Warren, 1997) Unchangeable ; Riddle (2002) found that there is negative linkage between career plateau and Job satisfaction. HA should prevent senior doctors from going to private sector.

HA can provide alternative means of recognition for employees encountering career plateaus, like Consultants, whose position to be further promotion is unlikely. HA can invite them to employee involvement programs to seek Job satisfaction, such as taking part in task forces and brainstorming sessions to organization goals and giving them more authority. B. To introduce psychological contracts HA should introduce psychological contract to reduce turnover intention of medical staff. Psychological contract refers to unwritten expectations between employers and employees about the nature of the work.

It is subjective in nature and may not be clearly defined by employee himself/ herself. The psychological contract includes tangible items (e. G. Salary and compensation) and intangible items (e. G. Loyalty and job fairness). Employees are more likely to be committed to the organization if they perceive they have control in the organization. For example, HA should have more consultation with doctors from each level concerning their career development. It not merely can increase the transparency and feedbacks about the policy. It also increases their Job engagement and trust to the organization.

Employee who believes hat he/she can trust coworkers and the Justice system in the organization, he/she will be less likely to leave their current employer. Moreover, the career expectations for women cannot be neglected in forming the psychological contract with employees. HA should consider carefully in handling the pregnant doctors from working prolong hours and over-night calls, especially during the late stage of pregnancy. HA rather than turn down their requests in the excuse of workforce shortage, HA should show their effort in revising working procedures/ workflow to win the loyalty and increase morale of the staff.

Otherwise, it leads to the remover trend of expectancy doctors. C. To Promote Work-Life Balance To meet the vision of “Healthy People, Happy Staff, Trusted by the Community’, HA should promote the work-life balance to the existing HA staff. According to the ongoing research done by Community Business in Hong Kong from 2005-2010, it revealed that the extreme work-related pressures cause serious impact on the well- (e. G. Less productive with high rate of absenteeism). To promote a work-life balance program by employer is important in modern society with changing demographics, such as more single-parent families.

It is often difficult to balance work susceptibilities, family care demands and personal life. A Job with a more flexible work schedule is a factor getting more influential for an employee to stay in current job and it is one of the reasons why doctors left HA for more flexible working schedule in private health sector. It is challenging to promote work-life balance in a major healthcare organization in Hong Kong, since public hospitals have to run 365 days and 2417 in nature. However, HA has to recognize the impact of poor work-life balance.

Prolonged fatigue and overloaded for frontline doctors may cause increasing number of medical negligence ND hurt their morale. Hence, a long-term comprehensive communication strategy between HA and doctors is essential. To achieve work-life goals, doctors must be willing to share their specific needs with HA, it is a two-way process. In return, HA should make sure that employees’ needs have been heard and valued in implementing its work-life programmer. Furthermore, appraisals for the programmer should be reviewed by staff periodically to ensure the goal of work-life equilibrium.

Thus, this kind of intrinsic reward can gain doctors’ organization commitment and loyalty and they likely to stay with HA. Conclusion To tackle the problem of doctor shortfall, a number of short-term measures have been done by HA in retaining the doctors from fleeing to private health sector, like employing more healthcare technician and overseas doctors to alleviating workload. However, the turnover rate keeps increasing. The main reason is that HA policies did not meet the needs of doctors. There are discrepancies between their goals in which leads to disappointment, low morale and high turnover intention.

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