Analysis Of The Healthamerica Mount Olivet Medical Center Intergroup Conflict

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

Human Resource plays a key role in designing the performance management framework. Human Resource role is manifold and each of these roles well played can be highly beneficial to the organization. However, as it is now, the people in the department do not seem up to par. In the article, "Why We Hate HR," written by Keith H. Hammond, the author portrayed a negative stance on the department. He listed four reasons describing what is wrong with the Human Resource people. Based on those four main criticisms, three individual interviews were conducted to see either Hammond’s point of view is agreeable or not. The interviewees also have given their personal experiences and opinions when comparing their

The four spheres of political action in nursing as mentioned by Mason, Leavitt, and Chaffee (2011) includes the workplace or workforce, the government, the organizations, and the community. The authors further stated that although the four spheres overlap at times, the action performed in any one of these spheres can cause a reaction in any of the others. Nurses are a part of the community in which they live and can influence health and social policy within their workplace, which can have a profound impact on the organization. Furthermore, the government can pass health care policies, which in turn causes the organization to change their policy. Thus, affecting healthcare providers in the workplace and the community at large. An example of

Joint Commission. (2010). Management of Human Resources. CAMH: Comprehensive Accreditation Manual for Hospitals, Hr-1 - HR-10.

Gómez-Mejía, L. R., Balkin, D. B., & Cardy, R. L. (2016). Managing human resources (7th ed.). Harlow: Pearson.

The Joint Commission understands that human resource management (HRM) is vital in any organization because it deals directly with employees, who are charged with the responsibility of achieving the organization’s goals and objectives. Traditionally, majority of organizations treated employees as liabilities. However, over the years, the view has changed to focus on employees as assets. Importantly, in an acute care hospital, committed employees are essential because they would be dealing with patients directly. Moreover, working with such patients requires employees who can create personal relationships with the patients. In essence, patient satisfaction increases when the patients can trust their caregivers (Mathauer & Imhoff, 2011).

Mason, D. J., Gardner, D. B., Outlaw, F. H, & O’Grady, E. T. (2016). Policy & Politics in Nursing and Healthcare, 7th ed. Elsevier.

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an

Development of this case was made possible by a grant from the Society for Human Resource Management

In an article entitled, Common Denominators: Shared Governance and Workplace Advocacy-Strategies for Nurses to Gain Control over Their Practice, Green, and Jordan explore the concepts of shared governance and workplace advocacy. According to Green (2004), organizations implementing shared governance concentrate on having a partnership between the organization and the employees. Shared governance concentrates on the micro level, which is the internal aspect of workplace policies (Green, 2004). In contrast to shared governance, workplace advocacy focuses on both micro and macro levels, which are external. These external policies consist of local, state, or federal policies (Green, 2004). Some

The human resource frame is known to operate from drastically different paradigms. Bolman and Deal (2013, p. 113) state that opposing paradigms are identified when an individual asks which statement is true; 1.) “Our most important asset is our people”, or 2.) “Organizations exploit people --chew them up and spit them out” (Bolman & Deal, 2013, p. 113).

The importance of human resources to the delivery of healthcare has kept growing over time and HR has become intrinsically important to the delivery of efficient and effective health care. At this point the organizations which have managed their human capital successfully and effectively have been able to serve their patients effectively(Kabene et al, 2006). In a scenario where the health care sector is faced with major human resource related issues the HR has a major opportunity to become a

Organizations need people for their energy, effort and talent. Individuals need organizations for the many rewards they offer. But the needs of the individual and the organization don’t always line up very well and when the fit between people and organizations is poor, one or both will suffer. Human resource frame evolved from early work of pioneers such as Mary Parker Follett (1918) and Elton Mayo (1933, 1945), who questioned a century old, deeply held assumption that workers had no rights beyond a paycheck. Their duty was to work hard and follow orders. Pioneers who laid the human resource frame’s foundation criticized this view on two grounds: it was unfair, and it was bad psychology. People's skills, attitudes, energy, and commitment are vital resources that can make or break an enterprise, they argued. One of the core assumptions of the human resource frame states that when the fit between individual and system is poor, one or both suffer. Individuals are exploited or exploit the organization or both become victims. The “fit” is a function of at least three different things: how well an organization responds to individual desires for useful work; how well jobs enable employees to express their skills and sense of self; and how well work fulfills individual financial and lifestyle needs (Cable and DeRue, 2002).

Bohlander and S. Snell. (2011). Managing Human Resources, 6th Edition. Toronto, Ontario, Canada: Nelson Education Ltd., p. 175.

A rapidly changing business environment due to technological changes and the impacts of globalization has resulted in shift of human resources paradigms (Khan, 1997). In every organization