Good Example Of Essay On Nursing Organization: Human Resources Department In Home-Health Agencies

The Department of Human resource in St Mary’s Nursing Care initiates policies that enhance and support home health care and mission. This demonstrates a significant application if human resource strategy to fulfill the execution, development and management of human capital and workforce needs necessary for coordinating the operation, patient care, quality health service and the administrative management of the organization. As outlined by White and Griffith (p.79), the human resource department in St Mary’s Nursing Care aligns its strategic focus to the issue of workforce quality and patient satisfaction as an imperative tool for quality health care in the home health provision. The organizational factors that influence this department inform the need to adopt the best practices of workforce management to realize the quality of health care. The size of the department is composed of 20 employees whose characteristics and educational preparations, compensation, training, and development contribute to the organizational variables that enhance the patient satisfaction.
The functions of the department engaging in the strategic leadership spectrum to develop effective workforce program across a wide range of human resource issues. According to Ica (p.161), the fundamental role of any human resource department is to design and implement training developments, motivation frameworks, and the effective human capital management. The outcome of such functional initiatives is to reduce job stress for nurses, law quality services, reduced patient satisfaction and rate of errors with medication and practice related procedures.
The staffing levels in St Mary’s Nursing Care human resource department is guided by the policy to offer effective and strategic solutions that attract and retain the best talents for the support of home health patients. The effective home health care requires specific skills. There is a shortage of health workers. This represents a challenge to operations health affecting the realization of adequate standards of care. The staffing level in St Mary’s Nursing Care has a capacity of 20 staff significantly working on mandatory overtime policy to ensure the viability of the business. The department relies on 9 non-registered nurses and 3 volunteers to bridge the growing gap between demand and supply for the requirement of staffing. This challenge necessitates an effective planning policy for the workforce management (White and Griffith, p.114).
The reporting relationship is done through a vertical horizontal management structure. The head of human resource department reports to the home health care chief executive officer. This reflects the model of coordination between counseling clerical tasks, industrial relations and consulting. In this organization, the line managers perform tasks in support of the operations in the homecare making it possible for effective management. According to Ica (p.169), the degree of human resource efficiency depends on the attitude of the executive and line managers. This is because the staffing operations call on the human resource department, managers in the facility to implement performance management capabilities and other workforce programs.
Physical location and space utilization issues though the physical design of the agency affect the adequate staffing of registered nurses. Located in the remote area, the facility attracted less registered nurses because of the combination of the physical location and other salary packages. St Mary’s Nursing Care has a resident nursing ratio per shift that is very low. More than half nurses report experiencing difficulty in managing their shifts because of the physical location. As a result, the space utilization follows a shift structure that allows a certain number of nurses in the facility during the holiday (Ostojić, Vlatika, and Sanja, p.269).
Current management bias fails to appreciate issues of diversity in the workforce. The recruitment and hiring practices focuses on the African American, which result acute management bias in the human resource strategy. The facility must, therefore, ensure that a selection and recruitment strategy must integrate workforce diversity so as to address the question of efficiency in multicultural dimensions (White and Griffith, p.65).
The current recruitment practices must deal with the barriers that lock out the facility from the diverse workforce opportunities. In view of this, St Mary’s Nursing Care should build a relationship with cultural groups that work with diverse communities. This will allow the human resource department to have access to employment services, thus raising its organizational profile. According to Ica (p.171), connection with the volunteer base will enhance the image of the organization, thereby allowing individuals to volunteer, build networks, and gain experiences.
Workforce diversity is a trend in the human resource consideration. The composition of the nursing care and homes health agencies must transform to reflect a more culturally diverse environment. As a result, the workforce staffing should be challenged by perspectives believed, educational standards, and patients cultural diversity, language barriers and differences in ethnicity. To address the challenge of management bias in St Mary’s Nursing Care, it is imperative that the human resource department should increase cultural sensitivity in its hiring and recruitment programs (Ica, p168).
There is the need cross-functional management framework to inform the process of workload and performance measures used for addressing the inherent needs. The nurse is supposed to handle a maximum of five patients. The implication of this understanding shapes the basis of the policy guidelines which focuses on the end product of effective nursing practice measurable in the satisfaction of both the patients and the practitioners. The agency addresses the experience, training and career development of the nurse to determine whether they are qualified for the work. Workload and performance measures used stems from the objective of promoting functionality in the organization. It is imperative that human resource strategy must be emphasized to design new products which delineates the response to customers’ needs and the adoption of processes that reflect the external and internal expectations of the value proposition.
According to Ica (p.170), the issues of safety, technology, collaboration, resource utilization and information management must be concisely planned. The management of the workload plays a critical role in determining the service quality in home care. As a crucial policy, the delivery system must address issues of nurses’ fatigue, medical error, demoralization which impacts on the safety of the patient.
The strategic goals of the human resource department should focus on providing high quality service to people with the right capability sense of commitment and personal value. This will enhance the operational efficiency of the human resource department and reflect the trend in the department across years. The focus on integrating technology is imperative to support efficiency in the human resource programs. The trend to address human factors and professional mechanics allow the redesign of the work process of nurses and the work system. This seeks to enhance the nursing operations and improves the safety of patients.

Work Cited

Ica, Elvira. "The Importance Of Human Resources Management To The Health Care System." Economics, Management & Financial Markets 8.4 (2013): 166-171.
Ostojić, Rajko, Vlatika Bilas, and Sanja Franc. "Managing Human Resources In Healthcare." Megatrend Review 9.3 (2012): 257-272.
White, Kenneth and Griffith, John. The Well-managed Healthcare Organization. New York: Health Administration Press, 2010