Abstract
This study assessed the link of patient care outcome to occupational differences in response to human resource management. A cross-sectional survey was conducted in three large regional hospitals in China. A total of 700 questionnaires were distributed to doctors, nurses, allied health workers, and managers and 499 (71%) were completed. Data were analyzed using a final sample of 193 doctors and 180 nurses. Quality of patient care was rated by the participants using a modified version of the Victorian Patient Satisfaction Questionnaire. Human resource management was measured on seven aspects: job security, recruitment, training, transformational leadership, information sharing, job quality, and teams. The differences between doctors and nurses in response to the human resource management practices and their associations with quality of care were compared through independent samples t-tests, correlational analyses, and moderator regressions. Doctors gave a higher rating on quality of patient care than their nurse counterparts. ‘Training’, ‘transformational leadership’, and ‘information sharing’ were more likely to be associated with higher ratings on quality of patient care in nurses. By contrast, a greater association between ‘teams’ and quality of patient care was found in doctors. Although doctors and nurses in China are exposed to the same hospital management environment, professional differences may have led them to respond to management practices in different ways.
Highlights
In the business sector, a series of management practices have been identified for motivating staff to achieve organizational goals and improve performance
The high-performance work systems (HPWS) management practices according to the international literature [3,4,5], including China [6,7], comprise: job security; selective hiring; opportunities for training; job quality; transformational leadership; information sharing; and the use of teams
The current study aims to explore the links between patient care outcomes and occupational differences between doctors and nurses in response to human resource management practices used in Chinese hospitals
Summary
A series of management practices have been identified for motivating staff to achieve organizational goals and improve performance. Bundles of such management practices were labeled as high-performance work systems (HPWS) [1]. While researchers propose different configurations of HPWS, there is consensus that HPWS comprise components of management practice that influence and align employees’ attitudes and behaviors with the strategic goals of the organization and thereby increase employee commitment and individual performance [2]. The HPWS management practices according to the international literature [3,4,5], including China [6,7], comprise: job security; selective hiring; opportunities for training; job quality; transformational leadership; information sharing; and the use of teams.
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