Handbook of Healthcare Management

Handbook of Healthcare Management

Research Handbooks in Business and Management series

Edited by Myron D. Fottler, Donna Malvey and Donna J. Slovensky

The Handbook of Healthcare Management is a comprehensive examination of key management practices for global healthcare organizations, arguing that insight into and implementation of these practices is essential for success and sustainability.

Chapter 6: Human resources management

Myron D. Fottler, Donna Malvey, John C. Hyde and Clyde Deschamp

Subjects: business and management, human resource management, strategic management, social policy and sociology, health policy and economics


Like most other service industries, the healthcare industry is very labor-intensive. One reason for healthcare’s reliance on an extensive workforce is that it is not possible to produce a “service” and then store it for later consumption. Human resources are all of the people who currently contribute to doing the work of the organization, as well as those who might contribute in the future and those who have contributed in the recent past. The intensive use of labor and the variability in human resources in professional practice require that the attention of leaders in the industry be directed toward managing the performance of the persons involved in the delivery of these services. The effective management of people requires that healthcare executives understand the factors that influence individual and group performance of staff. Such factors include not only the traditional human resources management (HRM) activities (that is, recruitment and selection, training and development, appraisal, compensation, and employee relations) but also aligning these functions with strategy and other organizational aspects that impinge on human resources (HR) activities.

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