Strategic HRM Preparedness for Healthcare Crisis Management
Main Article Content
Abstract
Background: unforeseen events, such as a pandemic crisis, and disasters sometimes spontaneously arise in the healthcare organization. While it is recommended that the management should formulate robust plans in readiness for such crises, there is little evidence on the current preparedness of the strategic human resource management in the crisis preparedness in Saudi Arabia.
Purpose: this research was conducted to analyze the role and preparedness of strategic human resource planning in the crisis management in Saudi Arabia.
Methods: quantitative cross-sectional research was conducted in Saudi Arabia. Data was collected from a sample of 68 participants, who were healthcare workers in different occupations, including doctors, nurses, receptionists, management and risk management. the questionnaire used in data collection was adapted from a previous research study. The analysis of data was then performed using the descriptive statistics of SPSS for evidence-based conclusion.
Results: this study noted that most of the healthcare service providers through the strategic human resource management mostly read the emergency response plan for strategic crises management annually (71%) and 29.41% never read them at all. However, 91% have an emergency response plan crises management, and 60.29% have a summarized version of the risk management. It was also established that 38.23% of the healthcare workers participate in the collective training with the local authorities annually and 79.41% do update their contact details for easy access.
Conclusion: overall, the preparedness of the strategic HRM in healthcare organizations to deal with crisis varies from case to case. Nevertheless, there is a need for improving the healthcare crisis preparedness among the human resource management in Saudi Arabia.
Article Details
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
I. Abbas, J. (2021). Crisis management, transnational healthcare challenges and opportunities: the intersection of COVID-19 pandemic and global mental health. Research in Globalization, 3, 100037. https://doi.org/10.1016/j.resglo.2021.100037
II. AbuKhalifeh, A. N., Som, A. P. M., & AlBattat, A. R. (2013). Strategic human resource development in hospitality crisis management: A conceptual framework for food and beverage departments. International journal of business administration, 4(1), 39.
http://dx.doi.org/10.5430/ijba.v4n1p39
III. AlAssaf W. (2022). Challenges in Pandemic Disaster Preparedness: Experience of a Saudi Academic Medical Center. Disaster medicine and public health preparedness, 16(1), 285–289. https://doi.org/10.1017/dmp.2020.268
IV. Aljabri, A., Bakhsh, H., Baageel, A., Al-Nimari, S., Alshehri, S., Bakadam, B., Almasrahi, S., & Kutbi, H. (2021). Hospital Pharmacy Preparedness and Pharmacist Role During Disaster in Saudi Arabia. Risk management and healthcare policy, 14, 5039–5046. https://doi.org/10.2147/RMHP.S343789
V. Al-Shareef, A. S., Alsulimani, L. K., Bojan, H. M., Masri, T. M., Grimes, J. O., Molloy, M. S., & Ciottone, G. R. (2017). Evaluation of Hospitals' Disaster Preparedness Plans in the Holy City of Makkah (Mecca): A Cross-Sectional Observation Study. Prehospital and disaster medicine, 32(1), 33–45. https://doi.org/10.1017/S1049023X16001229
VI. Al-Wathinani, A. M., Alakeel, A., Alani, A. H., Alharbi, M., Almutairi, A., Alonaizi, T., Alhazmi, R. A., Alghadeer, S. M., Mobrad, A. M., Goniewicz, K., Khorram-Manesh, A., & Hertelendy, A. J. (2021). A Cross-Sectional Study on the Flood Emergency Preparedness among Healthcare Providers in Saudi Arabia. International journal of environmental research and public health, 18(3), 1329
https://doi.org/10.3390/ijerph18031329
VII. Alzahrani, F. R., & Al-Moteri, M. (2022). The Influence of Saudi National COVID-19 Preparedness Programs on Triage Decision-Making Skills of Healthcare Practitioners During the 2020 Peak of the 1st Wave of COVID-19. Infection and drug resistance, 15, 925–932.
https://doi.org/10.2147/IDR.S347375
VIII. Aruru, M., Truong, H. A., & Clark, S. (2021). Pharmacy Emergency Preparedness and Response (PEPR): a proposed framework for expanding pharmacy professionals' roles and contributions to emergency preparedness and response during the COVID-19 pandemic and beyond. Research in social & administrative pharmacy : RSAP, 17(1), 1967–1977. https://doi.org/10.1016/j.sapharm.2020.04.002
IX. Barnett, S., Patrickson, M., & Maddern, J. (1996). Negotiating the Evolution of the HR Function: Practical Advice from the Health Care Sector. Human Resource Management Journal, 6(4),18–37.
X. Bin Shalhoub, A. A., Khan, A. A., & Alaska, Y. A. (2017). Evaluation of disaster preparedness for mass casualty incidents in private hospitals in Central Saudi Arabia. Saudi medical journal, 38(3), 302–306. https://doi.org/10.15537/smj.2017.3.17483
XI. Boon, C., Eckardt, R., Lepak, D. P., & Boselie, P. (2018). Integrating strategic human capital and strategic human resource management. The International Journal of Human Resource Management, 29(1), 34-67.
https://doi.org/10.1080/09585192.2017.1380063
XII. Boon, C., Paauwe, J., Boselie, P., and Den Hartog, D. (2009). Institutional pressures and HRM: developing institutional fit. Personnel Review, 38(5), 492–508.
XIII. Booth, S. A. (2015). Crisis management strategy: Competition and change in modern enterprises. Routledge.
XIV. Brewin, C. R., Scragg, P., Robertson, M., Thompson, M., d'Ardenne, P., & Ehlers, A. (2008). Promoting mental health following the London bombings: A screen and treat approach. Journal of traumatic stress, 21(1), 3-8. https://doi.org/10.1002/jts.20310
XV. Carnevale, J. B., & Hatak, I. (2020). Employee adjustment and well-being in the era of COVID-19: Implications for human resource management. Journal of business research, 116, 183-187. https://doi.org/10.1016/j.jbusres.2020.05.037
XVI. Coombs, W. T., & Laufer, D. (2018). Global crisis management–current research and future directions. Journal of International Management, 24(3), 199-203.
https://doi.org/10.1016/j.intman.2017.12.003
XVII. Dai, S., Duan, X. and Zhang, W. (2020). Knowledge map of environmental crisis management based on keywords network and co-word analysis, 2005–2018. Journal of Cleaner Production, 262, 121168. https://doi.org/10.1016/j.jclepro.2020.121168
XVIII. Guest, D. E. (2017). Human resource management and employee well‐being: Towards a new analytic framework. Human resource management journal, 27(1), 22-38. https://doi.org/10.1111/1748-8583.12139
XIX. Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), 1264-1294. https://doi.org/10.5465/amj.2011.0088
XX. Khatri, N., Wells, J., McKune, J., & Brewer, M. (2006). Strategic human resource management issues in hospitals: a study of a university and a community hospital. Hospital topics, 84(4), 9–20.
https://doi.org/10.3200/HTPS.84.4.9-20
XXI. Lengnick-Hall, C.A., Beck, T.E., and Lengnick-Hall, M.L. (2011). Developing a capacity for organizational resilience through strategic human resource management. Human Resource Management Review, 21(3), 243–255.
https://doi.org/10.1016/j.hrmr.2010.07.001
XXII. Liu, Q., Luo, D., Haase, J. E., Guo, Q., Wang, X. Q., Liu, S., ... & Yang, B. X. (2020). The experiences of health-care providers during the COVID-19 crisis in China: a qualitative study. The Lancet Global Health, 8(6), e790-e798.
https://doi.org/10.1016/S2214-109X(20)30204-7
XXIII. Mathis, R. L., Jackson, J. H., Valentine, S. R., & Meglich, P. (2016). Human resource management. Cengage Learning.
XXIV. Mousa, S. K., & Othman, M. (2020). The impact of green human resource management practices on sustainable performance in healthcare organisations: A conceptual framework. Journal of Cleaner Production, 243, 118595.
https://doi.org/10.1016/j.jclepro.2019.118595
XXV. Myer, R.A., Conte, C., and Peterson, S.E. (2007). Human impact issues for crisis management in organizations. Disaster Prevention and Management: An International Journal, 16(5), 761–770. https://doi.org/10.1108/09653560710837055
XXVI. Pavelková, D., Homolka, L., Knápková, A., Kolman, K., & Pham, H. (2018). EVA and key performance indicators: The case of automotive sector in pre-crisis, crisis and post-crisis periods. Economics and Sociology. https://publikace.k.utb.cz/handle/10563/1008256
XXVII. Švarcová, I., Hošková-Mayerová, Š., & Navratil, J. (2016, October). Crisis management and education in health. In Proceedings of the 7th ICEEPSY International Conference on Education and Educational Psychology, Rhodes, Greece (pp. 11-15).
XXVIII. Tashakkori, A. & Teddlie, C. (1998). Mixed methodology: Combining qualitative and quantitative approaches. Thousand Oaks, CA: Sage
XXIX. Vardarlıer, P. (2016). Strategic Approach to Human Resources Management During Crisis. Procedia - Social and Behavioral Sciences, 235, 463–472. https://doi.org/10.1016/j.sbspro.2016.11.057
XXX. Wagner, R., Hlavacka, S., & Bacharova, L. (2000). Hospital human resource planning in Slovakia. Journal of management in medicine, 14(5-6), 383–405.