Human Resources in Hospitals the Term Paper

Download this Term Paper in word format (.doc)

Note: Sample below may appear distorted but all corresponding word document files contain proper formatting

Excerpt from Term Paper:

S. Department of Labor, Occupational Outlook Handbook, 2006-07; paraphrased) Individuals within the HR department that conduct the programs related to positions within the organization, often referred to as 'job analysts' or 'position classifiers' perform the duties of collection and examination of data and information related to duties of each job in the hospital in order to classify and prepare job descriptions. These descriptions state the "...duties, training and skills" (Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, 2006-07) required for each work position. When a new position is formed in the hospital or when jobs that already exist are under review, this individual within the hospital HR is called upon due to their expert knowledge.


The work of Khalili (2003) entitled: "Getting Acquainted with the Hospital Administration Programs" states of hospital information technology that: "Programming is the collection of activities which can identify how man and technology can work towards reaching an objective within a given time period. Programming can give a forecast of future events by using the present capabilities and decisions so that an appropriate approach can be proposed. The main goal of programming is the utilization of capabilities to achieve the desired objective." The management information system (MIS) of a hospital should meet the minimum requirements of, but is not limited to the following functions:

Facilitate the management of the hospital;

Provide management with an adequate decision support system by providing information that is timely, accurate, consistent, complete, and relevant;

Deliver complex material throughout the institution;

Support the organization's strategic goals and direction;

Ensure the integrity and availability of data;

Provide an objective system for recording and aggregating information;

Reduce expenses related to labor-intensive manual activities; and Enhance communication among employees. (Management: Roles and Responsibilities; it Responsibilities and Functions, 2004)


One of the differences between the hospital and other business types is the level of diversity among hospital workers. The hospital is an organization comprised of various units of operation "engaged in a variety of activities. The human resources of this organization are individuals with different educational and cultural backgrounds, as well as different experiences in educational and medical treatment fields who are gathered to utilize technological and professional tools to provide the necessary services for the patients, doctors, and students." (Khalili, 2003) the primary difference between hospitals and other businesses is that the hospital must function 24 hours a day, 7 days a week, around-the-clock, in a non-stop, efficient and functional capacity.


This work has clearly shown that the HR department in the hospital carries a heavy responsibility in many areas and with employees that are diverse in terms of their job or role in the hospital organization, as well as the many differences in terms of education level, cultural backgrounds, and their medical field specialties. The responsibility of the HR department in a centralized hospital requires HR employees that are specialized in specific areas in order to efficiently conduct the many and necessary functions that the Human Resources fulfill in the hospital. The positions specific to hospital HR include but are not limited to the roles of the hospital HR administrator or manager; the 'employee benefits managers and specialists'; job analysts' or 'position classifiers'; recruiters; EEO officer or representative; and labor relations manager. All of these individuals work in collaboration to assure efficient and effective functioning of the management system within the organization.


Benimadhu, Prem (2005) Unleashing Human Capital Potential 1 Dec 2005 Toronto. Online available at

Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, 2006-07 Edition, Human Resources, Training, and Labor Relations Managers and Specialists, on the Internet at

Department: Human Resources (2003) Hospital Accreditation Standards. Guidelines: 11 Standards. Lebanon 2003. Online available at

Fronston, Paul (2003) Tiered Networks for Hospital and Physician Health Care Services. 1 August 2003. Online available at

IT Responsibilities and Functions (2004) Management: Roles and Responsibilities. Online available at

Khalili, M.S. (2003) Getting Acquainted with the Hospital Administration Programs. SEMJ Vol. 4 Jul 2003. Online available at

The Strategic Imperative of Adapting the Hospital's Management Structure (2007) ECG Management Consultants. Journal of Insight. Winter (2007) Online available at

Human Resources in Hospitals[continue]

Cite This Term Paper:

"Human Resources In Hospitals The" (2007, October 29) Retrieved October 21, 2016, from

"Human Resources In Hospitals The" 29 October 2007. Web.21 October. 2016. <>

"Human Resources In Hospitals The", 29 October 2007, Accessed.21 October. 2016,

Other Documents Pertaining To This Topic

  • Human Resource Standards and Staffing the Times

    Human Resource Standards and Staffing The times when there was high vacancy rate in both public and private hospitals and clinics across the United State have come and gone, but the shortage of nurses is evidence. However according to 2002 report by the workforce commission of America Hospital Association, nursing shortage is reflects fundamental changes in population demographic. It shows clearly the demands of staffing in nursing professional (Mark W. Stanton,

  • Human Resource Management

    Human Resource Management Workers, Jobs & Job Analysis Case: ROWE and Flexible Work and Success at Best Buy Explain how a ROWE-type program would fit in organizations where you have worked. Explain why it would work or would not work. Current employee U.S. Army ROWE-type program would not work in the Army because of the following: *Deployments require you be at work 24/7 because there is no place to go in Afghanistan or Iraq. * When

  • Human Resources the Connection Workplace Race Discrimination

    Human Resources THE CONNECTION Workplace Race Discrimination and Health Employment Discrimination, Segregation and Workers' Health A recent study explored the effects of exposure to joblessness on the volunteers' emotional well-being as affected by race and gender (Danty Jr., 2003). It also investigated the impact of racism on the health conditions of workers, particularly as the result of wage discrimination. The study found that perceived racism and exposure to racism could be sharp stimuli to

  • Human Resources Dashboard Creating Human

    Creating and Driving Value Now that we have determined which group of employees can have the greatest impact on patient outcomes, and thus represent key drivers of value within the organization, our next task is to decide what they can do to achieve their goals. In order to answer these questions, we must develop an understanding of what determines patient outcomes, and the overall impressions of the hospital. We must ask

  • Human Resources Companies That Pursue

    The act contains a prescription drug entitlement. This is accomplished by providing subsidies for employers to convince them not to eliminate prescription drug benefits for retired workers. Further subsidies were made to prescription drugs for Medicare beneficiaries. Extra money was given to rural hospitals. The act also provided for a trial of partly-privatized Medicare. Another result of the act was the creation of health savings accounts for workers. These replace

  • Human Resources What Balance of

    Teams should be created that embrace a diversity of skills and workers from different areas of expertise, so there is no knowledge overlap, and thus less jockeying for position of who has the better qualifications within a certain field. If necessary, a clear leader should be established who understands the importance and the time table of the goal of the team. One problem with self-managed teams is that personality

  • Human Resources Performance Improvement

    21). Non-training and development-related actions should be required (Schraeder & Jordan, 2011, p. 6) and should include MMPI testing specifically for XX and generally for all RNs. Employee-development actions will include employee seminars and workshops around developing greater awareness, compassion and acceptance of personal accountability. Based on XX's very low score, I anticipate XX's only slight improvement due to imposed consequences for failing to learn proper policy and procedure;

Read Full Term Paper
Copyright 2016 . All Rights Reserved