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.
IV. HR INFORMATION TECHNOLOGY
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)
VI. DIFFERENCES of HR in HOSPITALS THAN OTHER BusinessES
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.
SUMMARY & CONCLUSION
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 http://www.conferenceboard.ca/education/symposium/workplace2005/presentations/1st%20Plenary-Prem%20Benimadhu-Unleashing%20Human%20Capital%20Potential.pdf
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 http://www.bls.gov/oco/ocos021.htm
Department: Human Resources (2003) Hospital Accreditation Standards. Guidelines: 11 Standards. Lebanon 2003. Online available at http://www.public-health.gov.lb/HR.pdf
Fronston, Paul (2003) Tiered Networks for Hospital and Physician Health Care Services. 1 August 2003. Online available at http://www.allbusiness.com/human-resources/employee-benefits/1007593-1.html
IT Responsibilities and Functions (2004) Management: Roles and Responsibilities. Online available at http://www.ffiec.gov/ffiecinfobase/booklets/mang/04.html
Khalili, M.S. (2003) Getting Acquainted with the Hospital Administration Programs. SEMJ Vol. 4 Jul 2003. Online available at http://pearl.sums.ac.ir/semj/vol4/jul2003/hospital.htm
The Strategic Imperative of Adapting the Hospital's Management Structure (2007) ECG Management Consultants. Journal of Insight. Winter (2007) Online available at http://www.ecgmc.com/insights_ideas/pdfs/IN_Adapting_Hospitals_Management_Structure.pdf
Human Resources in Hospitals
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