Showing 3 results for Human Resource Management
Dr Hojjat Rahmani, Ghasem Rajabi Vasokolaee , Dr Jalal Saeidpour, Dr Mehdi Rezaei , Dr Somayeh Niakan, Bahman Khosravi ,
Volume 16, Issue 4 (2-2018)
Abstract
Background: Considering the key role of human resource management in health care organizations, assessing human resources and its pathology are essential. Therefore, this study aimed to evaluate human resources pathology in Imam Khomeini Hospital complex in Tehran.
Materials and Methods: The present study was conducted using descriptive-analytical method in 2016. In this research, 342 employees of Imam Khomeini Hospital complex were selected. The data were collected using a standard three-dimension questionnaire, then, descriptive (frequency, percentage, mean, standard deviation) and analytical statistics (Pearson Correlation Coefficient) were used to data analysis.
Results: Study results revealed that the highest and the lowest mean and standard deviation were obtained for the variable of motivation and job satisfaction (3.51 ± 1.02) and improvement methods (2.81 ± 0.84), respectively. Among all studied variables, behavioral (3.29) and contextual (2.91) factors scored the highest and lowest points respectively. Correlation between structural, behavioral and contextual with demographics revealed a statistically significant association with sex.
Conclusion: According to study findings, considering the importance and role in providing the desired services, human resource managers should pay special attention to identify all organizational factors, especially organizational culture, motivation and job satisfaction, employee training, job security and customer orientation.
Asra Khalili, Ali Mohammad Mosadegh Rad, Shahram Ghafary, Ebrahim Jaafaripooyan,
Volume 23, Issue 1 (5-2024)
Abstract
Background and purpose: Effective management of human resources is crucial for improving healthcare services, as personnel are an organization's most valuable asset. This study aims to identify challenges in human resource management and propose solutions to enhance service quality in hospital settings.
Methods: This qualitative study employed semi-structured interviews with 53 managers and key decision-makers from Social Security hospitals in Tehran, using purposive and snowball sampling techniques. Thematic analysis was utilized to analyze the data. The validity and reliability of the qualitative findings were ensured through participant and expert review methods.
Results: The study identified numerous human resource challenges, categorized into five main groups and 20 subgroups. Key issues included flawed recruitment and hiring processes, unfavorable working conditions, weak human resource organization, inadequate staff training, and ambiguity in employment laws and regulations. Proposed solutions, classified into five main groups and 29 subgroups, encompassed: enhancing recruitment and hiring processes, fostering a dynamic organizational culture, improving human resource productivity and efficiency, transforming hospitals into learning organizations, providing comprehensive and effective training, and increasing transparency in rules and regulations, particularly in job descriptions.
Conclusion: Regular identification of human resource management challenges and implementation of evidence-based, scientific, and operational solutions can significantly improve human resource management and, consequently, hospital performance in Social Security hospitals.
Akbar Hassanpoor, Vajhollah Ghorbanizadeh, Sepideh Masoud Sinaki,
Volume 24, Issue 2 (9-2025)
Abstract
Background and purpose: Collaborative Human Resource Management (CHRM) is pivotal for enhancing organizational synergy. This study aimed to validate a CHRM model in the healthcare sector to demonstrate its capacity to institutionalize collaboration, thereby improving team efficiency, healthcare service quality, and team satisfaction.
Methods: This applied, quantitative study was conducted in early 2025. The statistical population comprised 550 administrative staff members at Tehran University of Medical Sciences. A sample size of 225 was determined using Krejcie and Morgan’s table. Data were collected using a researcher-developed questionnaire based on the CHRM model, encompassing six main dimensions (core components, causal factors, contextual factors, outcomes, intervening conditions, and strategies) and 16 subcategories. The reliability of the instrument was confirmed with Cronbach's alpha coefficients exceeding 0.78. Data analysis involved Exploratory Factor Analysis (EFA) using SPSS software and Confirmatory Factor Analysis (CFA) via Structural Equation Modeling (SEM) in SmartPLS software.
Results: The model indicators were analyzed across six sections. The Goodness of Fit (GOF) index was calculated at 0.506, indicating a strong and favorable fit for the model. Furthermore, significant correlations were observed among all model components, including causal factors, intervening conditions, contextual factors, the core phenomenon, strategies, and outcomes.
Conclusion: The findings confirm the validity of the Collaborative Human Resource Management model. Implementing this framework is anticipated to significantly enhance organizational efficiency and effectiveness within the university context.
