Human Resources Evaluation System in the Healthcare Setting: A Qualitative Study in Italy
Journal of Human Resource Management
Volume 3, Issue 2-1, April 2015, Pages: 3-10
Received: Dec. 30, 2014;
Accepted: Jan. 25, 2015;
Published: Feb. 28, 2015
Views 4338 Downloads 208
Varriale Luisa, Department of Sport Science and Wellness, University of Naples “Parthenope”, Naples, Italy
Buonocore Filomena, Department of Law, University of Naples “Parthenope”, Naples, Italy
Briganti Paola, Department of Sport Science and Wellness, University of Naples “Parthenope”, Naples, Italy
In the last thirty years, many reforms have deeply changed the organizational and managerial models adopted in the Italian healthcare system with the increasing adoption of different rules focused on the efficiency and effectiveness standards in the resources allocation. As a consequence, public and private healthcare organizations pay more and more attention to their human resources by searching and implementing different policies aimed to promote, develop and withhold employees with high skills and competences. In this direction, scholars and practitioners significantly and increasingly tend to focus on the evaluation system topic by trying to find the most effective models able to make the employees’ performance successful. This paper analyzes the impact of the assessment policies adopted by the organizations on the employees’ performance. In this study some relevant factors have been considered, such as the perception of equity by the employees (the concrete care providers), the leadership style, and the perception of wellbeing by the same employees within organizations. This is an exploratory study conducted through a qualitative approach by using a case study methodology. This research is grounded on an in-depth investigation of the private clinic case in the Centre-Southern Italy. This study can extend the previous theoretical and empirical contributions on the evaluation system within healthcare organizations thanks to the adoption of a wide analysis perspective, allowing to focus on aspects usually underrepresented in the existing literature, such as the perception of equity, the level of wellbeing at workplace, and the relational leadership.
Human Resources Evaluation System in the Healthcare Setting: A Qualitative Study in Italy, Journal of Human Resource Management. Special Issue: Challenges and Opportunities in the Performance Measurement and Control Systems of Human Resources Management for the Services Industry.
Vol. 3, No. 2-1,
2015, pp. 3-10.
Van Herck, P., De Smedt, D., Annemans, L., Remmen, R., Rosenthal, M. B., and Sermeus, W. Systematic review: effects, design choices, and context of pay-for-performance in healthcare. BMC Health Services Research, 10(1), 2010, 247.
Tosi, H.L., and Pilati, M. Comportamento organizzativo: persone, gruppi e organizzazione. Egea. 2002.
Towers, Brian, ed. The handbook of human resource management. Blackwell Publishing. 1996.
Wilson, F. “Dilemmas of appraisal”. European Management Journal, 20(6), 2002, pp. 620-629.
Redman, T., Snape, E., Thompson, D., and Yan, F.K. “Performance appraisal in an NHS Hospital”. Human Resource Management Journal 10(1), 1996, pp. 48–62.
Folger, R., Konovsky, M.A., and Cropanzano, R. “A due process metaphor for performance appraisal”. Research in organizational behavior, 14, 1992, pp. 129-177.
McClure, M.L., and Hinshaw, A.S. “Magnet hospitals revisited: Attraction and retention of professional nurses”. Washington, DC: American Nurses Association. 2002.
Kramer, M., and Schmalenberg, C.E. “Magnet hospital nurses describe control over nursing practice”. Western Journal of Nursing Research, 25(4), 2003, pp. 434-452.
Schmalenberg, C., and Kramer, M. “Essentials of a productive nurse work environment”. Nursing research, 57(1), 2008, pp. 2-13.
Flynn, M., and McCarthy, G. “Magnet hospital characteristics in acute general hospitals in Ireland”. Journal of Nursing Management, 16, 2008, pp. 1002–1011.
McClure, M.L. “Magnet hospitals: insights and issues”. Nursing Administration Quarterly, 29(3), 2005, pp. 198-201.
Michie S., West M.A. “Managing people and performance: an evidence based frame work applied to health service organizations”. Journal of Management Reviews, 5/6(2), 2004, pp. 91-111.
West, M.A., Borrill, C.S., Dawson, J.F., Brodbeck, F., Shapiro, D.A., and Haward, B. “Leadership clarity and team innovation in health care”. The Leadership Quarterly, 14(4), 2003, pp. 393-410.
Yukl, G. “An evaluation of conceptual weaknesses in transformational and charismatic leadership theories”. The leadership quarterly, 10(2), 1999, pp. 285-305.
Karasek Jr, R.A. “Job demands, job decision latitude, and mental strain: Implications for job redesign”. Administrative Science Quarterly, 1979, pp. 285-308.
Williams, S., Michie, S., and Pattani, S. “Improving the Health of the NHS Workforce: Report of the Partnership on the Health of the NHS Workforce”. Nuffield Trust. 1998.
DiCicco-Bloom, B., and Crabtree, B.F. “The qualitative research interview”. Medical Education, 40(4), 2006, pp. 314-321.
Yin, R.K. “The case study as a serious research strategy”. Science communication, 3(1), 1981, pp. 97-114.
Sandelowski, M. “Reembodying qualitative inquiry”. Qualitative Health Research, 12(1), 2002, pp. 104-115.
Nunkoosing, K. “The problems with interviews”. Qualitative health research, 15(5), 2005, pp. 698-706.
Fielding, N.G., Lee, N.F.R.M., and Lee, R.M. Computer analysis and qualitative research. 1998. Sage.
Speziale, H.J.S. and Carpenter, D.R. “Qualitative Research in Nursing:Advancing the Humanistic Perspective”. 3rd edn. Philadelphia, PA: Lippincott, Williams & Wilkins. 2003.
Loiselle, C.G., Profetto-McGrath, J., Polit, D.F., and Beck, C.T. “Canadian essentials of nursing research”. (2nd ed.). New York: Lippincott, Williams & Wilkins. 2007.
Murphy, L. “Exploring social Interactions of backpackers”. Annals of Tourism Research 28, 2001, pp. 50-67.
Yin, R.K. “Case study research: Design and methods”. Sage publications. 2014.