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Research Handbook on Contemporary Human Resource Management for Health Care
This insightful Research Handbook delivers a comprehensive analysis of the significant contemporary trends and issues affecting human resource management (HRM) for health care, and their subsequent impact on individuals, organisations and national health services.
This title contains one or more Open Access chapters.
This title contains one or more Open Access chapters.
More Information
Critical Acclaim
Contributors
Contents
More Information
This insightful Research Handbook delivers a comprehensive analysis of the significant contemporary trends and issues affecting human resource management (HRM) for health care, and their subsequent impact on individuals, organisations and national health services.
Over the last twenty years the combination of new role creation, technical advances in clinical work, changes to clinician working hours and patient-service expectation has changed HRM within health care beyond recognition. Bringing together original contributions from leading international scholars, this Research Handbook utilises empirical evidence within theoretical frameworks to explain the dynamics behind the management of human resources for health care and their resulting effects. Through an in-depth analysis of the potential means of improvement, contributors highlight key action areas for critical issues facing health care providers, such as the collaboration between HRM and public health, the importance of support workers and the crucial need for HRM leadership at multiple organisational levels.
The Research Handbook on Contemporary Human Resource Management for Health Care provides a forward-thinking resource for students, academics and researchers working in HRM health and social care, health care leadership and health management. It will also be of great benefit to policy makers, human resource managers and clinical professionals in both local and national health care organisations.
Over the last twenty years the combination of new role creation, technical advances in clinical work, changes to clinician working hours and patient-service expectation has changed HRM within health care beyond recognition. Bringing together original contributions from leading international scholars, this Research Handbook utilises empirical evidence within theoretical frameworks to explain the dynamics behind the management of human resources for health care and their resulting effects. Through an in-depth analysis of the potential means of improvement, contributors highlight key action areas for critical issues facing health care providers, such as the collaboration between HRM and public health, the importance of support workers and the crucial need for HRM leadership at multiple organisational levels.
The Research Handbook on Contemporary Human Resource Management for Health Care provides a forward-thinking resource for students, academics and researchers working in HRM health and social care, health care leadership and health management. It will also be of great benefit to policy makers, human resource managers and clinical professionals in both local and national health care organisations.
Critical Acclaim
‘This Research Handbook assembles outstanding scholars from across the globe to provide compelling, expansive, holistic, and sophisticated analyses of both the daunting workplace challenges to sustainably delivering accessible, high-quality care and the promise of engaged and imaginative human resource management as a solution to these challenges.’
– Timothy Vogus, Vanderbilt University, US
‘I am very impressed with the scope of the new Research Handbook on Contemporary Human Resource Management for Health Care, in particular its international character and the inclusion of a section on the contexts – political economic, demographic, organizational and technological – in which health care work takes place.’
– Adrienne Eaton, Rutgers University, US
– Timothy Vogus, Vanderbilt University, US
‘I am very impressed with the scope of the new Research Handbook on Contemporary Human Resource Management for Health Care, in particular its international character and the inclusion of a section on the contexts – political economic, demographic, organizational and technological – in which health care work takes place.’
– Adrienne Eaton, Rutgers University, US
Contributors
Contributors include: Ariel Avgar, Malik Faisal Azeem, Stephen Bach, Julia Aubouin-Bonnaventure, Ivy Lynn Bourgeault, Michael Barry, Timothy Bartram, John-Paul Byrne, David Buchanan, Jillian Cavanagh, Caroline Chamberland-Rowe, Severine Chevalier, Denis Chênevert, Jennifer Creese, Graeme Currie, Jean-Louis Denis, Mark Exworthy, Louise FitzGerald, Evelyne Fouquereau, Anaïs Galy, Jody Hoffer Gittell, Rebecca Kolins Givan, Hao Gong, Patrick Groulx, David Guest, Leah Hague, Beni Halvorsen, Niamh Humphries, Paula Hyde, Simone Jordan, Steven Kilroy, Marcia Kirwan, Ian Kessler, Martin Kitchener, Nick Krachler, Olga Lainidi, Adam Seth Litwin, Sari Mansour, Anne Matthews, Anne McBride, Aoife M. McDermott, Gerry McGivern, Ninna Meier, Paula K. Mowbray, Anthony Montgomery, David Nash, Trish Reay, Tracey Rosell, Sarah Simkin, Pauline Stanton, Matthew Walker, Adrian Wilkinson, Rachel Williams, Qian Zhang
Contents
Contents:
1 Introduction to Research Handbook on Contemporary Human Resource
Management for Health Care 1
Aoife M. McDermott, Paula Hyde, Louise FitzGerald and Ariel C. Avgar
PART I THE CONTEXT FOR HUMAN RESOURCE MANAGEMENT
IN HEALTH CARE
2 Commentary on Part I. Context: a pretext and opportunity for the
renovation of human resources policies and practices in health and social care 18
Jean-Louis Denis
3 The international health labour market and health worker migration 25
Jennifer Creese and Niamh Humphries
4 Organisation and delivery of HRM: strategic HRM, business models
and private equity 41
Paula Hyde
5 Employment relationships in health care 55
Nick Krachler and Stephen Bach
6 Labor relations in health care 72
Rebecca Kolins Givan and Nick Krachler
7 Confronting technological change on the frontlines of health care delivery 90
Adam Seth Litwin
PART II THE CLINICAL WORKFORCE AND STAFFING
8 Commentary on Part II. The clinical workforce 109
Trish Reay
9 Cycles of deterioration: the medical workforce and the working lives of
hospital doctors 117
John-Paul Byrne and Niamh Humphries
10 Researching how to ‘retain and sustain’ the nursing and midwifery
professions: time to intervene to improve the practice environment 132
Anne Matthews and Marcia Kirwan
11 Allied health professionals: hidden but essential 149
Matthew Walker, Pauline Stanton, Beni Halvorsen, Jillian Cavanagh and
Timothy Bartram
12 Key issues in workforce redesign: insights from support roles in health care 164
Ian Kessler
13 Key considerations in health workforce planning 181
Sarah Simkin, Caroline Chamberland-Rowe and Ivy Lynn Bourgeault
PART III ORGANIZING WORK AND TEAMWORK
14 Commentary on Part III. Organizing work and teamwork 201
Jody Hoffer Gittell
15 Occupational segregation, workforce re-design and the consequences
for work and employment (in)equalities 206
Anne McBride
16 Participation, involvement and employee voice in health care 224
Leah Hague, Michael Barry, Paula K. Mowbray and Adrian Wilkinson
17 Maintaining workforce capacity: retention and recruitment of health
care workers 238
Rachel Williams
18 High-performance work practices in health care: progress on key
themes and prospects for future research 255
Steven Kilroy
19 Managing interprofessional teamwork: strategic relational human
resource management and the power of relational coordination 273
Qian Zhang, Hao Gong and Jody Hoffer Gittell
PART IV EXPERIENCES OF WORK
20 Commentary on Part IV. The experience of work in health care 290
David E. Guest
21 Creating a healthy work environment and worker well-being 300
Anthony Montgomery and Olga Lainidi
22 Pay and reward in health care services: insights from the case of the UK 318
Mark Exworthy and David Nash
23 Job quality: looking after the people who look after the people 335
David A. Buchanan and Simone Jordan
24 Work–life balance in health care 357
Sari Mansour, Malik Faisal Azeem and Denis Chênevert
25 Organizational, team and individual resilience in health care: what does
this mean for HRM? 373
Anaïs Galy, Patrick Groulx, Julia Aubouin-Bonnaventure, Denis Chênevert,
Evelyne Fouquereau and Séverine Chevalier
PART V HRM SUPPORT FOR LEADERSHIP, MANAGEMENT AND
IMPROVEMENT
26 Commentary on Part V. HRM support for leadership, management and
improvement: the key role of health contexts and professionalism 397
Gerry McGivern
27 Virtualizing HR in health care: early insights from a study of surgical
teams during COVID-19 406
Tracey Rosell and Martin Kitchener
28 Key issues in management and leadership of interorganisational coordination 420
Ninna Meier
29 A call for strategic HRM to support service innovation in health care 436
Graeme Currie
30 Conclusion to Research Handbook on Contemporary Human Resource
Management for Health Care 446
Aoife M. McDermott, Paula Hyde, Louise FitzGerald and Ariel C. Avgar
Index 460
1 Introduction to Research Handbook on Contemporary Human Resource
Management for Health Care 1
Aoife M. McDermott, Paula Hyde, Louise FitzGerald and Ariel C. Avgar
PART I THE CONTEXT FOR HUMAN RESOURCE MANAGEMENT
IN HEALTH CARE
2 Commentary on Part I. Context: a pretext and opportunity for the
renovation of human resources policies and practices in health and social care 18
Jean-Louis Denis
3 The international health labour market and health worker migration 25
Jennifer Creese and Niamh Humphries
4 Organisation and delivery of HRM: strategic HRM, business models
and private equity 41
Paula Hyde
5 Employment relationships in health care 55
Nick Krachler and Stephen Bach
6 Labor relations in health care 72
Rebecca Kolins Givan and Nick Krachler
7 Confronting technological change on the frontlines of health care delivery 90
Adam Seth Litwin
PART II THE CLINICAL WORKFORCE AND STAFFING
8 Commentary on Part II. The clinical workforce 109
Trish Reay
9 Cycles of deterioration: the medical workforce and the working lives of
hospital doctors 117
John-Paul Byrne and Niamh Humphries
10 Researching how to ‘retain and sustain’ the nursing and midwifery
professions: time to intervene to improve the practice environment 132
Anne Matthews and Marcia Kirwan
11 Allied health professionals: hidden but essential 149
Matthew Walker, Pauline Stanton, Beni Halvorsen, Jillian Cavanagh and
Timothy Bartram
12 Key issues in workforce redesign: insights from support roles in health care 164
Ian Kessler
13 Key considerations in health workforce planning 181
Sarah Simkin, Caroline Chamberland-Rowe and Ivy Lynn Bourgeault
PART III ORGANIZING WORK AND TEAMWORK
14 Commentary on Part III. Organizing work and teamwork 201
Jody Hoffer Gittell
15 Occupational segregation, workforce re-design and the consequences
for work and employment (in)equalities 206
Anne McBride
16 Participation, involvement and employee voice in health care 224
Leah Hague, Michael Barry, Paula K. Mowbray and Adrian Wilkinson
17 Maintaining workforce capacity: retention and recruitment of health
care workers 238
Rachel Williams
18 High-performance work practices in health care: progress on key
themes and prospects for future research 255
Steven Kilroy
19 Managing interprofessional teamwork: strategic relational human
resource management and the power of relational coordination 273
Qian Zhang, Hao Gong and Jody Hoffer Gittell
PART IV EXPERIENCES OF WORK
20 Commentary on Part IV. The experience of work in health care 290
David E. Guest
21 Creating a healthy work environment and worker well-being 300
Anthony Montgomery and Olga Lainidi
22 Pay and reward in health care services: insights from the case of the UK 318
Mark Exworthy and David Nash
23 Job quality: looking after the people who look after the people 335
David A. Buchanan and Simone Jordan
24 Work–life balance in health care 357
Sari Mansour, Malik Faisal Azeem and Denis Chênevert
25 Organizational, team and individual resilience in health care: what does
this mean for HRM? 373
Anaïs Galy, Patrick Groulx, Julia Aubouin-Bonnaventure, Denis Chênevert,
Evelyne Fouquereau and Séverine Chevalier
PART V HRM SUPPORT FOR LEADERSHIP, MANAGEMENT AND
IMPROVEMENT
26 Commentary on Part V. HRM support for leadership, management and
improvement: the key role of health contexts and professionalism 397
Gerry McGivern
27 Virtualizing HR in health care: early insights from a study of surgical
teams during COVID-19 406
Tracey Rosell and Martin Kitchener
28 Key issues in management and leadership of interorganisational coordination 420
Ninna Meier
29 A call for strategic HRM to support service innovation in health care 436
Graeme Currie
30 Conclusion to Research Handbook on Contemporary Human Resource
Management for Health Care 446
Aoife M. McDermott, Paula Hyde, Louise FitzGerald and Ariel C. Avgar
Index 460
