In recent times, healthcare institutions face a continuous challenge. Technological changes, clinical advances and increasing societal expectations on these organizations are compounded by the difficulty of managing their human capital, even more so in times of a pandemic. These public or private institutions, which provide health-related services, in addition to striving for high levels of effectiveness and efficiency, must meet excellent standards of clinical care. Human capital management in these organizations assumes a very important role, and they face a major challenge in particularly critical times. In addition to the shortage of qualified staff and management of highly specialized multidisciplinary teams, it is difficult to manage factors affecting the workforce such as stress, burnout syndrome, job dissatisfaction, difficult work-life balance and high turnover, among others. These represent major barriers to achieving the performance and quality requirements of patient care established and demanded by society.
The management of organizational behavior and human capital is a major challenge for managers and HR managers in organizations. This research topic has been extensively analyzed in the literature. However, it is necessary to broaden knowledge in the management of HR policies and practices in healthcare institutions which due to the complexity of the service they provide, vital and essential for society, are exposed to a multitude of factors that affect the management of their staff. Therefore, it is important to address this need by promoting discussion on issues that shed light on at least three possible approaches; improvement of organizational structures, improvement in HR practices that promote a work climate that allows increasing job satisfaction and the health of the workers themselves and, finally, factors that promote organizational commitment and improve performance, quality and eliminate the turnover intention.
Therefore, we invite contributions that advance on the different designs of organizational structures that promote better coordination and that are oriented to the attraction and retention of talent; HR practices that promote job satisfaction through the elimination of negative factors that affect it such as Burnout syndrome, stress, work-life balance, remuneration policy or the rupture of the psychological contract and; factors that have an impact on improving organizational commitment, preventing absenteeism and/or the intention to quit and serving as a lever for the improvement of performance and quality of patient care. We welcome empirical research, systematic reviews, case studies and especially those studies that provide practical implications for healthcare institutions.
In recent times, healthcare institutions face a continuous challenge. Technological changes, clinical advances and increasing societal expectations on these organizations are compounded by the difficulty of managing their human capital, even more so in times of a pandemic. These public or private institutions, which provide health-related services, in addition to striving for high levels of effectiveness and efficiency, must meet excellent standards of clinical care. Human capital management in these organizations assumes a very important role, and they face a major challenge in particularly critical times. In addition to the shortage of qualified staff and management of highly specialized multidisciplinary teams, it is difficult to manage factors affecting the workforce such as stress, burnout syndrome, job dissatisfaction, difficult work-life balance and high turnover, among others. These represent major barriers to achieving the performance and quality requirements of patient care established and demanded by society.
The management of organizational behavior and human capital is a major challenge for managers and HR managers in organizations. This research topic has been extensively analyzed in the literature. However, it is necessary to broaden knowledge in the management of HR policies and practices in healthcare institutions which due to the complexity of the service they provide, vital and essential for society, are exposed to a multitude of factors that affect the management of their staff. Therefore, it is important to address this need by promoting discussion on issues that shed light on at least three possible approaches; improvement of organizational structures, improvement in HR practices that promote a work climate that allows increasing job satisfaction and the health of the workers themselves and, finally, factors that promote organizational commitment and improve performance, quality and eliminate the turnover intention.
Therefore, we invite contributions that advance on the different designs of organizational structures that promote better coordination and that are oriented to the attraction and retention of talent; HR practices that promote job satisfaction through the elimination of negative factors that affect it such as Burnout syndrome, stress, work-life balance, remuneration policy or the rupture of the psychological contract and; factors that have an impact on improving organizational commitment, preventing absenteeism and/or the intention to quit and serving as a lever for the improvement of performance and quality of patient care. We welcome empirical research, systematic reviews, case studies and especially those studies that provide practical implications for healthcare institutions.
