Pre-implementation studies of a workforce planning tool for nurse staffing and human resource management in university hospitals

2015 ◽  
Vol 24 (2) ◽  
pp. 184-191 ◽  
Author(s):  
Catharina J. van Oostveen ◽  
Dirk T. Ubbink ◽  
Marian A. Mens ◽  
Edwin A. Pompe ◽  
Hester Vermeulen
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Workforce Planning ◽  
Nurse Staffing ◽  
Planning Tool ◽  
University Hospitals ◽  
Implementation Studies

Developing Workforce Planning Skills in Human Resource Management Courses: A Data-Driven Exercise

2021 ◽  
pp. 237929812110572
Author(s):  
Jessica L. Doll
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Students ◽  
Workforce Planning ◽  
Online Classroom ◽  
Face To Face ◽  
Talent Acquisition ◽  
Planning Concepts ◽  
Employment Data

Workforce planning is prevalent and recognized as a good strategic practice in many organizations. However, business students may have little experience with workforce planning or workforce analytics. The purpose of this article is to present a workforce planning exercise for use in a face-to-face or online classroom setting. In this exercise, students practice applying workforce planning concepts to calculate internal employment data, find and collect external employment data, and combine multiple, sometimes conflicting, data to make workforce predictions and recommendations for a hypothetical organization. This exercise is designed to help students develop career-relevant skills and is intended for use in human resource management, talent acquisition, talent management, staffing, and/or selection classes.

scholarly journals HUMAN RESOURCE MANAGEMENT PRACTICES, ORGANIZATIONAL CULTURE, AND NURSE STAFFING TURNOVER

2019 ◽  
Vol 3 (Supplement_1) ◽  
pp. S743-S744
Author(s):  
Robert Weech-Maldonado ◽  
Akbar Ghiasi ◽  
Ganisher K Davlyatov ◽  
Justin C Lord ◽  
Kent Rondeau
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Nursing Homes ◽  
Human Resource Management ◽  
Human Resource ◽  
Nurse Staffing ◽  
Working Environment ◽  
Turnover Rates ◽  
Hrm Practices ◽  
Clan Culture

Abstract This study examines whether nursing homes’ (NHs) human resource management (HRM) practices and organizational culture are associated with nursing staff turnover. HRM practices are classified into traditional (employment selection tests, formal performance appraisal systems, and realistic job previews); employee-centered (flexible work hours and job sharing); and high involvement (incentive based/merit pay and self-managing teams). Organizational culture consists of four types: clan culture (friendly working environment); adhocracy culture (dynamic/creative working environment); market culture (results-based organization); and hierarchy culture (formalized/structured work environment). This study used facility survey data from approximately 324 NH administrators (30% response rate) from 2017- 2018, merged with secondary data from LTCFocus, Area Health Resource File, and Medicare Cost Reports. The dependent variables consisted of RN, LPN, and CNA turnover rates (% voluntarily quit), while the independent variables comprised HRM practices and type of organizational culture. Control variables consisted of organizational (ownership, chain affiliation, size, occupancy rate, and payer mix) and county-level factors (Medicare Advantage penetration, income, education, unemployment rate, poverty, and competition). Generalized linear model results show that every unit increase in high-involvement HRM practices is associated with a reduction of 6%, 4%, and 2% in RN, LPN, and CNA turnover rates, respectively. Also compared to hierarchical cultures, nursing homes with a clan culture are associated with a reduction of 62%, 49%, and 33% in RN, LPN, and CNA turnover rates, respectively. HRM practices and organizational cultures that promote employee participation, engagement, and empowerment have the potential to reduce nurse staffing turnover rates among underresourced nursing homes.

Diversity: A Principie of Human Resource Management

1998 ◽  
Vol 27 (2) ◽  
pp. 175-185 ◽  
Author(s):  
Audrey Mathews
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Workforce Planning ◽  
Human Resource Managers ◽  
Resource Managers ◽  
Strategic Plans ◽  
Management Function ◽  
Human Resources Managers

As more and more organizations implement diversity initiatives, personnel and human resource managers play increasingly significant roles. This arriele explores some of the challenges personnel and human resources managers face implementing diversity. It discusses strategies personnel and human resources managers are employing to address the need for diversity and suggests methods to implement diversity as a principie of human resource management (HRM). These strategies include processes such as diversity audits to identify organizational problems, aligning workforce planning with strategic plans, benchmarking personnel/human resources practices and positioning diversity as a top-level management function. The arricie also examines the benefits of flex management, partnering with management, and educating and training managers/line supervisors to effectively manage diversity.

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