Research On Virtual Management Of Human Resource Management In General Public Hospital

1. ObjectiveThe objectives of the present paper are three fold:(1) to find the problem of the human resource management of general public hospital in this strategic management time;(2) to analyze the feasibility for general public hospital adopting the virtual managemnt way; (3) to establish the synthetic evaluation system on the performance of hospital human resource management.2. Data and Methods2.1 Theoretical AnalysisHuman resources management theory, core competence theory, transaction cost theory, competitive strategy theory and resource-based theory and so on were used to provide theoretical support for human resource virtual management model in hospitals.2.2 Qualitative Study2.2.1 Delphi techniqueThrough Delphi technique, the primary and secondary evaluation indicators of human resources management performance in hospitals were identified and weighted, and the indicator system of human resources management performance evaluation in hospitals was initially established.2.2.2 Individual deep interview (semi structured interview)Both people in charge of and people working in the department of human resource in hospitals were interviewed to know their thought about the current human resource management model in hospitals (mainly focusing on the management efficiency and its influence on the improvement of hospitals' core competitiveness and development), whether there were policy measures aimed at function reform of the department of human resource, how much did they know about virtual management and their assessment, etc..2.3 Quantitative study2.3.1 Field investigation in hospitalsTaking regional economic development level into consideration, Wuhan, Hubei Province and Guangzhou, Guangdong Province were identified as field investigation sites under the principle of convenience sampling. Five general public hospitals were sampled in each site to carry out questionnaire investigation respectively among people in charge of and working in the department of human resource, medical staff clinical sections (including 50 doctors and 50 nurses, most of which should be new employees in recent five years, including junior managers of sections).The questionnaire included hospital staff situation in the department human resources management, human resource management operation condition, the responsiveness of hospital staff in clinical medical section about human resource management (understanding and satisfaction degree of human resource management) and so on.2.3.2 Field investigation in professional institutions for human resource managementBoth management consultant institutions for domestic enterprises and hospitals were randomly sampled (respectively 15 were selected) to carry out questionnaire investigation.2.4 Case studyThe case study is adopted aiming at deepening perceptual understanding of human resource virtual management through investigation of several hospitals' enhancement in strategic management by integrating external resources for human resource management.3. Results and conclusions3.1 Theoretical base of human resource virtual managementWith regard to strategic human resource management theory, this study analyzed the theoretical base of human resource virtual management centering on transaction cost theory, core competence theory, and resource-based theory. According to strategic human resource theory, human resource management and organizational strategic planning is integrated with each other, whose functions mainly focus on organizational decision-making, planning and scheduling rather than specific executive affairs. Therefore, on one hand the department of human resource management should get itself out of low-value trivial matters, and on the other hand, it must integrate external resources to improve strategic management capabilities. And the implementation of virtual management makes these two goals possible. In accordance with transaction cost theory, those human resource management activities that can be got low-costly from outside should be implemented outsourcing. While from the perspective of strategic value of utilizing external resources, core competence theory holds that non-core business can be operated by the best professional company so that the organization can put more resources into the core business to improve the organization's core competitiveness. Resource-based theory and core competence theory are similar in that they both emphasize the organization's advantageous resources form the basis of its competitive strategy. Therefore, strategic management should be from the nurturing and development organizations to maximize the unique optimal allocation of strategic resources and strategic resources of this unique ability, and for those scarce resources or capabilities, integration of external resources should be implemented to carry out virtual management.3.2 Analysis of the current situations of human resource management in public hospitalsIn order to discuss the necessity of the integration of external resources, this study selected 10 public hospitals in Wuhan and Guangzhou to carry out field investigation and to analyze the strategic management level of human resource management in general public hospitals. The result showed that there were still many problems in the current human resource management in public hospitals and there was still a long way to go to meet the requirement of modern hospital management strategy. Problems are mainly in following aspects:Professional quality of human resources management team needs to be strengthened. Although the educational background of staffs of human resource management degree had been significantly improved, their professional base was still lacking with 46% staff of non-management background. What's more, hospitals did not pay much attention to the professional training of management which was mainly learned by the staff themselves and accumulated through daily working. Weak basis of professional knowledge and complexity of clerical work had resulted in the lack of hospital strategic human resource management affairs. The investigation showed that the time staff in the department of human resource management spent on general administrative affairs took up more than 60% of their total time on human resource management. That is to say, it is necessary for hospital human resource management to integrate external professional management forces to carry out virtual management and improve strategic management level.The investigation of clinical staff's responsiveness to the hospital's human resource management showed that staff in clinical sections did not know much about human resource management and did not think high of their hospital's human resource management. And their dissatisfaction with human resource management mainly lay in job analysis, equity of payment system design, career planning and management of staff relationship. Therefore, some improvements can be made in these aspects in hospital human resource management.3.3 Functional virtual level analysis of hospital human resource managementFactors determine functional virtual management of human resource can be divided into internal factors and external ones. Internal factors are mainly human resource management functions of their own properties for the functions of hospital development. Based on Lepak's functional division model of human resource management, this study analyzed all the functions of human resource management respectively from value and exclusivity to find that except file management, payroll and non-technical personnel recruitment, most of the hospital human resource management functions have higher value and exclusivity compared with those of enterprise human resource management. Therefore, it is not suitable for completely outsourced to external human resources management institutions but more suitable to take the form of consultancy from external management institutions, which is the cooperative management in virtual management in which the right of initiative and the specific implementation rests in the hospital. In terms of external factors, main providers for hospital human resource management service were sampled to be investigated in this study. And a comparison was made between services of hospital human resource management institutions and those of enterprise human resource management institutions which is currently comparatively mature. The mature level of hospital human resource management market was analyzed with regard to Philip Kotler's market evolution theory and Raymond Vernon's product life cycle theory. The results showed that human resource management services market was still on the growth stage as well as its products, and the recognition of its consumer group consisted of hospital managers was not high and needed to be further improved.3.4 Primary establishment of performance evaluation indicator system of human resource management in public hospitalsThis study consulted some experts of human resource management in hospitals and universities to construct a performance evaluation indicator system of human resource management based on the cost-saving and competency-improving, which is the basic two reason of implementing virtual management. The performance evaluation indicator system including 6 primary indicators and 22 secondary indicators, The 6 primary indicators are: human resource access cost, human resource development cost, human resource maintenance cost, the optimization of staff, satisfaction, organizational efficiency and profitability. This indicator system can be applied to the assessment of human resource management in comprehensive public hospitals to determine whether their management service could meet the need of hospital's strategic development and provide some certain referential standards for the choice of appropriate model for human resource management reform.3.5 Case studyThrough case study, a qualitative research approach,3 hospitals' successful cases in adopting different types of virtual management were collected in this study. And the 3 cases were deeply analyzed to extract the requirements for hospitals to carry out human resource virtual management successfully. Highlighting the research idea of theory relating to practice, case study can further improve the perceptual understanding of human resource virtual management in hospitals and provide some reference for other hospitals'human resource management reform.3.6 Suggestions for improvements of hospital human resource' strategy managementThis study came up with some suggestions for improvements of hospital strategy human resource managementr. And the suggestions are as follows:shifting the position of the department of human resource management in modern hospitals from formal administrative assistance department to strategic management department for hospital development; identifying the roles of modern working staff of human resource management so that they can fulfill their responsibilities in organization management; improving the quality of human resource management team to ensure the soft conditions for human resource management in hospitals; attaching importance to the research and practice of human resource management process and operational mechanism to make human resource management scientific and practical; with the help of external professional management team, integrating external resources to improve internal human resource management.4. Innovation and significance of this studyVirtual management and its related concepts were defined.A three-dimensional decision model of virtual management for hospital human resource management was constructed for the first time. External markets factor was considered as one decision-dimension in the decision model.A new performance ebaluation indicator system of human resource management in public hospitals was established primarily..