This research study examines the human resources management decision making process in addressing the present and future needs of King Saud Medical City. The main purpose of the study is to investigate the readiness of healthcare managers in meeting present and future challenges faced by the human resources decision making process in healthcare organizations. King Saud Medical City was selected as a model healthcare organization to gain understanding of the HR decision making process for this study. This research adopts grounded theory methodology in establishing tactical decisions being made by health managers. Grounded theory is an appropriate qualitative tool for this purpose because it emphasizes on systematic procedures in understanding critical HR factors impacting decision making and description of the phenomenon as grounded within study participant expressions. The participants in this study comprises of 12 managers from Kind Saud Medical City with experience in healthcare management. A semi-structured interview method was used for the collection of the data. Constant comparative approach was used in the analysis of the interview transcripts by coding and analyzing participant’s expressions in order to identify categories and themes related to human resource decision making in healthcare organizations. Results from the study reveal four core obstacles managers in KSMC face in making decisions regarding human resources. These barriers include organizational culture and structure which was considered as a core determinant hindering decision making, lack of authority was ranked second from participants’ perspective views, third was lack of self-confidence in decision making, and lack of adequate knowledge and skills among managers. The highly centralized approach for HR decision making was found to be the core reason for these obstacles. Understanding the overall phenomenon “highly centralized” healthcare system, and removal of identified barriers in the way of managers significantly alleviates the present situation by offering managers necessarily authority, encouraging self-confidence, and effectively making decisions that would enhance quality and address human resources issues.
Table of Contents
CHAPTER 1: INTRODUCTION
Needs and Challenges in the healthcare sector
CHAPTER 2.0 BACKGROUND
King Saud Medical City (KSMC)
The Health Care Workforce in Saudi Arabia
Human Resources Management in the Saudi Ministry of Health
Aim of this Study
Framing the Research
Scope and Limitations of the Study
Organization of the Study
CHAPTER 3.0 LITERATURE REVIEW
Human Resources Management versus Personnel Management
Informed decision making in Human Resources Management
Tools for Better Human Resources Management
Policies
Organizational Structures and Job Descriptions
Human Resources Information System (HRIS)
Human resources indicators (HRIs)
Human Resources Management Training
CHAPTER 4.0 METHODOLOGY
Introduction
Sampling strategy and population size
Data collection
Data analysis
Data reliability and Validity
Ethical Considerations
Summary
CHAPTER 5.0 RESULTS
Interview Transcripts and Coding
CHAPTER 6.0 ANALYSIS AND DISCUSSION
The emerging concepts and outcomes
Themes
Organizational culture and structure
Communication gap
Knowledge gap
Having authority
Self-confidence in decision making
Theory development
CHAPTER 7.0 RECOMMENDATIONS
CHAPTER 8.0 STUDY LIMITATIONS
CHAPTER 9.0 CONCLUSION
Research Objective and Topics
The main objective of this study is to investigate the decision-making processes regarding human resources management within King Saud Medical City (KSMC) to assess how informed these decisions are and identify the obstacles hindering managers in achieving effective workforce management.
- Investigation of current HRM decision-making methods.
- Identification of core obstacles and barriers faced by healthcare managers.
- Assessment of the impact of organizational culture and centralization on decision quality.
- Evaluation of the role of information tools (HRIS, HRIs) in managerial decision-making.
Excerpt from the Book
Organizational culture and structure
Closer examination of the collected data identified organizational culture and structure of King Saud Medical City (KMSC) as a major determinant to managers’ decision making. Careful refining of the categories using axial coding revealed concepts proving that indeed organizational culture and structure affects managers decision making due to hierarchical administrative system and centralized approach. In fact, important factors raised negatively affects on the managers’ decision making by limiting their power and participation in key decision making process regarding staffing and allocation of resources to the hospital.
This aspect raises role-conflict among managers as evidenced from participants’ responses and observation which revealed a number of organization issues. An organizational structure which fails to identifies and allocate duties to employees based on knowledge and skills creates conflict (Madura (2006, p. 227) among those positions. Some of the issues raised include:
Summary of Chapters
CHAPTER 1: INTRODUCTION: This chapter introduces the role of the health workforce and the critical importance of human resources management in the successful functioning of healthcare systems.
CHAPTER 2.0 BACKGROUND: This chapter provides an overview of King Saud Medical City, the context of the Saudi healthcare workforce, and the scope of the study.
CHAPTER 3.0 LITERATURE REVIEW: This chapter reviews academic perspectives on HRM, decision-making theory, and tools like HRIS that support informed management.
CHAPTER 4.0 METHODOLOGY: This chapter outlines the grounded theory approach, including the qualitative data collection and the constant comparative analysis method used.
CHAPTER 5.0 RESULTS: This chapter presents the findings derived from 12 interviews with management staff, including demographics and key thematic codes.
CHAPTER 6.0 ANALYSIS AND DISCUSSION: This chapter discusses the emergent concepts such as knowledge gaps and authority limitations, analyzing their impact on HRM in KSMC.
CHAPTER 7.0 RECOMMENDATIONS: This chapter offers suggestions for organizational reform, focusing on decentralization and improved communication to empower managers.
CHAPTER 8.0 STUDY LIMITATIONS: This chapter identifies the constraints of the research, including the limited sample size and the potential for participant bias.
CHAPTER 9.0 CONCLUSION: This chapter summarizes the study's conclusions, emphasizing the need to remove institutional barriers to enhance managerial self-confidence and performance.
Keywords
Human Resources Management, HRM, King Saud Medical City, KSMC, Healthcare Management, Decision Making, Grounded Theory, Organizational Culture, Decentralization, Workforce Performance, HRIS, Staffing, Saudi Health System, Qualitative Research, Management Obstacles
Frequently Asked Questions
What is the fundamental focus of this research study?
The research examines the decision-making process regarding human resources management at King Saud Medical City, specifically aiming to determine if managers are sufficiently informed when making these decisions.
What are the primary thematic areas addressed in this work?
The study covers organizational culture and structure, the impact of centralized systems, communication barriers, lack of managerial authority, and the application of HR tools.
What is the core objective or research question of this study?
The primary goal is to assess how informed the HRM decisions made by managers in KSMC are, and to explore the obstacles and information sources influencing these outcomes.
Which scientific methodology is employed in this research?
The study utilizes a qualitative research design based on Grounded Theory, featuring semi-structured in-depth interviews with 12 managers and analysis through a constant comparative approach.
What content is covered in the main body of the work?
The main body encompasses a literature review on HRM, detailed methodology of qualitative investigation, empirical results from interview data, and an analysis of obstacles like knowledge gaps and the lack of decision-making authority.
Which keywords best characterize this study?
Key terms include Human Resources Management, King Saud Medical City, decision-making, organizational structure, workforce performance, and centralization.
How does the centralized nature of KSMC affect the managers?
The centralization limits the authority of local managers, preventing them from making autonomous decisions regarding hiring, firing, and resource allocation, which leads to feelings of frustration and inefficiency.
What role does communication play in the identified decision-making barriers?
A significant communication gap exists within the organization, characterized by inadequate feedback channels and lack of information, which prevents managers from receiving the data they need to make informed, timely decisions.
- Citar trabajo
- Angela Moore (Autor), 2012, Human Resources Management Decision Making Process in King Saud Medical City, Múnich, GRIN Verlag, https://www.grin.com/document/270025
