Analysis of Implemention the Human Resource Management (HRM)
to Improve Quality of Services in Hospital
Amira Maulida Putri
Faculty of Public Health, Universitas Airlangga, Mulyorejo, Surabaya, Indonesia
Keywords: Human resources management, Health service quality.
Abstract: Human Resources (HR) is one of the central and strategic positions in a health facility used to achieve
organisational goals in performing health services. Therefore it is necessary to develop the Human
Resources (HR) department to improve the quality of Human Resources (HR). This involves the quality and
physical skills or non-physical skills that can improve the quality of service to meet patient satisfaction. The
purpose of this research study is to identification and analyze the implementation of Human Resources
Management (HRM) to improve quality of services in hospitals. This research has used secondary data and
the literature study method from journals: year 2002 - 2017 to get to know the implementation of Human
Resource Management (HRM) and the improvement of quality service in hospitals. The results of this
research show that the implementation of effective and efficient Human Resource Management can
influence the improvement of staff performance which can, in turn, improve the quality of health services.
1 INTRODUCTION
Human resources have a strategic position among
other resources in health facilities. A health facility
should have qualified human resources, so health
facilities need to undergo human resource
development to improve the quality of their offered
health services. Human Resource Management
(HRM) is a vital management task in the health and
other services sectors, where customers face
challenges due to the performance of staff with
experience and in relation to quality performance
(Howard et al., 2006). In addition, Human Resource
Management (HRM) plays an active and vital role in
successful health sector reforms. The main objective
of Human Resource Management is to improve
organisational performance. Human Resource
Management (HRM) is the process by which to
connect the human resources function to the
strategic goals of the organisation to improve
performance. The studies have concluded that HRM
is a management practice that is necessary by way of
human resources policies and practices that will be
connected to the organisation's goals (Bratton and
Gold, 2007).
Human Resource Management (HRM) is a
planned approach to manage people effectively for
performance by way of a flexible and attentive
management style so that the staff will be motivated,
developed and managed in such a way that they can
provide the best for the department (Agarwal et al.,
2011). Human Resource Management is involved in
the development of individual employee talents and
plays a role in implementing programs that enhance
cooperation and communication among employees
that impact on organisational development.
Therefore, planning and managing human resources
in the hospital setting is the key to providing
qualified health services according to the needs of
patients.
The goal of Human Resource Management
(HRM) is the recruitment, maintenance, and
development of competent personnel and the
creation of a growing health care organisation. The
management of human resources in the hospital
setting is very important to enable the improvement
of the quality of providing effective and efficient
health services to achieve patient satisfaction.
Health care quality is, for the most part,
characterised in two ways: technical quality and
socio-cultural quality. Technical quality refers to the
impact that the health services available can have on
the health conditions of a given population. Socio-
cultural quality measures the level of adequacy of
the services and the ability to satisfy patient
110
Putri, A.
Analysis of Implemention the Human Resource Management (HRM) to Improve Quality of Services in Hospital.
In Proceedings of the 4th Annual Meeting of the Indonesian Health Economics Association (INAHEA 2017), pages 110-114
ISBN: 978-989-758-335-3
Copyright © 2018 by SCITEPRESS – Science and Technology Publications, Lda. All rights reserved

expectations (Kirby, 2002). This paper aims to
analyse the impact of Human Resource Management
(HRM) when seeking to improve the quality of
services in hospitals, which has an impact on patient
satisfaction.
2 METHODS
The method used in this research is literature study.
The literature used by researchers is sourced from
six research journals from year 2002 up to 2017 and
other sources related to the Management of Human
Resources (HRM) and the quality of health services
in the Hospital. The keyword that used by the
researchers is Human Resource Management
(HRM), quality service in health care and patient
satisfaction. Researchers use the results of research
from various journals to link and analyze the impact
of Human Resource Management (HRM) to
improve quality of health services in hospitals so as
to improve patient satisfaction.
3 RESULTS
A study entitled "HRM and the Management of
Clinicians within the National Health Service
(NHS)" by Marie et al., (2007) aimed to explore the
issues related to Human Resource Management
(HRM) in health care, namely the resource
management of doctors in the National Health
Service (NHS). The results of the research was that
Human Resource Management (HRM) has an
important role in the management of doctors in the
hospital setting so doctors should make sure that the
health service of a patient and patient care is
effective and efficient. In addition, qualified, highly
motivated, competent and trained medical personnel
are essential to the success of the National Health
reforms and in relation to the delivery of health
services, both for the patients and health reforms.
The study shows that Human Resource Management
is essential in delivering effective and efficient
health services in health facilities.
Rosemary Lucas (2002) conducted a research
study entitled "Fragments of HRM in hospitality?
Evidence from the 1998 workplace employee
relations survey.” The study was conducted to verify
the rehabilitation of the health sector in the UK from
the perspective of human resource management and
to assess the dimensions of human resources related
to the rehabilitation of the health system and the
establishment of the new health sector. This study
shows the importance of Human Resource
Management (HRM) in the success or failure of the
health sector. The study emphasises the importance
of employee performance and how to attract medical
professionals to the health sector to improve the
quality of the offered health services.
A study entitled "Effects of HRM on Client
Satisfaction in Nursing and Care for the Elderly" by
Ott and Dijk (2005) aimed to analyse the
implementation of Human Resources Management
to increase employee satisfaction, thereby increasing
patient satisfaction.
The researchers distinguished seven activities in
HRM as follows:
a. Personal development plan.
b. Additional work-related training for the last two
years.
c. A review of job performance over the last two
years.
d. Regular department meetings (at least monthly).
e. Protocol in case of labour shortage.
f. Predictable work schedule.
g. The managerial style of leadership is transparent
and supportive.
The results obtained from the research study
indicate that Human Resource Management (HRM)
affects job satisfaction and patient satisfaction in the
health service. In addition, the following results
were obtained:
a. The correlation between Human Resource
Management (HRM) and patient satisfaction is
generally quite low. The satisfaction of the
employees of the organisation is the trigger that
increases patient satisfaction.
b. Training related to the job has no relationship
with job satisfaction, but work-related training
has a positive relationship with patient
satisfaction due to better trained employees
being able to provide better quality health care.
c. The leadership style of managers in the health
service has a significant relationship with job
satisfaction and patient satisfaction.
d. The study entitled "The Effect of Human
Resource Practices on Employee Performance
in Hospitals: A Systematic Review" by Gile and
Philipos (2013) showed that the practice of
Human Resource Management (HRM) and
organisational factors has a significant effect on
the performance of employees in the hospital
environment. In addition, the practice of Human
Resource Management (HRM) is regarded as
processes in relation to developing people and
Analysis of Implemention the Human Resource Management (HRM) to Improve Quality of Services in Hospital
111

employment plans in an organisation. Employee
performance is supported by the good
organisational structure, strategy and suitability
of human resource utilisation. Good Human
Resource Management can affect the quality of
the health services in the hospital setting.
Managerial practices generally relate to
financial, material and non-material, such as
Human Resources (HR) being considered as
actors in the structural dimension that affects
employee performance in providing quality
health services. Non-material aspects are related
to the practice of human resources as a
management person or as a High-Performance
Work Systems (HPWP).
The study entitled "The Effect of Human
Resource Practices on Employee Performance in
Hospitals: A Systematic Review" by Gile and
Philipos (2013) showed that the practice of Human
Resource Management (HRM) and organisational
factors has a significant effect on the performance of
employees in the hospital environment. In addition,
the practice of Human Resource Management
(HRM) is regarded as processes in relation to
developing people and employment plans in an
organisation. Employee performance is supported by
the good organisational structure, strategy and
suitability of human resource utilisation. Good
Human Resource Management can affect the quality
of the health services in the hospital setting.
Managerial practices generally relate to financial,
material and non-material, such as Human
Resources (HR) being considered as actors in the
structural dimension that affects employee
performance in providing quality health
services. Non-material aspects are related to the
practice of human resources as a management
person or as a High-Performance Work
Systems (HPWP).
The study entitled "The Impact of Human
Resources Management on Quality Services of
Healthcare Organizations" by Rajendra and Nupur
(2017) shows the following results:
Table 1: ANOVA Test Organizational Commitment
Perceived Organizational Performance
Sum of
Squares
Df Mean
Square
F Sig Sig
Between
Groups
19.82 38 .522
Within
Groups
18.2 14 1.3 4.015 .034
Total 38.02 26
The table above shows that there is a statistically
significant relationship (0.034 <0.05) between
Human Resource Management and the business
efficiency that employees recognise about the
quality of service. According to the results of the
correlation, there is a positive relationship between
human resource management in health services and
the service quality of employees. The results show
that along with the increase of human resource
management training, the amount of recognition of
the employees who give the best service quality also
increased. According to the Pearson Correlation
analysis, there is a strong positive relationship.
4 DISCUSSION
The results of the reviews from 6 journals year 2002
– 2017 shows that the implementation of Human
Resource Management (HRM) can improve
employee performance when it comes to providing
effective and efficient health services so as to
improve the quality of health services in hospitals.
Human Resources Management (HRM) in the
hospital has an important role in determining the
success or failure of that Hospital in the
development of higher quality organisation systems
to improve the quality of health services. It is also
supported by the results of the research that good
Human Resource Management (HRM) in the
hospital setting can impact on increasing employee
satisfaction so that it can trigger patient satisfaction
in the health services provided.
Human Resource Management (HRM) is an
approach towards the management of people based
on the following fundamental principles (Peter
Drucker, 1959):
a. Human resource management is concerned with
integration by getting all of the members of the
organisation involved so that they may work
together with a sense of common purpose
b. Human resource policies of the organisation
should be fair to all. They should make a major
contribution to the achievements of an
organisation's objectives as well as providing a
conductive atmosphere of working to the
employees so that their output is at a maximum.
c. Human resources are the most important assets,
and their tactful management is the key to the
success of an organisation. The culture and
values of an organisation exert enormous
influence on the organisation. Therefore,
organisational values and culture should be
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accepted and acted upon by all in the
organisation.
Based on these fundamental principles, it can be
seen that Human Resources Management (HRM) is
the foremost initial asset in an organisation,
especially the hospital setting. The findings of the
various journals discussed above are in the line with
the fundamental principles of HRM which show that
an effective Human Resources Management (HRM)
in a hospital will create a harmonious relationship
between superiors and subordinates so as to create a
good organisational climate. The Human Resources
(HR) in the hospital will perform better in the
offered health services when achieving their
organisational goals.
Human Resource Management (HRM) strategy
is necessary to improve the ability of the hospital in
providing qualified health services and to provide
patients with safety according to the Standard
Operational Procedures (SOP) set by the Hospital. It
requires the leader of the Hospital who is competent
and responsible to continuously improve the
condition of the personnel in the Human Resources
Management (HRM) department in the organisation.
An effective management department must direct
the vision and effort of all managers towards a
common goal (Peter Drucker, 1959). Human
Resource managers require a potential position in
the organisation so that they can contribute towards
the strategic planning and methods of effective
organisational approaches in accordance with the
organisations’ objectives (Friedman, 2009).
According to Niles (2013), Human Resource
Management (HRM) has an important role to play in
healthcare organisations. Human Resources can be
linked to the operational activities of a health
service. The role of Human Resource Management
(HRM) in hospitals is an analysis of employment,
the organisation, the use of labour, measurements
and performance appraisals of the workforce, the
application of reward systems for employees, the
growth of professional workers, and the maintenance
of labour.
Aspects of organisational behaviour and
managerial practices in the hospital setting involve
non-human activities and human resources. Aspects
of the structures and processes within the
organisation are important factors for improving the
quality of the health services provided by employees
to the patients. Organisational factors and Human
Resources Management (HRM) have a significant
effect on the performance of employees in the
hospital environment. In addition, the Human
Resource Management (HRM) practice is
considered to be the process of managing work and
people in organisations. The high quality of the
health care performance of service organisations
depends on the employee performance supported by
the organisational structure, strategy, people
management and the utilisation of the required
organisational resources (Gile, 2013).
Human Resource Management (HRM) is
essential to enable the delivery of effective and
efficient health services and to achieve patient
satisfaction. Human Resource Management (HRM)
has a strong impact on the quality of health care, and
has a strong role in achieving the goals of health
organisations. Human Resource Management
(HRM) in hospitals emphasises developing the
performance of hospital staff through periodic
training to improve the quality of the offered health
services, as well as strong, highly motivated and
trained medical professions which can affect the
success of national health reform. The practice of
human resource management is so important in the
health sector that modern hospitals should have an
alternative approach to running a good and qualified
Human Resource Management (HRM) department.
Human Resource Management in hospitals should
have clear strategic direction and clear objectives to
improve the management of employees and staff in
the hospital so as to improve performance and to
achieve quality health service targets.
5 CONCLUSIONS
Human Resource Management (HRM) is one of the
strategic positions in health management, especially
in hospitals. It plays a dynamic and crucial role in
the success of health reforms. Human Resource
Management (HRM) is considered to be a vital
factor in hospitals. Today, the human factor is
regarded as a unique strategic source and the
designer of key executive systems of the
organisational processes involved because human
resources are perceived as being a major asset
among the organisational production factors so as to
produce qualified output. It can be concluded that an
effective and efficient Human Resource
Management (HRM) in hospitals can improve the
quality of the health services provided by the
employees to the patient. Human Resource
Management (HRM) can affect the improvement of
employee performance in the hospital so that it can,
in turn, impact on improving the quality of health
services. Therefore, the hospital needs to practice
Analysis of Implemention the Human Resource Management (HRM) to Improve Quality of Services in Hospital
113

Human Resource Management (HRM) in
accordance with the strategic plan that has been
done involving all managers in carrying out the
detailed Human Resource Management (HRM)
functions, so as to achieve the goals of the
organisation well. In addition, there should be an
evaluation of the Human Resource Management
(HRM) system consistently.
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