per Item
Figure 4 a shows the top 10 research orientations of the 100 research orientations. The most common research orientations were management (193 articles), nursing (107 articles), health policy services (105 articles), and health care sciences services (201 articles).
a Top 10 research orientations and the number of publications in each orientation. b Top 20 institutions with the most publications
Figure 4 shows the top 20 institutions with the most published papers. La Trobe University has the highest number of articles with 24, followed by the University of London (23) and Griffith University (18).
In the keyword mapping on HRM research in healthcare, the size of the nodes represents the frequency, while the line between the nodes reflects the co-occurrence relationship. A total of 1914 keywords were included, and 59 met the criteria. All keywords were grouped into six clusters: performance (light blue cluster), job satisfaction (red cluster), quality of care (blue cluster), human resource management (brown cluster), occupational/mental health (purple cluster), and hospital/COVID-19 (green cluster) (Fig. 5 ).
Co-occurrence analysis of HRM research in healthcare
The most prominent themes in HRM research in healthcare are as below. In the “Performance” cluster, the keywords which have the greatest co-occurrence strength were “performance”, “systematic review”, “decentralization health system” and “motivation”. The main keywords in the “Job Satisfaction” cluster are “job satisfaction”, “organizational commitment”, “transformational leadership” and “turn over”. In the “Quality of care” cluster, the keywords that stand out are “quality of care”, “patient safety”, “high-performance work system”, “quality management” and “patient satisfaction”. In the “Human resource management” cluster, the prominent keywords include “human resource management”, “health policy”, “public health”, and “education and training”. In the “Occupational/Mental Health” cluster, the prominent keywords are “Occupational health”, “mental health”, “well-being” and “burnout”. The main keywords in the “Hospital/COVID-19” cluster were “hospitals”, “COVID-19” “workforce” and “qualitative research”.
Our study of HMR research in healthcare illustrates current and global trends in publications, contributing countries, institutions, and research orientations. The field of HMR research has evolved over the past three decades. However, as this study shows, the number of publications steadily increases yearly, with 93 countries or regions publishing in the field, suggesting that research focusing on HMR research and providing in-depth knowledge will likely increase.
We find that most publishing countries are developed countries, but developing countries are catching up. The total citation rate and the h-index reflect the quality and scholarly impact of a country’s publications [ 25 ]. According to our study, the US ranks first among other countries in total publications, citations, and h-index, making the most substantial contribution to global HRM research. The UK and Canada also contribute significantly, with impressive total citation frequencies and h-index, especially the UK, which ranks second in average citation frequency. However, some countries, such as Belgium, Canada and Australia, also play an important role, given their high average citation frequency. In developing countries, HRM research has also served as a guide for hospitals to improve the quality of care. The study will serve as a reference for developing countries to learn from the experience of developed countries as their economic development gradually catches up with that of developed countries.
The impact and prestige of the journals can be seen in the number of articles published in the field and the influential journals in healthcare HRM research, including the BMC Health Services Research, the Journal of Nursing Management, the International Journal of Human Resource Management, the Health Care Management Review, and the Journal of Health Organisation and Management. These high-quality journals are thus the main source of information for researchers in this field on the latest developments in HRM in healthcare.
The study shows that almost all of the top 20 institutions come from the top five countries with the most publications, with the majority coming from the US, Australia and the Netherlands, reflecting the great academic influence of these three countries in the field of HRM in healthcare. These institutions play an important role in raising the academic performance of a country. Furthermore, the top 20 authors represent research leaders who are likely to impact the future direction of research significantly. Therefore, more attention should be paid to their work to stay abreast of the latest developments in the field.
Keywords play a crucial role in research papers as they contain vital information [ 26 ]. A systematic analysis of keywords within a specific research domain offers valuable insights into trends and focal points across various research areas [ 27 ]. Moreover, co-occurrence analysis relies on the number of joint publications to evaluate relationships among the identified keyword domains. As a result, it serves as an effective method for predicting future trends and focal points within the research areas of interest. These findings are expected to inspire more researchers to contribute to the future of HRM research in healthcare [ 28 ].
In this study, a total of six research domains were eventually summarized. Performance, Hospital/COVID-19, Job Satisfaction, Human resource management, Occupational/Mental Health, and Quality of care. By visualizing the analysis results, we can easily further clarify future trends. As the co-occurrence diagram shows, the keywords “Organizational culture”, “Patient safety”, “Nursing”, “Leadership”, “Quality of care” and “Hospitals” are highlighted as larger icons, so that investment and demand for quality research are necessary for the context of these six research directions.
This study found that the visual clustering results and the keywords that emerged from the clusters were closely related to the HRM module s described in “Human Resources Management: Gaining a Competitive Advantage” by Noe. R . [ 29 ]. The modules have been cited in HRM research and are used as textbooks in universities [ 30 – 33 ]. Some of the keywords in each cluster correspond to human resource planning, performance management, recruitment and staffing, and training and development, respectively. The explanation of the HRM modules is described in the next paragraph. However, there are no explicit keywords in the modules related to employee relations management and compensation management results. This may be due to the private nature of the compensation structure in healthcare organizations during data collection, making it unavailable.
Human Resource Plan (HRP) stands for the implementation of the HR development strategy of the enterprise and the accomplishment of the enterprise’s goals, according to the changes in the internal and external environment and conditions of the enterprise, through the analysis and estimation of the future needs and supply of human resources and the use of scientific methods for organizational design, as well as the acquisition, allocation, utilization and maintenance of HR and other aspects of functional planning. HRP ensures that the organization has a balance of HR supply and demand at a needed time and in a required position, and achieves a reasonable allocation of HR and other resources to effectively motivate and develop of employees [ 34 ].
Decentralization health system, organizational culture/structure are high-frequency words in the clustering results related to “human resource management”. It is important to assess the extent to which decentralization can be used as a policy tool to improve national health systems. For policymakers and managers, based on relevant literature and research as well as country experience analysis, the experience of decentralization in relation to the organization and management of healthcare services is considered a forward-looking and pioneering concept capable of achieving optimal allocation of HR and other resources, in addition to the need to focus more on ex-ante and ex-post incentive development to deliver a 1 + 1 > 2 HRM effect [ 35 ]. HRP is the starting point and basis for all specific HRM activities. It directly affects the efficiency of the overall HRM of the enterprise. It is, therefore, taken as the primary job requirement for HR managers [ 36 ]. Organizational culture/structure significantly impacts the healthcare sector, such as excellence in healthcare delivery, ethical values, engagement, professionalism, cost of care, commitment to quality and strategic thinking, which are key cultural determinants of high-quality care delivery [ 37 ]. Therefore, as with other for-profit organizations, healthcare organizations must ensure that their organizational structure functions effectively to achieve their strategic goals. The organization formulates and implements HRM, an important task to achieve the development strategy goals.
Recruitment and staffing are the first steps in hospital HRM activities. Under the guidance of the organization’s human resources development plan, potential staff who meet the development conditions are attracted. Through the scientific selection of outstanding personnel, a platform with guaranteed treatment and development prospects is provided to ensure that the team of the healthcare organization is built solidly and meets the development needs. From the findings of this study, the keywords “workforce” and “workload” appear as high-frequency keywords in the co-occurrence analysis. Still, keywords related to traditional staff recruitment (e.g., analysis of recruitment needs, job analysis, competency analysis, recruitment procedures, and strategies) do not appear often. Recruitment and staffing are the prerequisites of human resources work. They bring a new dynamic source to healthcare organizations while complementing staff, making the organization full of vitality and vigor, facilitating organizational innovation and management innovation and helping improve the healthcare organization’s competitive advantage [ 38 ]. Recruitment and staffing, as a part of HR, directly impact the successful running of daily activities.
Human resource training is an important component of quality and safety in the health care system. The keyword “education and training” shows a high frequency of co-occurrence in the clustering results of analysis, corresponding to the module “training and education”. However, it is connected to the keywords “human resource management” and “health policy”, and is in the same cluster with” public health”, “health care management”, and the distance between the lines and dots indicate that these topics are closely related, proving the importance of education and training in the HRM of health systems. Healthcare organizations (especially for non-professionals and caregivers) can improve the performance of their employees by enhancing their capabilities, knowledge and potential through learning and training, so that they can maximize their qualifications to match the demands of their work and advance their performance [ 39 , 40 ].
Performance management, the core of the six modules, is also featured in the clustering results. Although this is an important focus for HR professionals, few studies have explored the link between HRM and health sector performance [ 6 ], the results show “performance” and “motivation”. The effectiveness of performance management is an important component of HRM, which effectively improves the quality of care in healthcare organizations/institutions [ 6 ]. Focusing on the effectiveness of performance management is considered to be crucial. First, as an integral part of HRM within an organization, it can help the organization meet its goals. Second, ineffective approaches can lead to negative attitudes among employees (including clinicians, nursing staff, administrators, etc.) and adversely affect performance due to decreased satisfaction among employees and patients. Third, given the increasing quality and cost reduction pressures on healthcare organizations, conducting further research on performance management and effectiveness is critical [ 41 ]. However, it is clear from our results that healthcare organizations have recognized the importance of performance management and are pursuing “high performance”. Although the topic of performance management in HRM in healthcare is one of the research priorities, the number is lacking and more discussion on performance management should be suggested for future research.
Compensation is an important tool to motivate employees to work hard and to motivate them to work hard. The results of the database's bibliographic analysis show that no keywords directly involved compensation. This indicates that “compensation management” has not been considered a hot topic or a research issue over 30 years of available literature. To clarify the content of this module, we further searched the database of 718 articles with keywords, such as compensation, remuneration, salary, etc., and found that only 35 of them mentioned or discussed compensation, and some years (e.g., 2018, 2009) even had no relevant literature being published. However, issues such as fairness of compensation management and employee compensation satisfaction are still important issues of concern to business management academics [ 42 , 43 ]. The actual situation is that it is difficult to conduct research on compensation management. Most organizations keep their employees’ compensation confidential, and when conducting research, HR managers avoid talking about their employees’ compensation or leave it vague, rendering it impossible for researchers to conduct further research.
Employee compensation is one factor that has the greatest impact on organizational performance. In the future, organizations should be encouraged to scientifically structure their compensation management and empower academic research to establish and implement fair compensation management systems based on empirical research while maintaining the privacy and security of organizational information.
The connotation of employee relations management involves organizational culture and employee relations, as well as the coordination of the relationship between employers and employees. Healthcare organizations have complex structures with employees with varying skills, tasks or responsibilities, and such conflicts are often managed through the communication skills of administrative staff [ 44 ]. Although the keywords related to “employee relations management” did not occur in this study's analysis results, the six HRM modules are closely related. Therefore, this does not mean that no description of employee relations management was completely absent in the retrieved articles. It is clear that there is currently a lack of research on employee relations management in the healthcare field. Still, with the continuous development of the healthcare industry, it faces multiple challenges. If employee relations are not handled properly, healthcare organizations with social responsibility will face great public pressure, which will even affect the quality of healthcare services and performance, so it is especially important to strengthen the research on employee relations management.
This study inevitably has some limitations, the first of which arises from using quantitative methods to review documents in the field of HRM. The review relied on an analysis of the bibliographic data associated with the documents rather than a review of the research findings. The impact of the study was, therefore, limited to the general direction of developments in the field, rather than a synthesis of research findings. As a result, we may have missed some publications due to database bias. Second, most of the publications identified were in English and some articles relevant to other languages have not been included. Third, Since HRM exists in a wide range of industries and research areas, although researchers have set the screening criteria as detailed as possible, there may still be some literature that has not been detected.
This study describes the current state and global trends in HRM research in healthcare. The United States has made significant contributions in this field, establishing itself as a global leader. It is foreseeable that more and more publications will be published in the coming years, which indicates that HRM research in healthcare is booming. The analysis results of this study echoed the modules of HRM. It can be seen that in the current HRM research, many topics have been of interest. However, the focus and hotspots of the research are scattered, and there is presently no systematic research on the content of HRM in healthcare.
The authors thank the Editor-in-Chief and the referees for their helpful comments which help to improve our manuscript significantly.
BW, ZH and LLconceived of the presented idea. BW, developed the theory. BW, YH, RW, KC and XQ collected the data and discussed the results. BW and YH encouraged XQ to investigate the hospital management field and supervised the findings of this work. All authors discussed the results and contributed to the final manuscript.
This research was supported by Chinese Academy of Medical Sciences and Peking Union Medical College, China (Grant number: 2021-RC630-001).
Declarations.
There are no human or animal studies in this manuscript, and no potentially identifiable human images or data are presented in this study.
Not applicable.
The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.
Publisher's Note
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The relative importance of key factors for integrating enterprise resource planning (erp) systems and performance management practices in the uae healthcare sector.
2.1. erp in healthcare.
Click here to enlarge figure
2.3. integration of erp in healthcare for enhanced pm.
Categories | Factors | Ref. |
---|---|---|
Availability of financial resources to invest in system direct and indirect cost | [ ] | |
Readiness of healthcare organization to adopt and accommodate ERP system | [ ] | |
Availability of system-wide integration to reduce silos | [ ] | |
Availability of top management support | [ ] | |
Clear objectives and requirements for ERP system implementation | [ ] | |
Source of the ERP system | [ ] | |
Chosen implementation strategy | [ ] | |
Present of effective change management plan | [ ] | |
Alignment of ERP systems with business processes | [ ] | |
Vendor support and expertise | [ ] | |
Availability of data quality and migration process | [ ] | |
User involvement and training during implementation | [ ] | |
Customization overload | [ , , ] | |
Technical competence of employee | [ ] | |
Readiness for integration | [ ] | |
Availability of project management plan with clear timelines, the establishment of key milestones, and the delineation of responsibilities | [ ] | |
Adherence to regulatory compliance | [ ] | |
Current technological infrastructure of the healthcare facility | [ ] | |
Availability of balance security requirement and compliance | [ ] | |
PM | Access to accurate and timely real information | [ ] |
Availability of performance metrics and measurement tools | [ ] | |
Clear long-term goals and objectives | [ ] | |
Availability of patient-centered metrics | [ ] | |
Effective leadership | [ ] | |
Managerial support and involvement | [ ] | |
Employee involvement and engagement in designing performance metrics | [ ] | |
Effectiveness of organizational individual performance measures (quality, time, cost, and flexibility) | [ ] | |
Effectiveness of performance measurement system (alignment of individual measures with overarching goals, maintaining balance among varying metric) | [ ] | |
Alignment with organizational culture, strategy, and structure | [ ] | |
Responsiveness to market dynamics, customer demands, and competitive landscapes | [ ] | |
Level of organizational technological improvements in performance measurement | [ ] | |
Organizational efficiency in success use of hospital management resources | [ ] | |
Effectiveness of the overall outcomes of a healthcare service | [ ] | |
Flexibility and system’s adaptability to change | [ ] | |
Availability of key performance indicators | [ ] | |
Availability of follow-up and accountability system | [ ] |
3.1. stage 1—factors validation, 3.2. stage 2—expert importance rating of factors, 3.3. stage 2—factors ranking.
4.2. ranking of the factors, 4.3. confirmation of the rii calculation, 5. discussion.
Author contributions, data availability statement, conflicts of interest.
Stages | Steps | Process |
---|---|---|
Stage 1: Factor validation Semi-structured interview One-to-one interviews with healthcare experts in the decision-making process | 1 | Understand the current situation of ERP system implementation within the healthcare sector |
2 | Ask experts to verify the list of factors extracted from the literature review based on their relevance within the healthcare sector in UAE and recommend factors that impact the integration of ERP and PM, their importance, as well as additional factors as they see fit | |
3 | Consolidate responses from all experts and finalize the shortlisted factors | |
4 | Validate the responses using Content Validity Ratio (CVR) | |
Stage 2: Expert importance rating of factors Online survey sent to healthcare administration experts that utilize the ERP systems in healthcare | 1 | The consolidated list of factors is shared with the experts in the administrative departments in healthcare organizations to rate each factor based on its importance 1 = Very low importance 2 = Low importance 3 = Moderate importance 4 = High importance 5 = Very high importance |
2 | Refine consolidated list to remove low rating factors | |
Stage 3: Factor ranking Online survey sent to the original experts interviewed in phase 1 | 1 | Confirm the rating of the factors with the experts in phase 1 |
2 | Publish the final list of factors and their RII | |
Development of the main contribution | To develop a set of recommended guidelines that guide healthcare organizations to facilitate a seamless connection between these systems, enhancing operational efficiencies and improving overall healthcare delivery |
Sr | Participant | Designation | Organization | Years of Experience |
---|---|---|---|---|
1 | Participant 1 | Senior IT developer | Public | 17 |
2 | Participant 2 | Consultant (healthcare solutions and user experience) | Private | 6 |
3 | Participant 3 | Supply chain and ERP expert | Private | 5 |
4 | Participant 4 | CEO of healthcare solution provider | Private | 14 |
5 | Participant 5 | Head of healthcare solution | Public | 25 |
6 | Participant 6 | Senior systems analyst | Private | 15 |
Sr | ERP Factors | CVR | PM Factors | CVR |
---|---|---|---|---|
1 | Readiness of healthcare organization to adopt and accommodate ERP system | 1.0 | Access to accurate and timely real information | 1.0 |
2 | Availability of financial resources to invest in system direct and indirect cost | 0.7 | Availability of performance metrics and measurement tools | 1.0 |
3 | Availability of system-wide integration to reduce silos | 1.0 | Clear long-term goals and objectives | 0.7 |
4 | Availability of top management support | 1.0 | Availability of patient-centered metrics | 1.0 |
5 | Clear objectives and requirements for ERP system implementation | 0.7 | Effective leadership | 1.0 |
6 | Source of the ERP system | 1.0 | Managerial support and involvement | 1.0 |
7 | Chosen implementation strategy | 1.0 | Employee involvement and engagement in designing performance metrics | 1.0 |
8 | Presence of effective change management plan | 1.0 | Effectiveness of organizational individual | 1.0 |
9 | Alignment of ERP systems with business processes | 1.0 | Effectiveness of performance measurement system | 1.0 |
10 | Vendor support and expertise | 1.0 | Alignment with organizational culture, strategy, and structure | 1.0 |
11 | Availability of data quality and migration process | 1.0 | Responsiveness to market dynamics, customer demands, and competitive landscapes | 0.3 |
12 | User involvement and training during implementation | 1.0 | Level of organizational technological improvements in performance measurement | 0.7 |
13 | Customization overload | −1.0 | Organizational efficiency in success use of hospital management resources | 1.0 |
14 | Technical competence of employee | 0.7 | Effectiveness of the overall outcomes of a healthcare service | 1.0 |
15 | Readiness for integration | 1.0 | Flexibility and system’s adaptability to change | 0.7 |
16 | Availability of project management plan with clear timelines, the establishment of key milestones, and the delineation of responsibilities | 1.0 | Availability of key performance indicators | 1.0 |
17 | Adherence to regulatory compliance and standards | 0.7 | Availability of follow-up and accountability system | 1.0 |
18 | Current technological infrastructure of the healthcare facility | 1.0 | ||
19 | Availability of balance security requirement and compliance | 1.0 |
Sr | Additional Factors |
---|---|
1 | Ease of ERP system scalability |
2 | Transparency of data sharing in ERP systems |
Factors | RII | Rank |
---|---|---|
Effectiveness of organizational individual performance measures (quality, time, cost, and flexibility) | 0.8963 | 1 |
Employee involvement and engagement in designing performance metrics | 0.8667 | 2 |
Effectiveness of performance measurement system (alignment of individual measures with overarching goals, maintaining balance among varying metric) | 0.8667 | 2 |
Availability of performance metrics and measurement tools | 0.8642 | 4 |
Readiness for integration | 0.8568 | 5 |
User Involvement and training during implementation | 0.8568 | 5 |
Clear long-term goals and objectives | 0.8519 | 7 |
Effective leadership | 0.8494 | 8 |
Managerial support and involvement | 0.8444 | 9 |
Availability of follow-up and accountability system | 0.8444 | 9 |
Access to accurate and timely real information | 0.8420 | 11 |
Availability of data quality and migration process | 0.8321 | 12 |
Organizational efficiency in success use of hospital management resources | 0.8296 | 13 |
Availability of patient-centered metrics | 0.8272 | 14 |
Availability of key performance indicators | 0.8272 | 14 |
Alignment of ERP systems with business processes | 0.8272 | 14 |
Alignment with organizational culture, strategy, and structure | 0.8173 | 17 |
Effectiveness of the overall outcomes of a healthcare service | 0.8173 | 17 |
Vendor support and expertise | 0.8173 | 17 |
Chosen implementation strategy | 0.8148 | 20 |
Availability of balance security requirement and compliance | 0.8148 | 20 |
Transparency of data sharing in ERP systems | 0.8074 | 22 |
Source of the ERP system | 0.8074 | 22 |
Ease of ERP system scalability | 0.8025 | 24 |
Readiness of healthcare organizations to adopt and accommodate ERP system | 0.8025 | 24 |
Availability of top management support | 0.8000 | 26 |
Presence of effective change management plan | 0.7951 | 27 |
Availability of system-wide integration to reduce silos | 0.7951 | 27 |
Current technological infrastructure of the healthcare facility | 0.7926 | 29 |
Adherence to regulatory compliance and standards | 0.7901 | 30 |
Availability of project management plan with clear timelines, the establishment of key milestones, and the delineation of responsibilities | 0.7852 | 31 |
Responsiveness to market dynamics, customer demands, and competitive landscapes | 0.7802 | 32 |
Level of organizational technological improvements in performance measurement | 0.7753 | 33 |
Flexibility and system’s adaptability to change | 0.7704 | 34 |
Customization overload | 0.7630 | 35 |
Availability of financial resources to invest in system direct and indirect cost | 0.7556 | 36 |
Clear objectives and requirements for ERP system implementation | 0.7531 | 37 |
Technical competence of employee | 0.7481 | 38 |
Factors | Rank |
---|---|
Effectiveness of organizational individual performance measures (quality, time, cost, and flexibility) | 1 |
Employee involvement and engagement in designing performance metrics | 2 |
Effectiveness of performance measurement system (alignment of individual measures with overarching goals, maintaining balance among varying metric) | 2 |
Availability of performance metrics and measurement tools | 4 |
Readiness for integration | 5 |
User involvement and training during implementation | 5 |
Clear long-term goals and objectives | 7 |
Effective leadership | 8 |
Managerial support and involvement | 9 |
Availability of follow-up and accountability system | 9 |
Access to accurate and timely real information | 11 |
Availability of data quality and migration process | 12 |
Organizational efficiency in success use of hospital management resources | 13 |
Availability of patient-centered metrics | 14 |
Availability of key performance indicators | 14 |
Alignment of ERP systems with business processes | 14 |
Alignment with organizational culture, strategy, and structure | 17 |
Effectiveness of the overall outcomes of a healthcare service | 17 |
Vendor support and expertise | 17 |
Chosen implementation strategy | 20 |
Availability of balance security requirement and compliance | 20 |
Transparency of data sharing in ERP systems | 22 |
Source of the ERP system | 22 |
Ease of ERP system scalability | 24 |
Readiness of healthcare organizations to adopt and accommodate ERP system | 24 |
Availability of top management support | 26 |
Presence of effective change management plan | 27 |
Availability of system-wide integration to reduce silos | 27 |
Current technological infrastructure of the healthcare facility | 29 |
Adherence to regulatory compliance and standards | 30 |
Availability of project management plan with clear timelines, the establishment of key milestones, and the delineation of responsibilities | 31 |
Responsiveness to market dynamics, customer demands, and competitive landscapes | 32 |
Level of organizational technological improvements in performance measurement | 33 |
Flexibility and system’s adaptability to change | 34 |
Customization overload | 35 |
Availability of financial resources to invest in system direct and indirect cost | 36 |
Clear objectives and requirements for ERP system implementation | 37 |
Technical competence of employee | 38 |
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Al-Assaf, K.; Alzahmi, W.; Alshaikh, R.; Bahroun, Z.; Ahmed, V. The Relative Importance of Key Factors for Integrating Enterprise Resource Planning (ERP) Systems and Performance Management Practices in the UAE Healthcare Sector. Big Data Cogn. Comput. 2024 , 8 , 122. https://doi.org/10.3390/bdcc8090122
Al-Assaf K, Alzahmi W, Alshaikh R, Bahroun Z, Ahmed V. The Relative Importance of Key Factors for Integrating Enterprise Resource Planning (ERP) Systems and Performance Management Practices in the UAE Healthcare Sector. Big Data and Cognitive Computing . 2024; 8(9):122. https://doi.org/10.3390/bdcc8090122
Al-Assaf, Karam, Wadhah Alzahmi, Ryan Alshaikh, Zied Bahroun, and Vian Ahmed. 2024. "The Relative Importance of Key Factors for Integrating Enterprise Resource Planning (ERP) Systems and Performance Management Practices in the UAE Healthcare Sector" Big Data and Cognitive Computing 8, no. 9: 122. https://doi.org/10.3390/bdcc8090122
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A search for Human Resources Management on LabourDoc yields 1,383 document results, while LabourDiscovery provides access to an extensive collection of 715,122 documents. Many of these materials are available as full-text open-access resources and provide links to other databases mentioned in this article.
Human resource management (HRM) in healthcare is an important component in relation to the quality and efficiency of healthcare delivery. ... Current research articles focus on topics clustered into performance, hospital/COVID-19, job satisfaction, human resource management, occupational/mental health, and quality of care. The most frequently ...
Human resource management. Follow this topic. ... Research shows the maternal wall is an obstacle regardless of whether women plan to have children or not. ... Key topics include team design, team ...
SHRM Research. Our vision is to advance the HR profession by providing evidence-based insights, recommendations and innovations at the intersection of people and work. The intended outcomes for ...
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Human Resources is one of the highly chosen subjects with essential topics suitable for the business-minded people only. The basic components vital for production in any economy are Land, Capital, and Labor. Human resource deals with management, recruitment, administration, and training of employees, the labour. If you are a student enrolled on a course in
1 According to Taylor and Francis (undated), the publisher of The International Journal of Human Resource Management, perspective articles 'have the same basic structure and length as review articles, however, they should be more speculative and very forward looking, even visionary', which offer authors 'the opportunity to present criticism or address controversy' and be 'highly ...
Explore the latest HR news & resources on topics like compensation & benefits; inclusion, equity, and diversity; employee relations, and more.
The research underscores the importance of interdisciplinary collaboration between psychology and HRM in optimizing human capital management efforts. Discover the world's research
Current research articles focus on topics clustered into performance, hospital/COVID-19, job satisfaction, human resource management, occupational/mental health, and quality of care. The most frequently co-occurring keywords are human resource management, job satisfaction, nurses, hospitals, health services, quality of care, COVID-19, and nursing.
This study examines integrating Enterprise Resource Planning (ERP) systems with performance management (PM) practices in the UAE healthcare sector, identifying key factors for successful adoption. It addresses a critical gap by analyzing the interplay between ERP systems and PM to enhance operational efficiency, patient care, and administrative processes. A literature review identified thirty ...