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Lost in translation: exploring the link between HRM and performance in healthcare
Author(s) -
Bartram Timothy,
Stanton Pauline,
Leggat Sandra,
Casimir Gian,
Fraser Benjamin
Publication year - 2007
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/j.1748-8583.2007.00018.x
Subject(s) - moderation , business , health care , human resource management , metropolitan area , perception , multivariate analysis of variance , public relations , marketing , psychology , knowledge management , political science , medicine , computer science , social psychology , pathology , neuroscience , machine learning , law
Using data collected in 2004 from 132 Victorian (Australia) public healthcare providers, comprising metropolitan and regional hospital networks, rural hospitals and community health centres, we investigated the perceptions of HRM from the experiences of chief executive officers, HR directors and other senior managers. We found some evidence that managers in healthcare organisations reported different perceptions of strategic HRM and a limited focus on collection and linking of HR performance data with organisational performance management processes. Using multiple moderator regression and multivariate analysis of variance, significant differences were found in perceptions of strategic HRM and HR priorities between chief executive officers, HR directors and other senior managers in the large organisations. This suggested that the strategic human management paradigm is ‘lost in translation’, particularly in large organisations, and consequently opportunities to understand and develop the link between people management practices and improved organisational outcomes may be missed. There is some support for the relationship between strategic HRM and improved organisational outcomes. Implications of these findings are drawn for managerial practice.