本篇代写论文-人力资源及其管理讲了从在本报告中，将评价人力资源及其管理在建立可持续组织方面的作用。在本报告中，参考的重点是一个医院的案例研究。当前医院人力资源管理模式存在一定的问题。从该模型得出的关键结果涉及到主管和中层管理人员不一致地应用人力资源实践和政策方面的一些挑战。这些因素导致工作人员短缺、人员流动和旷工、更大范围的工作人员不满和劳资纠纷。因此，这对涉及工作人员和病人的严重事故以及护理质量造成了挑战。本篇代写论文文章由加拿大第一论文 Assignment First辅导网整理，供大家参考阅读。
In this report, the role of human resource and its management will be evaluated for the creation of sustainable organizations. For the purpose of this report, the reference focus is on a case study of a hospital. The current HRM model of the hospital involves certain issues. The key outcome obtained from this model involves a number of challenges with respect to inconsistently applied HR practices and policies by supervisory and middle management. These result in staff shortages, turnover and absenteeism, higher scope of staff grievance, and industrial disputation. As a consequence, this has resulted in challenges across severe accidents that involve staff and patients, and quality of care.
The CEO shows passion in HR and has a strong influence on organizational commitment, staff engagement, and subsequent impact on the quality provided in patient care. The specific commitment of the CEO is on the creation of HR function in order to establish sustainable management policies, process and practices. There is a highly motivated team of HR and a strongly dedicated HR manager. There are regular meetings among the HR team with the development of strategic HR capability to maintain congruency with the key goals and objectives of the organization. The HR team has strongly dedicated members holding key responsibility for the management of each and every HR function. There are several key indicators of performance like complaints, employee morale, accidents, absenteeism, and employee turnover. The HR functions are performed specifically including occupational safety and health, performance management, training and development, selection and recruitment, job analysis and HR planning. This has specific focus on an inclusive approach, long term vision, and broad perspectives. In brief, the following issues are being specifically faced by the hospital:
Absence of strong leadership support
The CEO of the hospital does not under the value and need of sustainability (Baltacioglu et al., 2007). More often, such a leadership is not supportive in linking the efforts towards economic and social improvement along with its effect on the long term profits of the hospital. Currently, the initiatives of sustainability and CSR are not given key priority in the hospital.
Difficulty in the measurement of return for investment made in sustainability
Provided with the long term dimensions of sustainability, businesses face difficulty in measuring the return over investment while incurring the establishment of sustainable organization (Elena, 2008). In addition, when trying to overlook the long term advantage, it has been felt that initiatives of sustainability have been driving low benefits in terms of finance. This is low in comparison with other initiatives put in by the hospital.
Limited involvement and understanding of sustainability across each and every level
The hospital is continuously facing failure in the implementation of sustainable practices of business at each and every level of the hospital (Holbeche, 2009). There is lack of adequate communication across the workforce with lack of alignment and integration among stakeholder groups and functional areas. All of these factors have resulted in diluting the objectives and goals of sustainability initiatives.