In the healthcare industry, certain management practices have the power to arrest employee’s ability and eventually hinder the personnel from meeting certain needs. This becomes a problem for the organization because they are not able to realize the objectives and goals in a manner that satisfies end users. It is important for management practices to implement progressive practices in order to report a strong workplace climate that values the accountability, participation, and empowerment of employees (Roundeau & Wager, 2001). This in-turn helps organizations perform better on a number of outcomes valued by the organization. For example, factors linked with investment in training resources and management process combined with practical training need to be looked into because they hinder the meeting of needs by healthcare personnel.
For such situations, it is evident that training is an essential part of healthcare organizations that associates with two distinct processes and thus, needs to be monitored by the management. This can be achieved through replacement of management process and factors of training. As a result, management practices need to adapt a strategic process that involves investing in training (Miller, Summer & Deane, 2009). This is a methodology that aims at bringing to the entire organization’s quality management practices. Budget allocation by management need to consider all areas of training required in attaining quality management.
Additionally, management practices need to acknowledge the integral part of the management process, which is operational. This means that management should provides and their staff with skills that enable them manage the processes of initial training and retraining (Miller, Summer & Deane, 2009). From these, it is evident that quality management practices can be assessed in this industry through the utilization of valid and reliable instruments that measure business quality management practices. In conclusion, quality management requires the focus of long-term leadership strategies and operational day-to-day management.
Miller, W.J., Summer, A.T, & Deane, R.H. (2009). Assessment of quality management practices within the healthcare industry. Am. J. of Economics and Business Administration, 1 (2), 105-113.
Roundeau, K.V, & Wager, T.H. (2001). Impact of human resource management practices on nursing home performance. Health Serv Manage Res, 14 (3), 192-202