LG1. To describe the conditions in which organizational competitiveness is related to HR practices and systems
LG2. To identify the different analytical frameworks about the relations between HRM and organizational performance
LG3. To assess de differences in HR management practices induced by the strategic contexts and challenges faced by organizations
PC1. HRM and organizations: from HR practices to performance
PC2. The alignment of HRM practices with business strategies
PC3. The different types of alignment: horizontal, vertical, and temporal
PC4. HRM and organizational performance: testing the relation and looking at alternative explanations: innovation, customer service, structural and contextual ambidexterity, reliability, resilience, strategic learning
PC5. The role of HRM professionals
In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 40%;
- An individual test, with a weight of 60% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the periodical assessment component.
Mandatory
Vogus, T. et al. (2010). Doing no harm: enabling, enacting, and elaborating a culture of safety in health care. Academy of Management Perspectives, 24, 60-77.
Tolk, et al. (2015). High reliability organization research: a literature review for health care. Engineering Management Journal, 27, 4, 218-237.
Pfeffer, J. (2005). Producing sustainable competitive advantage through the effective management of people. Academy of Management Executive, 19, 4, 95-106.
McAlearney, A. S. et al. (2011). High-performance work systems in health care management, part 2: Qualitative evidence from five case studies. Health Care Management Review, 36, 3, 214-226.
Gittell, J. H. (2011). New directions for relational coordination theory. In Cameron, K. S. and G. Spreitzer (Eds). Oxford Handbook of Positive Organizational Scholarship. Oxford University Press.
Garman, A. N. et al. (2011). High-performance work systems in health care management, part 1: Development of an evidence-informed model. Health Care Management Review, 36, 3, 201-213.
Akhnif, E. et al. (2017). Scoping literature review on the learning organization concept as applied to the health system. Health Research Policy and Systems, 15, 1, 16.
Optional
Human Resource Management
Human Resource Management Journal
The International Journal of Human Resource Management
Human Resource Management Review
Revistas/Journals
Weick, K. and Sutcliffe, K. (2015). Managing the unexpected: Sustained performance in a complex world. New Jersey: John Wiley & Sons.
Veillard, J. et al. (2005). A performance assessment framework for hospitals: the WHO regional office for Europe PATH project. International Journal for Quality in Health Care, 17, 6, 487-496.
Sutcliffe, K., Paine, L., & Pronovost, P. (2017). Re-examining high reliability: Actively organising for safety. BMJ Quality and Safety, 26, 3, 248-251.
Singer, S. et al. (2012). Development of a short-form learning organization survey: The LOS-27. Medical Care Research and Review, 69, 4, 432-459.
QUASER TEAM (2013). The hospital guide: A research-based tool to reflect on and develop your quality improvement strategies.
Huges et al. (2016). Saving lives: a meta-analysis of team training in healthcare. Journal of Applied Psychology, 101,9, 1266-1304.
Harrison, M. I., & Shortell, S., M. (2020). Multi-level analysis of the learning health system: Integrating contributions from research on organizations and implementation. Learning Health Systems, e10226.
Halligan, M. and Zecevic. (2011). Safety culture in health care: a review of concepts, dimensions, measures and progress. BMJ Quality and Safety, 20, 4, 228-343.
Gittell, J. H. et al. (2018). Impact of relational coordination on staff and patient outcomes in outpatient surgical clinics. Health Care Management Review, 45, 1, 12-20.
Gittell, J. H. (2016). Transforming relationships for high performance: The power of relational coordination. Stanford: Stanford University Press.
Gittell, J. H. & Hajjar, L. (2019). Strengthening patient-centered care in the VHA: A relational model of change. Journal of General Internal Medicine, 34, 7-10.
Garvin, D. Edmondson, A., & Gino, F. (2019). Is yours a learning organization? Harvard Business Review, Winter, 86-93.
Christianson, M. K., et al. (2011). Becoming a high reliability organization. Critical Care, 15, 314.
Al-Janabi, A. et al. (2018). Bellagio Declaration on high-quality health systems: from a quality moment to a quality movement. The Lancet, 6, 11.
