Human Resource Management Challenges and Changes Nt
BHM 324:
Human Resource Management
Challenges and Changes
Joshua Stallard May 26, 2013 Module 1 Case Assignment
Human resource management is significant because it kind of acts as a synergistic entity. All the parts need to be able to work together and communicate to result in a smooth product. Organizational restructuring has impacted staffing in healthcare organizations because it predominately ends up with cutting jobs. The workload becomes so unbearable and employees begin to suffer from stress and eventually burn out. Decreased personnel and increased workload equates to more mistakes being made. People start to cut corners and service is eroded. Production quality slips all the while more work is required. Not only that but interpersonal relationships and customer service also begins to be affected as anxiety increases and tempers flare. This in turn affects customer loyalty which is one of the key linkages in the service profit chain. This will also be eroded because employees suffer from stress. Payroll management only motivated by managers to operate with insufficient labor levels, which in turn negatively affects profitability.
In my opinion, I agree with the article “Staffing numbers cutting payroll doesn’t always pay off” (Bowes, B. 2009). Decreasing the number of employees does not always save a company or an organization money for the following reasons. Focusing on maintaining a maximum staffing level will have more of an impact on profitability then customer service. We all know staffing levels have a major impact on company costs, but what we don't realize is that staffing levels also has a huge impact on both quality of the product, quality of the process as well as customer- service quality. For instance, in a self serve business having the right product at the right time and the right location has more of an impact then customer service. If I were in charge of selecting a
Human Resource Management
Challenges and Changes
Joshua Stallard May 26, 2013 Module 1 Case Assignment
Human resource management is significant because it kind of acts as a synergistic entity. All the parts need to be able to work together and communicate to result in a smooth product. Organizational restructuring has impacted staffing in healthcare organizations because it predominately ends up with cutting jobs. The workload becomes so unbearable and employees begin to suffer from stress and eventually burn out. Decreased personnel and increased workload equates to more mistakes being made. People start to cut corners and service is eroded. Production quality slips all the while more work is required. Not only that but interpersonal relationships and customer service also begins to be affected as anxiety increases and tempers flare. This in turn affects customer loyalty which is one of the key linkages in the service profit chain. This will also be eroded because employees suffer from stress. Payroll management only motivated by managers to operate with insufficient labor levels, which in turn negatively affects profitability.
In my opinion, I agree with the article “Staffing numbers cutting payroll doesn’t always pay off” (Bowes, B. 2009). Decreasing the number of employees does not always save a company or an organization money for the following reasons. Focusing on maintaining a maximum staffing level will have more of an impact on profitability then customer service. We all know staffing levels have a major impact on company costs, but what we don't realize is that staffing levels also has a huge impact on both quality of the product, quality of the process as well as customer- service quality. For instance, in a self serve business having the right product at the right time and the right location has more of an impact then customer service. If I were in charge of selecting a
References: 1. Bowes, B. (2009). Staffing by numbers: Cutting payroll doesn’t always pay off. Winnipeg Free Press. Retrieved from Proquest 2. Mueller, J. R. & Baum, B. (2011). The definitive guide to hiring right. The Journal of Applied Business and Economics, 12, 140-154. Retrieved from Proquest