Strategic human resource management in a health system

Abstract

This paper investigates the factors that influence the operationalisation of strategic human resource management and development in The Health System, a state health system in Australia. A survey was conducted among a sample of managers in all districts of The Health System. It indicates that the factors influencing the operationalisation of strategic human resource management and development, appear to be that vision and long term objectives do not seem to be clearly communicated to staff. There is not a close relationship between those that implement policy and those that devise it. Conflicts and contradictions exist either within or between policy and procedural documents that are to be implemented. Most managers are unsure if their staff is fully committed to implementing corporate strategic directions. Most of the recommendations relate to improvements in management and staff development programs, investigating resource and workload implications and improving communication at all levels.