The Relationship Between Human Resource Strategies and Organizational Performance Based on The Balanced Scorecard in a Public hospital in Iran: A Cross-Sectional Study



Background: Today, due to complex environment and rapidly changing of health industry, hospitals need to optimize their organizational performance to achieve a competitive advantage. One of the important factors for achieving competitive advantage is the effective human resources management through application of appropriate human resource strategies. The aim of this study was to investigate the relationship between human resource strategies and organizational performance based on the balanced scorecard.

Methods: A cross-sectional study was conducted among clinical and administrative staff in a public hospital in Isfahan, Iran. All eligible staff entered the study (n=200). Data were collected using self reported questionnaires during July 2018. The main questionnaire contained 32 items which investigated employees' perceptions on human resource strategies (including seven strategies) and organizational performance based on the balanced scorecard approach. In order to analyzing data, Pearson correlation coefficient and multivariate regression analysis were applied using SPSS/21 software (P <0.05).

Results: In this study, 154 questionnaires were completed and returned (return rate = 77%). Human resource strategies and organizational performance were evaluated at a medium level. There was a significant positive relationship between human resource strategies and organizational performance (r = 0.73, p = 0.001). Pearson correlation coefficient showed that human resource strategies had the highest relationship with organizational performance in the dimension of growth and learning (r = 0.669, p = 0.001) and the least relationship with the dimension of financial performance (r = 0.455, 0.001). 0 = p). Regression analysis showed that all human resources strategies were effective on organizational performance (R=0.998, R2=0.997, ADJ.R2=0.997). Staff training and development strategy (Beta = 0. 265, p = 0.000), personnel compensation (Beta = 0.212, p = 0.000) and recruitment strategy (Beta = 0.208, B, P=0.000) had the greatest impact on organizational performance respectively.

Conclusion: In order to improve hospital performance, it seems that the development of human resource strategies (especially staff training and development, and compensation strategy) can be considered by hospital managers. The findings of this study can be considered for developing hospital performance in similar context.

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