Human Resource Management (HRM) Strategies of Medical Staff During the COVID-19 Pandemic

Overview

Journal Heliyon

Specialty Social Sciences

Date 2023 Sep 29

PMID 37771528

Authors

Abdullah Mahdavi

Rasha Atlasi

Maryam Ebrahimi

Ehsanollah Azimian

Roya Naemi

Affiliations

Soon will be listed here.

Abstract

Healthcare workers are at the forefront of fight against COVID-19 and the managers of medical centers should develop coping strategies for the challenges caused by COVID-19, especially for health human resources in order to improve the performance of healthcare organizations. Hence, the purpose of this study is to investigate the human resource management strategies of medical staff during the COVID-19 to help them cope with the new strains of COVID-19 or epidemics of viral diseases that may occur in the future. In this study, a search was performed in the international Web of Science electronic database, using keywords such as human resource management and COVID-19. As a result, a total of 1884 articles published between January 1st, 2020 and October 22nd, 2021 were extracted. After screening the articles based on inclusion and exclusion criteria, 24 articles were selected to enter the study. Then, a scientometric analysis was performed on the content of selected articles and the results were presented in the form of tables and conceptual models. In total, 9 strategies were extracted from the selected articles including development of organizational culture, staff screening, policy-making, infection control training and monitoring the implementation of learned materials, patient management, human resource management, psychological and motivational support, communication and coordination, and digital health services. Employing comprehensive strategies to maintain the health of healthcare workers during the COVID-19 can play an effective role in reducing burnout, improving productivity and employee satisfaction, and in increasing the resilience of healthcare workers. It also has a positive effect on the patient's safety. Revision and reengineering of human resource management strategies in health and treatment organizations according to different cultures and contexts require research and investment in creative and innovative strategies.

Citing Articles

Adaptation of the Nursing Activities Score in Latvia.

Cerela-Boltunova O, Millere I, Trups-Kalne I Int J Environ Res Public Health. 2024; 21(10).

PMID: 39457257 PMC: 11507993. DOI: 10.3390/ijerph21101284.

References

Bhushan K, Khanna S, Sharma M, Rai P . Soft Skills and Psychosocial Counselling in COVID-19 Times: the Changing Tactics. J Maxillofac Oral Surg. 2021; 21(1):271-276. PMC: 8438104. DOI: 10.1007/s12663-021-01639-5. View

Al Knawy B, Al-Kadri H, Elbarbary M, Arabi Y, Balkhy H, Clark A . Perceptions of postoutbreak management by management and healthcare workers of a Middle East respiratory syndrome outbreak in a tertiary care hospital: a qualitative study. BMJ Open. 2019; 9(5):e017476. PMC: 6502063. DOI: 10.1136/bmjopen-2017-017476. View

Karimi Dehkordi N, Abbasi A, Radmard Lord M, Soleimanpour S, Goharinezhad S . Interventions to Improve the Willingness to Work Among Health care Professionals in Times of Disaster: A Scoping Review. Inquiry. 2021; 58:469580211059959. PMC: 8679035. DOI: 10.1177/00469580211059959. View

Salas-Vallina A, Ferrer-Franco A, Herrera J . Fostering the healthcare workforce during the COVID-19 pandemic: Shared leadership, social capital, and contagion among health professionals. Int J Health Plann Manage. 2020; 35(6):1606-1610. PMC: 7436729. DOI: 10.1002/hpm.3035. View

Houghton C, Meskell P, Delaney H, Smalle M, Glenton C, Booth A . Barriers and facilitators to healthcare workers' adherence with infection prevention and control (IPC) guidelines for respiratory infectious diseases: a rapid qualitative evidence synthesis. Cochrane Database Syst Rev. 2020; 4:CD013582. PMC: 7173761. DOI: 10.1002/14651858.CD013582. View

Zhou Y, Fang J, Wang S . Discussion on the Management Method of COVID-19 Infection Prevention in Medical Residents. Iran J Public Health. 2021; 49(Suppl 1):87-91. PMC: 8266021. DOI: 10.18502/ijph.v49iS1.3674. View

Nafar H, Tahmazi Aghdam E, Derakhshani N, Saniee N, Sharifian S, Goharinezhad S . A systematic mapping review of factors associated with willingness to work under emergency condition. Hum Resour Health. 2021; 19(1):76. PMC: 8222953. DOI: 10.1186/s12960-021-00622-y. View

Jog S, Kelkar D, Bhat M, Patwardhan S, Godavarthy P, Dhundi U . Preparedness of Acute Care Facility and a Hospital for COVID-19 Pandemic: What We Did!. Indian J Crit Care Med. 2020; 24(6):385-392. PMC: 7435084. DOI: 10.5005/jp-journals-10071-23416. View

Michaels D, Wagner G . Occupational Safety and Health Administration (OSHA) and Worker Safety During the COVID-19 Pandemic. JAMA. 2020; 324(14):1389-1390. DOI: 10.1001/jama.2020.16343. View

10.

Hernandez-Diaz Y, Genis-Mendoza A, Fresan A, Gonzalez-Castro T, Tovilla-Zarate C, Juarez-Rojop I . Knowledge, Emotions and Stressors in Front-Line Healthcare Workers during the COVID-19 Outbreak in Mexico. Int J Environ Res Public Health. 2021; 18(11). PMC: 8197458. DOI: 10.3390/ijerph18115622. View

11.

Kisely S, Warren N, McMahon L, Dalais C, Henry I, Siskind D . Occurrence, prevention, and management of the psychological effects of emerging virus outbreaks on healthcare workers: rapid review and meta-analysis. BMJ. 2020; 369:m1642. PMC: 7199468. DOI: 10.1136/bmj.m1642. View

12.

Heinsch M, Tickner C, Kay-Lambkin F . Placing equity at the heart of eHealth implementation: a qualitative pilot study. Int J Equity Health. 2022; 21(1):38. PMC: 8931179. DOI: 10.1186/s12939-022-01640-5. View

13.

Sorbello S, Bossi E, Zandalasini C, Carioli G, Signorelli C, Ciceri F . After Action Reviews of COVID-19 response: Case study of a large tertiary care hospital in Italy. Int J Health Plann Manage. 2021; 36(5):1758-1771. PMC: 8239549. DOI: 10.1002/hpm.3258. View

14.

Khan Z, Siddique A, Lee C . Robotics Utilization for Healthcare Digitization in Global COVID-19 Management. Int J Environ Res Public Health. 2020; 17(11). PMC: 7312924. DOI: 10.3390/ijerph17113819. View

15.

Carnevale J, Hatak I . Employee adjustment and well-being in the era of COVID-19: Implications for human resource management. J Bus Res. 2020; 116:183-187. PMC: 7241356. DOI: 10.1016/j.jbusres.2020.05.037. View

16.

Rotea C, Ploscaru A, Bocean C, Varzaru A, Mangra M, Mangra G . The Link between HRM Practices and Performance in Healthcare: The Mediating Role of the Organizational Change Process. Healthcare (Basel). 2023; 11(9). PMC: 10178150. DOI: 10.3390/healthcare11091236. View

17.

Azizoddin D, Vella Gray K, Dundin A, Szyld D . Bolstering clinician resilience through an interprofessional, web-based nightly debriefing program for emergency departments during the COVID-19 pandemic. J Interprof Care. 2020; 34(5):711-715. DOI: 10.1080/13561820.2020.1813697. View

18.

Kuhlmann E, Dussault G, Correia T . Global health and health workforce development: what to learn from COVID-19 on health workforce preparedness and resilience. Int J Health Plann Manage. 2021; 36(S1):5-8. PMC: 8206822. DOI: 10.1002/hpm.3160. View

19.

Spohr F, Padosch S . [Human resource management - Motivation of medical staff in intensive care medicine]. Anasthesiol Intensivmed Notfallmed Schmerzther. 2011; 46(1):64-7. DOI: 10.1055/s-0030-1270560. View

20.

Chew Q, Wei K, Vasoo S, Sim K . Psychological and Coping Responses of Health Care Workers Toward Emerging Infectious Disease Outbreaks: A Rapid Review and Practical Implications for the COVID-19 Pandemic. J Clin Psychiatry. 2020; 81(6). DOI: 10.4088/JCP.20r13450. View