The alignment of human resources and organizational culture in magnet hospitals: Selection and job fit as an antecedent to retention and performance

by Denkins, Tony W., Ph.D., CAPELLA UNIVERSITY, 2013, 207 pages; 3563443


Since its inception over two decades ago, hospitals that have attained the magnet designation rank among the top hospitals in the country. To maintain this designation research indicates that they must maintain a certain culture. In the area of human resources (HR), a great deal of literature indicates a clear correlation between specific HR best practices and selection strategies, and the attainment of competitive advantage. This qualitative multiple case study addresses a gap in the literature between the positive effects that HR has on organizational culture and the success that is attained and maintained by magnet hospitals. Guided by four research questions, this study examines whether HR in these organizations utilize specific processes, practices and strategies that are tailored to the needs of the magnet hospital workforce, and have a direct effect on their ability to attain and maintain this high-level status. Utilizing a qualitative approach and case study design, data was gathered from five different magnet hospitals and 20 human resources leaders within them. Addressing six different sub questions, participants were asked to provide insight into their magnet organization's culture, practices, processes and strategies revolving in and around selection, retention and alignment between HR and the organization's culture. The primary focus of this inquiry was to examine HR's ability to align its strategies with the needs of the magnet hospital, and whether or not these strategies potentially assisted the organization in maintaining its designation. The outcomes of this study indicated a clear correlation between the strategies of HR and the success factors represented by the organizations ability to attain and retain its magnet designation. Through what could be considered an above normal level of focus on the creation of targeted HR processes and practices, findings supported previous literature indicating a link between the strategies utilized by HR and an increase in organizational competitive advantage. Furthermore, HR's high-level focus appeared to be the driver behind their ability to align themselves with the organization's culture in such a way that the creation of supporting strategies was accurate and effective over an extended length of time.

AdviserCalvin Lathan
Source TypeDissertation
SubjectsManagement; Health care management
Publication Number3563443

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