Human Resources Strategies to Improve Performance in Healthcare Organizations.

Section 1: Foundation of the Project

Background of the Problem

Human resource management strategies add unique value to healthcare

organizations by serving as a mechanism for managing and delivering quality through

expertise and creating functional organizational processes, policies, and procedures (van

Nisterlrooij & Homan, 2019). Inefficient use of management resources jeopardizes the

integrity and quality of services provided by healthcare professionals. Researchers study

how human resources practices improve quality and performance in healthcare

organizations. The leadership in healthcare organizations is responsible for developing

strategies to achieve the goal of increased patient care and implementing strategies for

quality assurance (Hamm et al., 2021). The initial step is to examine management

processes for integrating high-quality care and identify human resources practices that

positively impact management strategies and overall patient care.

Business Problem Focus and Project Purpose

The specific business problem was that some healthcare leaders lack strategies to

use human resource functions to enhance organizational processes and systems for

improving performance. Therefore, this qualitative, pragmatic inquiry explores human

resource functions healthcare leaders use to enhance organizational processes and

systems to improve performance. The population for this qualitative, pragmatic inquiry

was comprised of seven healthcare leaders in the Northeastern and Southeastern regions

of the United States who utilize human resources strategies to improve efficiency and

improve the quality of patient care. The data sources used were semistructured interviews

with healthcare leaders and publicly available documents. The purposive sampling

method was utilized for the study. Purposive sampling is a technique commonly used by

researchers to validate data collected that relates to a particular phenomenon (Denieffe,

2020). Using purposive sampling allowed me to select experienced leaders from

healthcare facilities that have integrated human resources strategies to improve patient

care. Participants’ eligibility criteria included leaders in healthcare, specifically clinical

directors, human resource managers, director of nursing, and members of the chief

executive leadership team. The theory that grounds this pragmatic inquiry design is Kurt

Lewin’s change management theory. Kurt Lewin’s concepts of original research in 1939

on organizational development inspired a movement of scholars to focus on

organizational change theory in 1947.

Research Question

What human resources strategies do healthcare leaders use to enhance

organizational processes and systems to improve performance?

Assumptions and Limitations

Assumptions

Assumptions are unverified facts (Sebele-Mpofu & Serpa, 2020). Several

assumptions exist when conducting research with managers. The initial assumption is that

healthcare managers possess a foundation in management techniques. The second

assumption is that healthcare managers and the employees in those departments are

interested in managing healthcare departments. The last assumption is that all managers

are interested in improving patients’ overall quality of care.

Limitations

Research limitations are barriers that I cannot control. It is recommended for

researchers to integrate tools while conducting research to identify limitations and

vulnerabilities systematically. (Munthe-Kaas et al., 2019). Limitations included accessing

participants, participant objectivity, researcher and participant boundary issues, and

participant mistrust of the research process (Howard, 2021). One limitation is that the

healthcare organizations in this study was restricted to a specialization in healthcare and

did not account for all types of healthcare practices; an alternative healthcare

specialization may have a different experience. Another limitation was leaders with

experience managing may be limited in utilizing human resources management. Another

limitation is that all participants are from the United States; other countries may present a

varied experience.

Transition

In Section 1, the background of the study, business problem and purpose, research

question, assumptions, and limitations were discussed. Section 2 will consist of a review

of professional literature. Project ethics, the project’s nature, population, sampling, data

collection, analysis techniques, reliability, and validity will be covered in Section 3.

Findings will be presented in Section 4.

Section 2: The Literature Review

A Review of the Professional and Academic Literature

A review of professional and academic literature, including critical analysis and

synthesis, is vital to this study. This qualitative, pragmatic inquiry explores healthcare

leaders’ strategies to analyze performance while implementing human resources

functions to manage organizational processes and systems. The literature review included

professional and scholarly work on healthcare leaders’ human resources strategies to

enhance organizational processes and systems for improving performance. The alignment

of present data and varied research materials in the recommended pragmatic inquiry will

be demonstrated through data accumulation, research analysis, and synthesis. Several

academic resources were reviewed for this research, including ABI/Inform, Business

Source Complete, ProQuest, Google Scholar, Scholar Works, ScienceDirect, Academic

Search Complete, and Sage Journal. Key words being searched to guide this literature

review include human resources, consultants, field change theory, field theory, Kurt

Lewin, performance in healthcare organizations, business process theory, organizational

change, strategic planning, and healthcare leader’s role.

The comprehensive literature review was systematic and exhaustive. First, the

conceptual framework was explained, and a critical analysis of supporting theories will

be provided. Second, the literature was critically analyzed and synthesized data on

themes relating to the study’s purpose: to examine human resources strategies to improve

performance in healthcare facilities. Lastly, a comparison of different perspectives was

completed that evaluated the relationship of this pragmatic inquiry to previous research

and findings. The study provided a vigorous, substantiated review of professional and

academic literature related to data on human resources strategies for quality improvement

in healthcare facilities.

The literature review contains 67 references published between 1939 and 2024.

Table 1 contains the sources accompanied by their respective publication years: (a) 97%

peer-reviewed journal articles, (b) 1% non-peer-reviewed journal articles, and (c) 2%

seminal works.

Table 1

Literature Review References

Reference

Total

Total Published After

2019

Percentage In Or

After 2019

Non-Peer Reviewed

100%

Peer Reviewed

100%

Seminal Works

Total

97%

In this literature review, I explore the inefficient use of human resources

management strategies as an issue that plagues quality improvement in the healthcare

field. In a pragmatic inquiry, Burrell (2020) identified additional consequences in

organizational processes: negative organizational culture, decreased employee

satisfaction and motivation, a negative management perspective, increased operational

costs, and high employee turnover rates. A decrease in the quality of patient care is a

significant consequence of ineffective human resources management strategies.

Kurt Lewin’s Change Management Theory

In 1939, Kurt Lewin studied social and behavioral influences and their impact on

psychology, social facts, and social relationships (Lewin, 1939). The critical concepts of

Kurt Lewin’s change management theory are the process of change in organizational

processes intact, integrating a new process, also known as the change process, and

refreezing this process to influence organizational culture and develop a new cultural

norm (Khalfallah et al., 2023). The influence of an organizational cultural norm through

observation of physical and physiological processes (Lewin, 1939). The logical

connections between the framework presented and this pragmatic design include Lewin’s

organizational change management theory, which identifies the impact of organizational

change during process management implementation.

Identifying the most appropriate theory to support the research data is crucial

when conducting a study. Business process theory and change management theory are

suitable for this research topic. Housebane et al. (2020) indicated that business process

analysis in healthcare needs to be more utilized and that improvements within the

healthcare system will remain unrealized by analyzing and reviewing healthcare

processes. The benefits of evidence-based process improvement within healthcare

organizations will remain underdeveloped (Housebane et al., 2020). Containing costs

while maintaining quality is the dichotomy that healthcare organizations face. Business

process analysis helps identify processes that need a strategy change. Kurt Lewin’s

change management theory is the seminal research to support this pragmatic inquiry as it

explains the process of change and the stages leaders import to positively implement

change. Khalfallah et al. (2023) identified the importance of performance process

improvement for success in healthcare organizations. Increasing organizational

performance using business process design helps improve the quality of care of services.

Housebane et al. (2020) also noted the importance of the performance management

process. They added that in healthcare, it has been used in modeling, deployment,

execution, monitoring, analysis, and optimization of business processes. Therefore, this

process analyzes strategies healthcare leaders use to effectively utilize organizational

resources to improve performance.

Research indicates the utilization of human resources management techniques to

improve healthcare quality. Various studies identify specific benefits of implementing

human resources strategies in management processes; there are challenges to aligning

present management goals with the goals of human resources leaders. However, there is

an illustrated need for alignment with human resources strategies to integrate the strategic

plan. Presenting perspectives of executives, management, and human resources leaders

provides a comprehensive analysis of the implications of improved performance and

quality when integrating human resources strategic goals.

Supporting information included in the literature review consists of peer-reviewed

journal articles, books, and website content. The peer-reviewed and scholarly information

that supported this research was accessed using search engines, including ProQuest,

Google Scholar, JPNA, Scholar Works, ScienceDirect, Academic Search Complete, and

Sage Journal. Research articles utilized in this pragmatic inquiry provided contributing

information about business management practices in healthcare organizations and their

impact on improving patient quality and care. The literature demonstrates the significance

of incorporating business management theory, change management theory, and human

resource strategies into the strategic plan for healthcare leaders to increase patient care

quality.

Two theories that were researched but did not best support the basis of the

research were Neisser’s cognitive theory and Ludwig’s change theory. Both theories are

key concepts and vital in analyzing and devising organizational resolutions. As applied to

this study, the cognitive theory focuses on information processing limitations in using

mental models and decision-making processes (Van Rossem, 2021). The cognitive theory

would analyze the relationship between independent variables (human resources value

creation and improvement of organizational processes) measured by the Repertory Grid

Technique and a rating procedure for statistical data. The measurements will predict the

appropriate use of management resources. This design was suitable for my research as

my study aimed to explore the value created by integrating human resources management

strategies to improve performance by examining administrative processes, organizational

systems, and inefficient use of management resources.

The literature review was used as a tool to analyze various assessment processes

to determine the implementation of human resource practices in management strategies

and the criteria for selecting subject matter experts to employ human resource practices

(Van Rossem, 2021). Delegation of standards for choosing a consultant contributes to the

validity of the expertise of human resources consultants. The illustration of the added

value that human resource strategies contribute to healthcare leaders provides evidence of

the need for human resource strategy implementation. The outcomes of the study provide

the perimeters for integrating human resource strategies with healthcare leaders. The

literature also presents a hypothesis of the benefits of integrating human resource

strategies to improve performance (Pemer et al., 2020); this hypothesis aligns with the

research by demonstrating the benefits of using these strategies in healthcare

organizations to improve the overall quality of patient care. The study’s data presented an

analysis of the importance of investigating the value of alignment in the human resource

management and organizational relationship in healthcare (Chudzikowski et al., 2020).

Improper implementation can result in a decrease in employee motivation and,

ultimately, a failure in performance, which results in a decreased quality of patient care.

All measures researched surrendered justifiable data that supported the addition of

human resource strategies in an organization but did not produce financial benefits to

organizations or the economic costs of additional resources. Companies are ultimately

interested in the bottom line. Future research will benefit by including a cost-value

analysis to support the benefits of employing human resources experts and its impact on

quality of care and organizational growth against maintaining current management

strategies and employee and patient satisfaction.

Change Management Theory

Kurt Lewin’s influential research on organizational development inspired a

movement of scholars to focus on organizational change (Albrecht & Roughsedge, 2023).

Lewin studied behavioral influences in a workplace setting, the importance of change

processes, and the findings in the research conducted that shape today’s workforce.

Albrecht and Roughsedge (2023) identified that employees feel a part of the decision-

making process when they participate, and inclusion reduces workplace resistance among

employees. Research also connects the motivational interview technique and Lewin’s

organizational change management theory. Albrecht and Roughsedge (2023) identified

three grounds for an integrative framework for motivation through organizational change.

Healthcare leaders use motivational interview techniques to assess employee and patient

issues and use human resource strategies to motivate and provoke organizational change.

Lewin’s change management theory identifies three stages in the organizational

process of transition: unfreeze, change, and refreeze. The unfreezing phase is preparing

for the desired change, implementing the desired change, and refreezing to solidify the

desired change. The three supporting grounds include Lewin’s suggestion that employees

should not be coerced or pressured when asking for feedback, which is the premise of

motivational interview theory. Lewin identified how processes in the workforce influence

behavioral change, and motivational interviews identified individuals in various stages of

change and the behavioral changes that accompany the process (Lewin, 1939). Both

frameworks are based on cognitive dissonance and applied psychology (Albrecht &

Roughsedge, 2023). Lewin’s groundbreaking research on organizational change Lewin

(1944) specified standards for studying organizational production and performance.

Lewin asserted management’s role and responsibility in maintaining and increasing

productivity. This methodology correlates with this pragmatic inquiry as it provides

evidence-based theory to integrate practices for increasing productivity by increasing

employee satisfaction.

The study identified three management styles (autocratic, democratic, and laissez-

faire) and their impact on employee motivation (Lewin, 1944). The seminal work

concluded that setting performance measures to increase productivity is vital and

proposed that relaxing standards would decrease productivity. The research identified the

benefit of increasing standards and raising goals to increase employees’ internal

motivation and productivity (Lewin, 1944). Lewin’s foundational research demonstrates

how human resource strategies and organizational leaders can implement policies,

develop change initiatives, and influence positive performance improvement in a

healthcare facility. This background supports the data presented in this pragmatic inquiry

through the illustration of the value of assessing organizational change; Kurt Lewin’s

seminal change management theory is the grounds for the organizational change process

as he is known as the “father of organizational change.” The data presented in the study

aligned with the research presented to exemplify the influence of organizational change,

employee motivation, the quality of patient care, and increasing organizational

performance.

Organizational Change

Interrelationships guide the human resources strategic plan to support business

functions. Strategies and operations drive an organization’s business decisions. The

operating plan works in tandem with the strategic plan. Human resource strategies are

regarded as the backbone of sound business practices. The operating plan directs human

resources, focusing on developing initiatives through developing a mission, value

proposition, development goals and objectives, value chain, research evidence, timeline

and milestones, and budget (Cooke et al., 2021). Successful strategies to incorporate an

operating plan must contain organizational objectives, activities to be delivered, quality

standards, desired outcomes, staffing and resources requirements, implementation

requirements, and a monitoring process.

Human resources leaders who develop operating plans analyze existing successful

strategies. Assessing an organization’s mission, vision, and values is essential in aligning

the strategic and operating plans. Dyer et al. (2020) defined business strategy as a

company’s dynamic plan to gain and sustain competitive advantage. The strategic plan

identifies what markets to compete in, identifies the unique value the firm will offer in

those markets, connects the resources and capabilities required to provide that unique

value better than competitors, and indicates ways to sustain market advantage while

increasing performance. The study used the literature as evidence to support the theory of

human resources and the integral role devised in strategic planning by integrating the

needs of the stakeholders and employees to improve the value of care provided to

patients.

Strategic planning in business is instrumental to the success of implementation.

Developing a strategy for organizational sustainability is the responsibility of business

leaders. Human resources focus on the operating plan and identifying the organization’s

key activities to accomplish organizational goals. Human resources leaders can devise a

successful operating plan for their organization by analyzing an existing strategic plan

and examining current business needs. Dyer et al. (2020) described business strategy as a

road map to achieve market position and desirability over the competition. These

strategies can be translated by a leader directly into an active business operations plan.

Human resources analyze issues and develop an operating plan incorporating a

business’ mission, vision, and plan for future business strategies. Successful

implementation is dependent on the examination of organizational strategic goals and

implementing a plan to accomplish the mission and vision business goals, focusing on

value creation through examination of the workforce and positive change initiatives,

assessing the organization’s strengths, weaknesses, opportunities, and threats, and

examining a GAP analysis to devise an action plan to move from current position to

achievement of operational goals. This pragmatic design includes the evidence found in

this literature to highlight the effect of the absence of operational objectives, resulting in

the need to amend an organizational strategic plan in a healthcare facility and integrate

human resources roles.

Organizational Change Alliance

The success or failure of a strategic plan depends on the effectiveness of

management’s communication of the strategy. Northouse (2019) indicated that leadership

is a process that involves influence, and in an organization, leadership works towards

common goals. The literature suggests that leaders in an organization should execute

business strategies well to prevent failure by integrating human resources practices. Dyer

et al. (2020) indicated that companies that fail to complete business strategies fail to

communicate clear objectives, do not have a transparent compensation system for

achieving goals, and fail to do so. Leadership needs a clear direction. Chmielewska et al.

(2022) asserted that leaders must understand the benefits of utilizing McKinsey’s 7S

framework and the importance of strategy, structure, and systems.

Human resource subject matter experts know the difficulty and time it takes to

develop staffing, shared values, skills, and style. Comprehending this framework

provides essential factors that help sustain market position (Chmielewska et al., 2022).

These strategies align with the study in providing a framework for healthcare leaders by

identifying leadership roles, executing intricacies, understanding organizational culture

influences, resolving execution challenges, and converting identified challenges into

opportunities to influence change and implement the vested requisites of patients and

employees. Using the literature in the pragmatic design should illustrate the importance

of satisfying all interests to improve quality in healthcare facilities.

Dyer et al. (2020) identified eight steps to implementing successful strategic

change: act with urgency, build a team of experts and leaders to design and communicate

change, motivate the vision, empower individuals in the organization, celebrate

individual successes throughout the organization, consolidate gains and continue to

innovate and make change a part of the organization. Utilizing practices may enable

leaders to develop a strategy to distinguish market value, forming a relationship between

the organization and design (Dyer et al., 2020). The importance of creating a strategy

map and identifying the tools needed for strategic change is instrumental for plan

development; a strategy map and identifying the tools needed for strategic change is

instrumental for plan development, which is what this study will illustrate.

Using human resources functions enables leaders to determine the value creation

and divides strategic objectives into four perspectives: financial, customer, internal

process, and learning and growth (Jo et al., 2024). Healthcare leaders should understand

the vital role they have in the development and implementation of these processes.

Through an assessment of the literature, the research will demonstrate the focus of

strategic planning, the implementation and formulation phase, and the importance of

continuing to incorporate change in day-to-day operations, which is vital for continued

success. Assessing ongoing strategic change is challenging for management. The study

will support the assertion for an assessment tool to analyze differences and evaluate the

need for additional changes.

Strategic Planning

Strategic planning is instrumental in identifying an organization’s goals. Boon et

al. (2024) indicated that the strategic vision is the organization’s plan that predicts all

current variables in the future and added that the strategic vision would be realistically

efficient and effective in organizations if technological standards were adopted. There are

numerous benefits to developing strategic planning. The advantages are a good

understanding of administrative function, development of human capabilities and skills,

and improvement in an organization’s competitive advantage. A successful strategic plan

determines long-term sustainability. The study will support the literature’s findings on the

importance of strategic planning for an organization to meet and exceed quality goals.

Strategic planning and the integration of human resources strategies in developing the

goals in a healthcare facility are instrumental to accomplishing the goals.

Variables and indicators measure sustainability. Boon et al. (2024) indicated that

variables of successful strategic planning are analysis, technological knowledge

management, electronic training, and cost management. The outcomes connected to the

variables include innovation management, research and development, value-added,

efficiency, and performance effectiveness. Measuring indicators is an integral part of the

strategic planning process. The outcome of measuring indicators results in sustainable

competitive advantage, which produces increases in the following areas: innovation rate,

quality, development rate, budget for development, standard and effectiveness of

performance and efficiency, job satisfaction, and value-added (Ali Albaz, 2019). The

literature aligns with the goals of the pragmatic study as it is imperative to measure

variables in a healthcare facility like innovation rate, quality, development rate, job

satisfaction, and value standards to understand the impact each variable has on the quality

of care for patients.

Steps of Strategic Planning Cycle

Formulating a strategy involves selecting the company’s actions to gain and

sustain a competitive advantage (Cooke et al, 2021). Strategic goals provide unique value

to customers in the appropriate markets, developing a set of resources and capabilities

that allows organizations to deliver unique value to customers better than competitors and

sustain the competitive advantage by figuring out how to prevent imitation of the chosen

strategy. Dyer et al. (2020) proposed four phases in strategic planning: the organization’s

mission, SWOT analysis, strategy formulation, and strategy implementation. Dyer et al.

(2020) indicated that external analysis involves examining the competition and the forces

that shape industry competition and profitability, as well as customer analysis, to

understand what customers want. The study will attempt to understand what patients

want in healthcare facilities, what employees want, and the role human resources

strategies play in achieving these goals.

Shamuratovna et al. (2024) identified the steps of the strategic planning process

include setting strategic direction, strategic gap analysis, documenting the plan, executing

the plan, and monitoring the plan. After the monitoring and planning phases, leaders

continuously inform and reassess the Strategic Planning Process. Responsible parties

document the planning phase, followed by executing the planning phase, progress,

outlook, and feedback to monitor the planning phase. The study aims to identify the

imperative nature of the planning process and understand the stages of planning and

execution that exhibit the correlation between human resources as a strategic planner,

management processes, and assurance of quality improvement.

Long-Term Benefits of Strategic Planning

There are several long-term benefits of strategic planning. Successful strategic

planning includes business sustainability and financial success. Companies that achieve a

successful strategic plan meet organizational goals. Shamuratovna et al. (2024) asserted

that strategic planning benefits include clear directives by describing the essence of what

an organization does, the value it wishes to create, how future stakeholders if the

organization is booming, and what the organization intends to do going forward.

Effective risk management is another long-term benefit of the strategic planning process.

Shamuratovna et al. (2024) defined effective risk management as the process companies

use to identify and assess as many risks as possible to affect the organization’s success.

Motivation is another long-term benefit of strategic planning. The study will use

this literature to demonstrate the long-term benefits of strategic planning and aims to

explain the consequences of change strategies and the implications of a structured

organizational strategy. Shamuratovna et al. (2024) defined this phase by providing a

clear direction that ties the needs of stakeholders and the environment in which the plan

operates. A strategic plan can energize, motivate, and focus on every level of the

organization.

Aburmishan and Baum (2022) asserted that a completed strategic plan is not

effective if it has myriad goals and objectives connected to functional areas of leadership.

For strategic planning to be influential, leaders must successfully balance critical

missions and evolving cultures (Aburmishan & Baum, 2022). Despite being committed to

change, leaders must overcome the plagues of strategic planning. Leaders face deep-

rooted cultural expectations, conflicts with entrenched institutional values, and

institutional inertia that will fight change long after the need. When faced with challenges

among employees, leaders can produce a commonly overlooked challenge in creating a

culture of inclusion (Aburmishan & Baum, 2022). This study highlighted consequences

and challenges in existing organizational processes, the value of communicating change,

resistance to change, influencing transition, change implementation, and continued re-

assessment through the change management process through utilizing human resources

strategies.

The role that human resources play in an organization continues to evolve.

Nyfoudi et al. (2024) associated the evolution of the human resources function from

staffing and training to an instrumental role as a leader with a critical role as a strategic

planner, illustrating a tremendous progression. The evolution began as staffing and

training expanded to an indispensable role in the National Labor Relations Act of 1935,

evolving further to adopt the scientific management approach based on productivity, to

the role of a company advocate, and development of a focus on the organization’s human

capital (the people), marketing, communications, and public relations (Jo et al., 2024).

Human Resources functions are not limited to supporting business goals but include

organizational development across multiple areas of the organization.

Another phase is to include more educated managers who continued to focus on

the human dimensions but also included more significant facets of the business, such as

the influence of employees on the marketing, communications, and public relations of the

organization, inclusive of a strategic business partner developing tactics for

organizational goals, planning, and implementation through the employees of the

organization. This pragmatic inquiry used the literature’s contribution to show the

emphasis human resource strategies have on employee relations and improvement in

employee satisfaction. This study supported the connection between employee

satisfaction and improving patient care in healthcare facilities through existing literature.

Human Resources Management

Prabowo et al. (2020) advised the importance of human resources in an

organization despite the company’s design. The authors asserted that the Human

Resources entity focuses on the idea and helps the establishment’s employees (Prabowo

et al., 2020). Human Resources recognizes the importance of human capital and will

demand and advocate for the most qualified candidate for the organization despite all

factors adding to the firm’s integrity, innovation, and quality. Cooke et al. (2021)

indicated that the collaborative relationship triggers significant organizational change,

and these changes impact the employees, resulting in perceived trauma and stress in the

workforce. Elgoibar et al. (2021) identified additional unequivocal strengths of human

resource strategies that are beneficial to remedy perceptions during a transitional phase

and emphasized trustworthiness, relationship resolution of conflicts, well-being, and

influence of parties. These attributes contribute to the positive inception of an alliance

and partnership.

Human resource strategies emphasize the value of alliance as it enables a smooth

transition where mutual trust is achieved. The benefit is a culture of overall

organizational support while possessing the ability to resolve conflicts and accomplish

organizational objectives (Elgoibar et al, 2021). This is a necessary step in the strategic

process when there is an adversarial display of conflicting issues and rewards, and losses

are high throughout the change process. The literature demonstrated the emphasis

healthcare organizations place on medical technologies and evidenced-based medical

theories in management while not emphasizing human resource practices in managing

employees. Healthcare organizations routinely focus on the hierarchy of employees, the

highest being the medical director. However, the literature exhibited the importance of all

employees in healthcare organizations and the impact each has on increasing

performance and overall quality of patient care through the integration of human resource

practices.

Human resource involvement in developing policies and procedures is essential to

help leaders implement processes to manage organizational resources most efficiently.

Prabowo et al. (2020) defined the role of human resources as crucial and urgent in an

organization. Is offered human resources roles to maintain organizational continuity,

build community trust, and sustain organizational credibility (Prabowo et al., 2020).

Human resources aim to develop long-term and short-term goals for the organization

while playing an instrumental role in strategic plan development.

One focus of human resources is to utilize human capital to maximize

performance and result in maximum employee contribution. Prabowo et al. (2020)

asserted that human resources’ performance assessment factors include recruitment or

procurement of employees, training and development, mutation of tasks, and

compensation. The department is also instrumental in healthcare organizations. They

assess the current environment and adapt, improve the organization’s quality by

developing and implementing policies, maintain the integrity of services by

implementing organizational competence, and identify and monitor the work of everyone

(Prabowo et al., 2020).

Human resources can assess organizational processes and assist with devising a

strategic plan to improve those processes. Kim (2019) advises that human resources

achieve quantum innovations while enhancing business and being ambidextrous.

Organizational ambidexterity has been acknowledged as a source of sustainable

competitive advantage, and the outcomes include performance growth, perpetual

performance, innovation, and market valuation (Kim, 2019). Ambidexterity is “the

organizational capability to simultaneously achieve exploitation and exploration (Kim,

2019). This strategy is helpful when deciding to implement consultants in healthcare,

identifying creative strategies that improve patient quality.

Another strategy that is instrumental in the role of human resources to help

management effectively manage resources through the strategic plan is ensuring quality

in human resource quality as the critical aspect of achieving optimal organizational

performance. Song et al. (2023) advised that the human resources strategic plan is to

nurture and develop the organizational competence necessary to thrive in a competitive

environment. Research shows that human resource management and knowledge

management influence organizational performance. Human resources strategies that

impact organizational performance include a focus on improvement strategies, factors

including human resources management, organizational learning, knowledge

management, leadership, organizational culture, actors, alternative approach with the

development of human resources policies, organizational infrastructure, and knowledge

management development of policies, and sub-alternative strategies including conducting

recruitment and selection processes, budgetary support, facilitative leadership, and

building a shared vision. (Song et al., 2023).

Organizational Leadership

Transparency is an essential concept in an organization. Transparency produces a

cohesive relationship between leaders and members of an organization. Employees feel a

part of the decision-making process when there is transparency coupled with providing

feedback. The literature explores the correlation between transparency and an increase in

employee motivation. The literature supports the outcomes of better patient care in

healthcare facilities and an increase in employee motivation. DeVito and Goldacre (2023)

defined transparency as the lack of hidden agendas and conditions and the availability of

complete information required for collaboration, cooperation, and collective decision-

making.

Transformational leaders emphasize relationship-building connectivity and

transparency while leading. Northouse (2019) defines transformational leadership as

engaging with others and creating a connection that raises motivation. Moore and Ahmed

(2021) indicated that transformational leaders motivate people to make organizational

transitions. Moore and Ahmed (2021) showed that leadership and motivation are mutual

interactions, and followers have the most motivated leadership. Employees can be

stimulated when they feel part of the process and when leadership is transparent about

strategic plans.

DeVito and Goldocre (2023) identified that although transparency is ideal within

an organization, not all decisions should be made in the open and stated that stated

decisions should be personal, salary, and performance. The processes for these issues

should be transparent to employees, but the individual information should remain

confidential. Information that may cause high anxiety or make employees question the

organization’s stability may also be considered information carefully shared. Albrecht

and Roughsedge (2023) asserted that staff should know and understand the context of

decisions and the happenings as they react negatively when they do not know or

understand the context. Leaders can exert influence using transparency with employees as

they establish trust. Employees feel free to communicate issues and be part of the

resolution openly. DeVito and Goldacre (2023) noted that the relationship is a building

block that allows a more open, honest flow of ideas where staff and constituents are

valued.

Management strategies are an essential theme in the research. For healthcare

consultants to be beneficial in helping management processes for the long term, policies

and procedures must be developed outlining their utilization. Human Resources

departments are instrumental in developing organizational policies that enable employees

to produce efficiency in identified roles. The issue of ethics in healthcare with consultants

and transparency has been an issue of concern. The literature for implementing the

strategy of using consultants in healthcare while having a plan to protect patients and

their medical information must also be researched. Endalamaw et al. (2023) inquired

about how some healthcare organizations need to improve quality processes and studied

the improvement efforts and implementation despite barriers.

The methodology of organizational systems has become a more significant focus

as it studies the when, why, and where organizations can be successful. Research

illustrates evidence of improving quality in healthcare through building community

alliances and trust in the healthcare system (Endalamaw et al., 2023). The current trend of

emphasizing quality improvement and quality identifiers impacting healthcare

demonstrates a needed shift in performance improvement and implementation.

Change in Organizational Culture

Culture and leadership are purposely connected in organizations. Saeed et al.

(2023) stated that leaders must understand the importance of strategy and culture in

building a successful organization and prioritize both in their decision-making practices.

Saeed et al. (2023) stressed the importance of culture. They indicated that culture is

recognized as such a significant factor in an organization’s success that Fortune’s annual

Best Companies to Work for are based on anonymous reports about workplace culture.

Northouse (2019) defined culture as learned beliefs, values, rules, norms,

symbols, and traditions common to a group of people. Creating a cohesive organizational

culture is a high priority for organizational leaders. The literature correlates exhibitions of

the impact employee satisfaction in healthcare have on the quality of patient care. This

assertion also supports theories of the impact of culture and group thinking. Focusing on

connectivity and accessibility to leadership while creating a culture of cohesion is a

strategy for success.

Highlighting the leadership’s desire to be a part of the team and connect with

management and those on the front line with the customers is an important message. Staff

should know they have support from leadership and direct access to the support.

Leadership’s ability to create cohesion and trust in the culture is instrumental to this

strategy’s success. Mohammed and Al-Abrrow (2023) stated that bringing a team

together and giving them a shared purpose helps employees determine what the group

stands for and how to better deliver on their business goals by working toward the desired

culture.

Strategic Planning of Human Resources

Research suggests that developing the leading management team in a buy-build

circumstance is vital to the organization’s growth. The human resources strategic partner

plays an instrumental role in communicating with staff and advocating for staff through

situations of transition and change. Through outsourcing or a business partnership, an

organization’s ability to recognize the value of new information, assimilate it, and apply

it is vital to achieving organizational goals (Andrieiev et al., 2023). The study will

support the imperative nature of employees having an avenue they trust to express

grievances, make suggestions, and feel empowered as change agents.

Absorption capacity is the key to organizational growth, and the building blocks

of strategic plans depend on core processes and strategic capabilities (Andrieiev et al.,

2023). This pragmatic design will suggest strategies to integrate into a healthcare

facility’s strategic plan by exploring leadership practices in a healthcare facility.

Malvestiti et al. (2021) identified integrating organizational capacity with knowledge

from external sources, education, and the accessibility of additional information. An

indestructible human resources strategic partner will introduce and maintain the

motivation to achieve organizational goals through outsourcing processes and absorption

capacity from external sources. Innovation is the key to growth in an ever-changing

global society and indicates sustainability in an organization’s capacity absorption.

Malvestiti et al. (2021) identified organizations’ multifaceted responsibilities and

noted the social, environmental, and economic factors. Sustainability includes

profitability, human capital, business assets, internal organization culture, and external

financial, ecological, and social issues. Human resources strategic partners must possess a

solid plan for absorption capacity and seek knowledge and innovation from other sources

to maintain a competitive market position (Malvestiti et al., 2021). Through the guidance

of a strategic alliance, the strategic plan positions the organization to identify and obtain

new knowledge and innovation to assimilate current practices and resolve organizational

issues that affect society at large.

The results from this research may contribute to positive social change by

increasing the quality-of-care patients receive, as this action enhances the lives of

individual recipients on a micro level and the communities of those individuals on a

macro level. Organizations possess a unique opportunity to remedy societal challenges in

healthcare by implementing human resource strategies of shared value and inclusive

growth while instigating social change and stimulating economic returns (Malhotra et al.,

2021). This study will show the impact of positive social change with support from peer-

reviewed literature.

The steps utilized for a successful collaboration include the participation of all

parties in creating a plan for organizational capacity, taking advantage, and using the

existing talent internally. This study assesses resources and managerial capacity, a re-

conceptualization of an organization’s objectives, and how they sustain the business and

stay with the flow of innovation in health care. The study supports the recognition that

employees are a vital organizational resource and create the capacity to assess and grow

employees’ cognitive abilities to develop innovations.

Policymakers can also create organizational capacity; strategic partners and

organizational policymakers such as HR and government policymakers withhold this

power. Human resources leadership is integral to developing policies that impact a

managerial process. Jo et al. (2024) indicated that strategic partnerships are essential in

the strategic construction of operations and the organization’s perceptions by the staff.

Human resources strategic partners can shape the outcome of an alliance as they are a

direct line to the staff. The process will only succeed if the employees support an

organization’s development, growth, and sustainability efforts. Goggins and Rau (2021)

identified that sustainability is an organizational objective and consistent and that systems

and productions of consumption in organizations play a significant role in accomplishing

sustainability.

Embracing Organizational Change

Strasek et al. (2020) identified that the objective of relationships in businesses is

to relate to resolving organizational issues by exploiting organizational opportunities.

Connectivity is such an important concept in organizations. Showing interest in the

people who support the organization is essential. Leaders need to be more careful when

they believe their position as leaders is an automatic relationship of loyalty and trust.

These relationships must be developed and cultivated. Leaders also need to consider

work-related and, at times, life issues that negatively impact operations and cause

employees to be unhappy. This failure results in a lack of support from human capital.

This inevitably impacts organizational productivity, and employees are likely not

motivated to produce the best results.

Human resources strategic partners can help cultivate this organizational culture

by leading by example and connecting with all levels of employees within the workforce,

training and developing leaders and managers to promote this organizational culture, and

developing policies and procedures to ensure this is an organizational expectation.

Strasek et al. (2020) indicated that the objectives of strategic business relations relate to

resolving development problems and exploiting organizational opportunities. Eliminating

the deficits of available funds and exploiting available resources is a common goal

between strategic allies.

Strasek et al. (2020) stated that the success of the strategic alliance is determined

by developing cooperation with partners that focus on the success of the future business.

The study will illustrate through the literature that success is measured by total

performance, profit, sales, company growth, market share, growth, and potential capital

(Strasek et al., 2020). Healthcare facilities can demonstrate an increase in quality of care

while improving profitability by implementing human resources strategies in

management.

Benefits and Consequences of Organizational Change

Positive change initiatives are essential to the core of an operating plan; the study

will define the importance of a successful operational plan and roles delineated by

healthcare leaders using human resources functions. Organizations strive to develop

initiatives or base business on positive social change, focusing on promoting positive

change in the external environment. The agendas are not driven solely by profitability but

focus on results that positively impact people or the environment.

Malvestiti et al. (2021) identified the importance of positive social change through

actions of changing thoughts, behaviors, and the domain to benefit outcomes locally and

globally. An operating plan should examine the risks and benefits of integrating a

positive social change into an organization’s operating strategy. Another key to the

successful implementation of an operational plan is strategic alignment. The

consequences of failed social change initiatives include neglecting to align with the

organization’s strategic plan, loss of profits, and decline in stakeholder support.

Aburmishan and Baum (2022) identified benefits as alignment with the

organization’s strategy and motive and stakeholder involvement and motivation. Other

services include positive profitability, enacting global change, and influencing the market

and industry. The operational plan must align with the organization’s missions, values,

and philosophy. This study will illustrate the advantages of healthcare facilities’

alignment of the relationship with employees and stakeholders.

Increasing Performance Improvement

The literature will support the study by demonstrating the successful

implementation in a healthcare organization. The literature suggests a total synthesis of

the healthcare market, including profit analysis, analysis of competitors, and potential

growth assessment. This process is completed during the strategy formulation phase, but

leaders must know that the implementation phase is equally important to ensure effective

business strategy execution. Dyer et al. (2020) identified the three strategic change tools

as building alignment between the organization’s segments, strong leadership for

effective implementation and cohesion, and measuring strategic performance by

developing a measurement system. These tools ensure the carry-over of strategy

formulation and development to strategy implementation. Successful implementation

depends on leadership to ensure proper alignment between the strategy, communicating

the process to the followers, and using strategic change tools. Using the tools

recommended in the literature will exhibit positive change and organizational growth in

healthcare facilities.

Implications of Change on Employees

The literature suggests the need for a healthcare organization to assess the

company’s strategic plan continuously. Remaining in sync with changes in the

environment, technology, the work environment, and societal changes may require a shift

in strategic planning. Developing a new strategic plan is also necessary to ensure the

organization is not operating under antiquated and inefficient systems. This pragmatic

design will use the literature to assert the benefits of utilizing the five phases of strategic

planning for successful change implementation. There are five phases to strategic

planning. Shamuratovna et al. (2024) identified the five phases of strategic planning:

developing the strategic planning position, analyzing the strategic plan, gap analysis,

formulating a written strategic plan, and continuing to review and track the strategic plan.

These steps are essential in assessing the need to shift a strategic plan in an organization.

Another critical phase to be highlighted and included as a strategic planning phase

is communicating the plan to the stakeholders. Devising a strategic plan but failing to

communicate the plan effectively will fail the plan. With appropriate communication of

the plan, stakeholders will be aware of the organization’s goals and the plan to

accomplish the goals. Freudenreich et al. (2020) indicated that stakeholder relationships

are vital to the functionality of an organization, as the withdrawal of support from

stakeholders directly affects the sustainability of an organization. This proves why

communication and stakeholder buy-in are instrumental to shifting an organization’s

strategic plan. Reviewing and tracking the strategic plan for success is another crucial

step. It provides information to planners of strategy in an organization if changes in the

strategic plan are necessary.

Measuring Performance Improvement and Outcomes

The study will use literature to support the theory of integrating human resources

strategies in management practices in healthcare facilities to improve the quality of

patient care. Strategic change and developing cohesion with the change is an act that does

not occur overnight and is a time-consuming process. During this process, management

must assess progress toward organizational goals and strategy (Dyer et al., 2020).

Measuring tools are practical in gauging progress toward goals and evaluating progress in

strategic organizational change. Dyer et al. (2020) defined line of sight as the principle

that followers and leaders in a company should connect their respective duties and overall

organizational goals. Another measurement tool is the balanced scorecard. Dyer et al.

(2020) define a balanced scorecard as a tool that measures equally aspects of an

organization to meter; these measurement areas are devised from the organization’s

strategic plan: financial and profitability goals, consumer goals, systems and process

goals, and innovation and growth goals.

Measurement is an essential tool to focus on. It helps leadership make

instrumental decisions about implementing continued change, implementing innovation

when to enter another market, how to do so, and the projected time (Dyer et al., 2020).

The study will use the literature recommendations to adequately measure quality

outcomes for patients through an examination of strategic influence. These strategic

influences include environmental technological advances and impact measurement tools.

Other geographic regions may have various supply and demand needs, which affects the

measuring tool, and there will be a need for a varied tool.

External and internal factors impact the implementation of strategic changes but

do not impact the measurement tool, as it is necessary for all organizations to assess the

performance of strategic goals and changes. Jo et al. (2024) indicated that the usefulness

of a measuring tool would include teamwork between departments and with followers

and leaders, a high level of communication within the organization and externally with

consumers and stakeholders, built on the strategy of the organization, clear understanding

and transmission of the relationship between strategic objectives and tasks, compensation

initiative linking compensation and attaining organizational goals, and continuous

assessment, reassessment, and revision of the measuring tool. Utilizing a measuring tool

when integrating human resources strategies in a healthcare facility is imperative to

deciphering successful integration, amending the strategic plan to ensure successful

implementation of the approach, and identifying opportunities for improvement in the

inception of these functions.

Exploring organizational strategic plans healthcare leadership utilizes to improve

organizational performance. Human resources leaders create unique value in healthcare

organizations, delivering quality and expertise to develop and maintain an organization’s

processes and systems (van Nisterlrooij & Homan, 2019). The research identified that

sixty-eight percent of organizational leaders identified specialized skills as a benefit to

employing consultants, and sixty-two percent of leaders noted quality as an additional

benefit (Van Rossem, 2021). The background and overview of the general and specific

problem were identified in the pragmatic inquiry design.

The literature provided evidence of the benefits of integrating human resources

functions in strategic planning and the impact of positive change integration in healthcare

facilities. Reviewing the theoretical framework as a guide to the research identified

critical concepts in Lewin’s change management theory to identify strategies to improve

medical practices and the quality of care, which helped illustrate the research’s

underlying focus. Identifying areas of needed improvement for management in

healthcare, identifying strategies that have been successful in the integration of

implementing change management processes in healthcare organizations, and identifying

ineffective management practices will help with recommending the incorporation of

strategies for successful incorporation of human resources management techniques to

increase quality in patient care. Assumptions and limitations in the literature were

identified as unidentified beliefs and circumstances in the study beyond the researcher’s

control.

Transition

A critical analysis of supportive literature was introduced in section 2, and the

data was synthesized to identify common themes and phenomena in this pragmatic

inquiry. In Section 3, the use of ethical research codes to identify the researcher’s role,

participants’ eligibility, and the interview protocol was highlighted. In Section 4, the

findings are presented.

Section 3: Research Project Methodology

The research supports the benefits of human resource function implementation in

healthcare management by examining human resources’ role in strategic planning,

illustrating the long-term benefits and challenges of implementing strategic planning in

healthcare facilities. Comprehending the role of human resources and leadership in

healthcare facilities is instrumental in assessing human resources strategies in

management practices. Weighing the benefits and consequences of moving to a human

resources-based management style is imperative to increase performance and the quality

of care in healthcare facilities. Once a change has been embraced and implemented in the

organization, outcomes and performance measurements of the success of the integration

can identify successful integration and opportunities for improvement.

Presenting literature to support the business problem in this pragmatic study and

grounding study design with Kurt Lewin’s change management theory contributes to

qualifying the impact implementation of human resources in healthcare to improve the

quality of patient care. The qualitative study design will outline the research process of

the pragmatic inquiry, explicitly describing the role of the practitioner in the data

collection process and the practitioner’s relationship with the topic and participants. The

study’s data will also explain the research method, design, population, sampling,

participants, data collection activities, data organization analysis techniques, reliability,

and quality indicators.

Project Ethics

Researchers in qualitative studies act as a tool for collecting and implementing

data to introduce research (Howard, 2021). I qualified the data presented by assessing the

information gathered, incorporating data to support the research question, identifying

appropriate participants for data collection, and providing instruction on the direction for

the data collection strategy (Subedi, 2024). One data source in this study is open-ended

interviews with human resources managers and senior managers designated in an

organization. Another source is supportive data from public information about policies

and procedures on organizations.

Healthcare leaders are faced with maximizing standards of care. Many healthcare

leaders are faced with analyzing strategies for efficiency for management resources.

Pemer et al. (2020) indicated that top leadership has the discretion to fundamentally

affect organizations’ outcomes and actions. This pragmatic inquiry solicited participants

from healthcare leaders from organizations in the Southeastern and Northeastern regions

of the United States with experience implementing human resource strategies in

management practices. Potential participants were identified through research by

gathering a list of healthcare leaders to be emailed an inquiry for participation. There was

no previous relationship with this study’s topic or potential participants.

Establishing initial communication with potential participants is imperative, and

communicating the importance of maintaining confidentiality is imperative in

establishing rapport with participants (Sperling, 2022). The Belmont process provides a

road map that researchers can follow to meet the moral requirements of respecting

participants in a translational and understandable study. This pragmatic study followed

the framework of the Belmont process. Participants had the option of open flexibility in

scheduling and location for the interviews; this practical design further strengthened the

relationship with participants by soliciting healthcare leaders to provide a lived

experience as leaders in healthcare facilities who utilize human resources strategies for

quality improvement. Guaranteeing participants understanding of the research protocol,

the interview process, their role in the process, and the procedure to withdraw from the

process was the base of this pragmatic inquiry. The IRB’s informed consent form, which

is included in Appendix A, was reviewed and used with participants to guarantee their

understanding of the research process. Consent was obtained from leaders who agreed to

participate. Once consent was obtained, participants received an explanation of the

interview protocol in Appendix B, ethical protection, and ways to withdraw. Ethical

protection and anonymity of participants were clarified. The method of data storage was

reinforced for the protection of participants.

Specific characteristics for the selection of leaders in an organization to provide

an analysis process for the efficiency of management resources for business processes

and systems is imperative. Participants’ roles aligned with the analysis process to aid

healthcare leaders in maintaining management activities, strategic development, business

processes, and systems. In qualitative research, information from participants through

shared experiences provides invaluable data specific to the individual’s encounter.

Healthcare facilities and providing significant knowledge to organizational leaders

conducive to utilizing human resources strategies for management activities, providing

opportunities to focus on patient-specific needs.

Nature of the Project

The three research methods are qualitative, quantitative, and mixed (Park et al.,

2021). Qualitative research methods are used for data collection and interpretation of

results provided by participants’ lived experiences. A qualitative methodology enables a

researcher to collect data in an interview or a non-numeric data analysis procedure

(Subedi, 2024). Qualitative research also allows the comparison of themes across groups

(Munthe-Kaas et al., 2019). In contrast, quantitative researchers use data collection

through a questionnaire or data analysis through graphs or statistics (Subedi, 2024).

Mixed methods research includes qualitative and quantitative components (Park et al.,

2021). Qualitative research methodology is the most appropriate for this study as it

provides lived experience from healthcare providers to observe this research

phenomenon. This qualitative, pragmatic inquiry targeted leaders in healthcare facilities

and the integration of human resources strategies to benefit management practices and

positively influence the quality of care for patients. This qualitative, pragmatic inquiry

scouted leaders in healthcare facilities who integrate human resource strategies to benefit

management practices and positively influence the quality of care for patients.

The research design is a pragmatic inquiry to address the research question in this

qualitative study. Semistructured interviews are appropriate for this study because, in

qualitative studies, is explore observations of the behaviors from the participants’

perspective. By utilizing a qualitative research design, I was provided the opportunity to

gather data and accomplish data saturation, examine fieldwork, and use reflexive

interpretation (Chitac, 2022). Data will be utilized to address the research question, and

various strategies to improve performance in a healthcare facility will be identified and

explored using a qualitative case design approach. Qualitative research also enables the

comparison of themes across groups (Munthe-Kaas et al., 2019).

The benefit of pragmatic inquiry is that it is a research design that can be utilized

in a qualitative study to analyze human resources strategies by analyzing various research

theories. Pragmatic designs incorporate reflexivity with research literature to solve a

business problem (Levitt et al., 2021). The qualitative research method and pragmatic

inquiry design were selected because I intended to understand how inefficient utilization

of management resources necessitates leadership to employ human resources

management strategies to help re-institute value and expertise

Population, Sampling, and Participants

The targeted population was purposely selected to comprise healthcare leaders

from the Northeastern and Southeastern regions of the United States who work in

healthcare facilities and have facilitated strategies to analyze the efficient use of

management resources. I gained leadership access through email and inquiry about

participation in a study focusing on management practices and patient outcomes. Then, I

followed up with a phone call to affirm participation and clarify questions about

participation. The final step was for the participants to provide written consent for

participation. I completed several actions before beginning the data collection process,

inclusive of the identification of healthcare facilities to participate in research,

recruitment of organizations through communication, an explanation of the research

question, agreement from organization to participate, completion of affiliation agreement,

identification of individual participants, and submission to university for request to begin

collecting data. Participants recruited for this pragmatic inquiry were 20 leaders in

healthcare facilities from healthcare facilities in the Northeastern and Southeastern

regions of the United States. Purposeful sampling was used to recruit for participation in

semistructured interviews to provide a lived experience of utilizing human resources

strategies to improve patient quality of care. Each participant was interviewed with a set

of research questions. The answers provided were analyzed to identify themes. I ensured

data saturation by analyzing the data obtained in interviews. The interview process was

conducted virtually via Zoom. I established a working relationship with participants

through open, transparent, and ongoing communication efforts, reassurance of

confidentiality and protection from organizational retaliation, and assurance of flexibility

with the interview time and place.

The research development process rendered 11 potential healthcare leaders to

participate in the study. Nine participants responded, and one leader needed to meet the

participant criteria due to limited employees and unstructured and documented

management practices. Two of the requested participants declined due to new

management and a lack of willingness to provide to be interviewed. Seven participants

agreed to participate in the study. Purposeful sampling was used to assess if participants

are qualified to participate in the research meeting standards. Qualitative research enables

a researcher to conduct a thorough and in-depth analysis of data provided by participants

in the study (Munthe-Kaas et al., 2019). Using fewer participants allowed me to provide

an in-depth analysis of an organization’s standards, operating procedures, and processes

instead of solely using numerical probability (Howard, 2021). A smaller population

supports evidence to answer the research question and allows a researcher to obtain

information for the study through observation and participants’ lived experiences,

Recordings helped with facilitating reliability and validity in the study. In

qualitative studies, data saturation strengthens scientific accuracy (Levitt et al., 2021).

The method of data saturation provides an ethical guarantee that the participants in the

research and the data analyzed meet ethical transparency and give depth of information

based on sound research practice. McGill et al. (2021) define the concept of data

saturation as the process of guaranteeing that the data collection process renders no

additional information or themes. Interviews will be conducted with leaders from

healthcare facilities in the Northeastern and Southeastern regions of the United States. to

seek data saturation actively. Data saturation will be ensured by clarifying information

when questions are asked, expanding the information provided by participants, and

identifying all codes and themes. Methodological triangulation will be utilized to

guarantee the level of depth in data and to illustrate that data saturation is met.

The quality of data collected is essential in research. Data saturation in pragmatic

inquiries does not have a minimum or maximum requirement but is focused on the

quality and depth of information obtained (Tomaszewski et al., 2020). The varied

experiences of healthcare leaders and their individualized management perspective will

enrich and support the research provided in the study.

Data Collection Activities

This researcher was the primary data collection instrument. Semistructured

interviews, policies and procedures from organizations, and public information on the

organization’s website were utilized in the data collection process. It is vital to have an

interview protocol as it is essential to have a road map to guide the interview process.

Ensuring neutrality in research is imperative; I followed the research protocol, and the

ethical guidelines provided by the IRB, utilizing the triangulation method, member

checking, and providing an in-depth analysis of the data through a review of interview

notes. Participants received verbal and written explanations of the interview protocol (see

Appendix B).

Researchers facilitating pragmatic inquiry studies use data obtained from

participants’ lived experiences and data provided about the organization to develop a

more in-depth understanding of phenomena; ethnographic studies describe, analyze, and

interpret a culture’s characteristics. The qualitative research method and pragmatic

inquiry design were selected because I intended to understand how inefficient utilization

of management resources necessitates leadership to employ consultants to help re-

institute value and expertise in healthcare organization business processes. Data,

theoretical, methodological, and investigator triangulation will reinforce the study’s

validity through discernment of the data. (Sabnis & Wolgemuth, 2024) compared the

methodology of confirmability to achieving objectivity in qualitative research and

associated the concept of consistency in research with confirming the data collected. The

final product of the study must result from the data presented by participants. Researchers

must be careful not to influence the data based on biases and personal beliefs. Data,

theoretical, methodological, and investigator triangulation reinforced the study’s validity

through discernment of the data. The final findings of the study must be the results from

the data presented by participants.

Data collection techniques are vital to achieving reliability and validity, and the

advantages enhance the reliability and validity of the study. All data will be protected and

stored in a safe that only I can access for at least five years; after this, all research records

will be destroyed. The disadvantage of integrating a formatted data collection technique

is providing accurate and valid data in a study that cannot be used to support the research

problem. Participants were integrated to avoid the issue of delivering invalid, inaccurate,

or biased data. (Brear, 2019) indicated that member checking aids the research in gauging

the participants’ priorities and helps structure a research agenda. Member checking

guides the process of data saturation. I summarized the data provided by participants to

inquire about validity and interpretation. Participants were provided a chance to explain,

amend, or expound for data clarification. Once I can no longer identify additional themes,

data saturation is achieved when it is no longer possible to code additional information,

build on the information presented in the research, and when the data in the research

study can be replicated (Naeem et al., 2024). Member checking guides the process of data

saturation. I will summarize the data provided by participants to inquire about validity

and interpretation.

Interview Questions

1. What human resource strategies assist you in identifying performance

problems?

2. What human resources strategies assist you in meeting performance goals and

expectations?

3. How do employees respond to your management techniques, including your

integration of human resources strategies?

4. What human resource strategies do you use for managing resources?

5. How do you utilize human resources strategies in managing staff, and what

human resources methods are most helpful in your management techniques?

Why?

6. How has utilizing human resources strategies in your management style

increased the quality of patient care?

7. How does utilizing human resources strategies in management demonstrate

improvement in patient quality of care?

8. What additional strategies or resources that we did not discuss could help

facilitate success in human resource management?

Data Organization and Analysis Techniques

The data organization and analysis entailed gathering interview information to

understand techniques to achieve organizational goals. Participants were asked to identify

strategic goals and methods for managing organizational resources using data collected

and information analysis to support the integration of human resources strategies to

mitigate management inefficiency. Thematic analysis was used in this qualitative

research design to analyze collected information and identify themes (Scharp & Sanders,

2019). As a researcher, content should be reliable so others can utilize your research to

create new thoughts about a particular phenomenon or theory. NVivo was used to operate

and identify emerging themes in the study; this database will attribute reliability to

homogeneity, stability, and equivalence (Munthe-Kaas et al., 2019). To analyze data,

notes, and journals taken were used to ascertain information, recordings of interviews

will be reviewed, and details provided through member checking were analyzed.

A qualitative study can use three research designs to analyze management

resources and the benefits of employing human resources strategies in healthcare

management: pragmatic inquiry, ethnographic, and narrative. (Tomaszewski et al., 2020)

asserted that research is validated by triangulation between multiple resources and

advised that there is a direct link between triangulation and data saturation. Naeem et al.

(2024) urged researchers to focus on the depth of the presented information and ensure

data saturation. Various triangulations can be used during the research process

(methodological, theoretical, data, investigator, and environmental). Triangulation that

emphasizes objectivity and confirmability will reduce bias influence. Naeem et al. (2024)

recommended organizing data by taking notes and memos throughout the process; I will

utilize a journal and recordings to guarantee a stable process to code the data, analyze the

information, and interpret data for presentation. All data will be protected and stored in a

safe that only I can access for at least five years; after this, all research records will be

destroyed.

Reliability and Validity

Reliability is essential as it references the suitability of the measurements being

used and poses the following questions: Do the measurements being used investigate the

phenomenon being studied, are the data and results of the research accurate, and what do

the results conclude, and do the data represent general issues and conclusions (Sabnis &

Wolgemuth, 2024)? Validity is also crucial as it has several aspects of validity to

illustrate the intention of the data presented. Reliability and validity are vital in research

as both define the credibility of a scholar’s research. Naeem et al. (2024) asserted that

unreliable research inevitably will be invalid and will not contribute to the research of the

phenomenon. There are distinct differences between the two measurements. Reliability

addresses dependability in a research study (Sabnis & Wolgemuth, 2024). This researcher

used member checking, triangulation, and data saturation measurements to ensure

research credibility.

Reliability

Sperling (2022) identified threats to reliability as participant error. These threats

were defined as any issue that negatively impacts how a participant interacted in the

research; another threat is participant bias, which was defined as any issue that affects an

accurate or true response from a participant; a third threat is researcher error, defined as

any issue that skews researcher interpretation of the data collected by the participants,

and researchers bias which is defined as any issue that persuades bias in Is’ data notation.

This researcher maintained awareness of biases and remained conscientious of leading

during the interview process to avoid threats that impact the quality and validity of

participants. Validity addresses how credible and transferable it is and confirms the data

contained in the presented data. Researchers conduct four tests to ensure quality, validity,

and reliability in a research project (Sabnis & Wolgemuth, 2024). Construct validity

identifies the accurate measurements in operation for the studied methods (Sabnis &

Wolgemuth, 2024). Internal validity assesses the relationships that are the catalysts for

the next occurrence and identifies the causal relationship; external validity assesses if

data is in a pragmatic inquiry in general; and reliability assesses the functioning of

research and demonstrates that the methods of collecting data can be repeated.

Member checking and triangulation are two methods used in this qualitative case

pragmatic inquiry to validate data and demonstrate reliability. In qualitative research,

credibility is defined as a measure to gauge perceived facts through approximation and

deduction of particulars provided by study participants (Sabnis, & Wolgemuth, 2024).

Assurance of the accuracy of the data through verification provided opposed

presumptions of data collected. Member checking is a method this research will use to

interpret data by checking the accuracy of interpreting the information when collecting

the data (Sabnis & Wolgemuth, 2024). Research credibility is defined as a measure to

gauge perceived facts through approximation and deduction of particulars provided by

study participants (Sabnis & Wolgemuth, 2024). Assurance of the accuracy of the data

through verification provided opposed presumptions of data collected. Member checking

is a method this research will use to interpret data by checking the accuracy of

interpreting the information when collecting the data (Sabnis & Wolgemuth, 2024),

2021). Following the interview protocol, clear and methodological triangulation are

additional measures that will be integrated to illustrate the credibility of data collected in

the study.

Validity

To achieve consistency, reliability, and validity this researcher will organize data

by taking notes and memos throughout the process through a journal. This researcher also

utilized recordings to guarantee a stable process to code the data, analyze the information,

and interpret data for presentation and assurance of research quality. Research quality is

the process of validating data collected. Grey et al., (2019) indicated that academic

institutions and research review boards must uphold research integrity. Validating

research is essential in maintaining quality and ensuring integrity in the information

provided. Three types of evidence that can be used for validity are homogeneity,

convergence, and theory evidence. (Sabnis, & Wolgemuth, 2024) added that the research

process comprises collecting data systematically, interpreting data systematically, and

devising a purpose to resolve a problem. The IRB is charged with oversight to ensure the

research process has integrity and validity. Sabnis and Wolgemuth, (2024) defined

validity as the suitability of measures used, precision of analyzed data, and universality of

results.

In qualitative research, transferability is a notion parallel to reliability (Sabnis &

Wolgemuth, 2024). The concept supports the credibility of the data by illustrating the

relevance and unity of information provided by participants in the study. Sperling, 2022

asserts that the research must demonstrate the accurate perspectives of participants who

provided study specifics. This information can be used for integration in additional

settings to support future research. I presented various methodological evidence to

contribute to subsequent studies. Naeem et al., 2024 compared the methodology of

confirmability to achieving objectivity in qualitative research. The final product of the

survey resulted from the data presented by participants.

Transition and Summary

In this pragmatic inquiry study, I examined the integration of human resource

management strategies to improve the quality of care in healthcare organizations.

Through semistructured interviews and public organizational information the findings in

this qualitative, pragmatic inquiry explored the techniques leaders in healthcare use to

integrate human resource strategies to benefit management practices and positively

influence the quality of care for patients. Naeem et al. (2024) asserted that research is

validated by triangulation between multiple resources and advised that there is a direct

link between triangulation and data saturation. Naeem et al. (2024) urged researchers to

focus on the depth of the presented information and ensure data saturation. Data,

theoretical, methodological, and investigator triangulation will reinforce the study’s

validity through discernment of the data.

I’s role is reinforced by identifying the purpose of this qualitative research study.

The role of I is analyzed through the identification of utilization of the standards and

protocols of research, including recruitment and selection of participants, ethical roles

and responsibilities of I, identification of the research method, and the research design

utilized for the studied sample population. Identifying details of the data collection

proposed for use in the study, processes to organize the data in the study, and measures of

assurance for analysis, reliability, validity, confirmability, transferability, and achieving

data saturation asserts the ethical guidelines to be followed in the study (Aqil et al.,

2023). An explanation of the data collection process is for evidence to support the

research question.

In this pragmatic inquiry, I focused on the presentation of findings in section 4.

Outcomes were based on information received from participants interviewed in the study,

standard operating practices in the healthcare organizations studied, and the impact the

research data will have on social change and implications for future research

demonstrates the comprehensive research process that will be followed to provide a

recommendation for the business problem of some healthcare leaders who lack strategies

to use human resource functions to enhance organizational processes and systems for

improving performance. The section’s information will identify how the data contributes

to the business theory and provide professional practice recommendations.

Section 4: Findings and Conclusions

Introduction

This pragmatic inquiry study aimed to answer the research question: What human

resources strategies do healthcare leaders use to enhance organizational processes and

systems for improving performance? Semistructured interviews with seven leaders in

healthcare organizations in the northeastern and southeastern regions of the United States

who have implemented human resources strategies in management practices to improve

organizational performance were conducted for data analysis in the study. To maintain

anonymity, participants were assigned a numeric code throughout the interview process:

Participant 1, Participant 2, Participant 3, Participant 4, Participant 5, Participant 6, and

Participant 7. NVivo was utilized to verify manual codes ascertained and was

instrumental in qualifying and analyzing interview data.

The data analysis process included labeling transcripts, importing transcripts,

identifying patterns, assigning codes, utilizing NVivo for data analysis, containing codes

based on context, and reassigning codes. O’Callaghan et al. (2024) identified the

descriptive nature of themes, indicating a pattern of shared designs grouped to

demonstrate reliability. Three main themes materialized from the analysis: (a) analysis,

(b) approach, and (c) assessments. In this section, the data presented will illustrate a

correlation between themes, the conceptual framework, and supportive literature from

peer-reviewed articles.

Presentation of the Findings

Three main themes materialized through analyzing the data: (a) analysis, (b)

approach, and (c) assessments. The study’s conceptual framework is based on Kurt

Lewin’s change management theory. The change management theory aligns with the

study’s foundational premise as it assesses organizational change and its implementation

process change. In this pragmatic inquiry, the data obtained in the research outlines

strategies healthcare leaders use to integrate and influence change to improve

performance.

Participants emphasized the importance of assessing performance to determine if

an organizational change is needed, utilizing their management approach to influence

organizational change, and analyzing assessments to determine the success of the

implemented organizational change. Participants emphasized the importance of assessing

performance to determine if an organizational change is needed, utilizing their

management approach to influence organizational change, and analyzing assessments to

determine the success of the implemented organizational change. Concepts from

established human resources management literature emphasize internal data analysis,

humanistic managerial approaches, and an overall societal influence on patient quality of

care (Weiszbrod, 2020). Integrating Lewin’s change management theory in human

resources management strategies enhanced the evidence of improved performance in

healthcare organizations.

Theme 1: Analysis

Improving performance in healthcare organizations remains multi-layered as

leaders strategize to increase customer service to clients, employees, and external

constituents. Managing performance improvement challenges leaders in making

decisions and implementing change. Healthcare leaders act as change agents and devise

strategic plans for successful organizational transitions. Participants identified that

utilizing human resource strategies in developing a strategic plan is integral to

organizational evolution. Developing a strategic plan assists leaders in organizations in

formulating business strategies. The strategic plan can be a roadmap for organizational

growth and development. Organizational leaders use data analysis and performance

indicators to assess strengths and opportunities for improvement. Participants 1, 2, 3, 4,

and 6 indicated that data and analyzing the information rendered are imperative in

determining organizational needs.

Performance analysis in healthcare is used to meet and exceed operational goals.

Utilizing performance-based competencies is instrumental in evaluating and measuring

goals (Golec & Karadeniz, 2020). Some participants agreed that data analysis tools

should be used to assess employee strengths, weaknesses, and needs. Participant 4

asserted that performance problems were identified “by a basic trend analysis.”

Participants 2 and 6 identified using a gap analysis to “assess if employees have what

they need to maximize productivity or if additional resources are needed. Participants 2,

3, 5, 6, and 7 emphasized the importance of performance assessments or appraisals to

“communicate job functions and expectations, provide feedback, receive input of needs,

rate strengths and opportunities for improvement, and goal setting. Participants 2, 3, 5,

and 7 emphasized the importance of performance assessments or appraisals to

“communicate job functions and expectations, provide feedback, receive input of needs,

rate strengths and opportunities for improvement, and goal setting.”

Leaders in healthcare organizations use patient surveys to measure the

achievement of performance goals. Ogaji (2022) highlighted the ethical, unbiased, and

valuable significance of patient participation in identifying organizational goals in

healthcare. Patient feedback about the receipt of care allows them to play a role in

improvements in service delivery. It will enable leaders to identify areas of needed

improvement and organizational strengths (Ogaji, 2020). Participant 5 recognized the

importance of patient feedback, adding, “The clients have a sense of agency connectivity

and a belief that their needs are a priority.” Participant 4 and Participant 2 added, “It

increases patient responsiveness and trust in the organization when clients and families

feel their concerns are a priority and addressed promptly.”

Associating Change Theory to Analysis

Kurt Lewin’s change management theory supports organizational leaders

integrating human resource strategies by identifying balancing forces that provoke

change. The theory of pretense assesses an organization’s driving and restraining forces.

Healthcare leaders are challenged to provide high-quality services by improving

performance. Bamonti (2021) identified an additional challenge that managers in a

clinical capacity lack the skills and knowledge base to assess capacity. Participants 1, 2,

3, 5, and 6 verbalized the importance of healthcare leaders understanding organizational

needs and what tools are needed to meet those needs. Participants identified a connection

between employee satisfaction and increased performance and identified that one of the

most critical steps in gauging the need for organizational change is analysis. Healthcare

leaders identified ongoing performance analysis, patient analysis, and gap analysis as the

most common tools of performance indicators.

Analysis can be linked to the initial stage of Lewin’s change management theory,

unfreeze. Analysis helps healthcare leaders identify why the change must take place.

Analyzing the data provides key indicators of what needs to change and substantiates

why change is necessary. Vendette and Thundiyil (2023) noted the importance of leaders

studying the implications of change by embracing the process and normalizing resistance

and other negative impacts of organizational change. Lewin (1944) asserted that the

success of group change depends on the nature of the process and the depth of the

analysis and identified the planning phase and objectives to achieve as imperative for

success. Participant 4 noted, “People respond in one of three different ways; they fight,

flight, or accept the data.” Analyzing organizational problems and developing a plan to

remedy these issues is imperative to the success of the change process.

Theme 2: Approach

A managerial approach is critical to implementing change in an organization. The

current workforce has shifted from an environment of volatility, uncertainty, complexity,

and ambiguity to a performance-driven service delivery model (Gaule et al., 2023).

Healthcare leaders identify several groups classified as consumers that require a positive

customer experience. Healthcare leaders specifically identified patients as consumers.

Participants 1, 2, 3, 6, and 7 noted the importance of satisfied employees and their

positive impact on performance. The participants identified specific managerial

approaches they incorporated to achieve employee satisfaction, and all strategies were

rooted in human resource theory.

An organizational approach is critical to employee acceptance of change and

performance improvement. All participants identified managerial approaches that prove

to be successful with employee alignment as employee autonomy, effective

communication of goals and expectations, integrating positive feedback and rewards to

employees who are meetings and exceeding performance measures, providing training

and learning spaces for employees who require additional support, offering an open door

approachable management style, coaching employees as a leader, and avoiding being

punitive Bamonti et al. (2021) asserted the usefulness of capacity assessment and training

in healthcare organizations. The identified strategies were all rooted in human resource

theory and noted as remaining objective and non-punitive and implemented in daily

practices. These leaders indicated they provide competitive salaries, job flexibility,

making employees a part of the decision-making process, and active listening as

managerial approaches that have been successful with employee alignment.

Aligning Change Theory with Approach

This theme correlates to the conceptual framework by identifying leaders’ vital

role in establishing employee trust and influencing organizational change. The

managerial approach dictates the nature of the relationship between leadership and

employees. Gaule et al. (2023) emphasized the shift in managerial approach from a

volatile, uncertain, complex, and ambiguous focus to a performance and service

management concentration. Implementing human resource strategies in managing

organizational change and assessing success depends on communicating the execution of

the strategic plan. Leaders that prevail in change implementation are trusted by those who

adopt change. Those leaders communicate transitions within the organization and

understand their role in the change process in establishing employee trust and influencing

organizational change.

Lewin identified the second phase of this transitional process as the change phase.

Once employees resolve feelings of uncertainty and establish trust with organizational

leaders, they begin to adopt change and integrate organizational and new ways of doing

things to support the new direction (Vendette & Thundiyil, 2023). Healthcare leaders are

responsible for influencing organizational change, and in a trusting relationship with

organizational leaders, they begin to adopt change that will benefit them. Participants 1,

2, 3, 5, 6, and 7 verbalized their approachable, empathetic, inclusive, non-punitive, and

open management styles. A managerial approach is essential in achieving positive

implementation changes in healthcare organizations and influencing performance

improvement.

Theme 3: Assessment

Healthcare leaders use various assessment tools to evaluate achieving goals for

implemented change. Healthcare leaders must assess and reassess organizational

operations to determine if modifications in strategy are needed. One strategy to evaluate

the progress of instituted change is patient satisfaction assessments and surveys,

employee satisfaction surveys, performance assessments, direct customer feedback, and

direct observation of services. Customers and employees of healthcare services want to

have the opportunity to provide honest and anonymous feedback without being

inconvenienced or risking retaliation. Nunes et al. (2023) surmised that an effective way

of data collection and assessment is using convenient external assessment tools for

consumers and employees to complete, direct observations of organization operations,

and oversight and feedback provided by regulatory agencies.

Healthcare leaders identified the value of assessments, assessment tools,

collecting data, and assessing data as an invaluable process in change management and

performance evaluation. Leaders added that utilizing the data to determine performance

measures and direct staff observation and documentation are necessary to evaluate

processes that meet organizational goals. Participants 1, 2, 3, and 5 identified the

importance of staff observations. Participants 1, 3, and 6 identified that they are hands-on

managers who perform frequent huddles and provide immediate feedback and support to

staff.

Aligning Change Theory to Assessment

Assessing the need for change through analysis is an essential step for

maintaining change in healthcare organizations. This theme connects with the conceptual

framework by associating Lewin’s assertion that it is vital to adopt, sustain, and assess

change that is implemented. Pettersen et al. (2024) identified the transformative nature of

the successful implementation of innovation in healthcare and the importance of

continued evaluation for change. Reassessment of integrated reform is equally important.

In the healthcare industry, leaders must remain innovative and adaptable to pivots in the

market. Direct catalysts for change are technology, shifts in work culture, environmental

shifts, and patients’ perceptions of needs.

Lewin referred to the final phase of change as the refreezing phase. The refreezing

phase aligns with assessment through observation of successful change implementation.

Lewin (1944) Asserted the importance of continued evaluation in the change process,

indicating the value of setting organizational goals and objectives to judge whether that

goal is moving forward or backward. He added that evaluating those goals’ achievement

is vital to preventing wrong conclusions (Lewin, 1944). Healthcare leaders consider all

factors when promoting shifts in the organization. Tonjang and Thaweaengskulthai

(2024) identified the use of total quality management and innovation in healthcare as a

valuable tool in integrating the organizational change process. The study considered the

following factors when assessing and reassessing the need for organizational change:

environmental context, leader, planning, support, operation, tools and analysis method,

and improvements. Once the change has been integrated into the work culture, healthcare

leaders manage the shifts through ongoing assessment of operations, and the decision a

healthcare leader faces is to refreeze or unfreeze to re-initiate the change process.

Business Contributions and Recommendations for Professional Practice

The results of this pragmatic inquiry study illustrate significant determinants for

leaders in healthcare organizations seeking strategies to increase performance outcomes.

Song et al. (2023) asserted challenges with employee activity and engagement and their

negative effect on performance. The data collected from interviews with healthcare

leaders illustrate the correlation of the integration of human resources strategies in

management and performance improvement. Incorporating data from this study’s

outcomes may provide healthcare leaders insight into adopting human resource

techniques to improve employee satisfaction and direct patient care, which results in an

overall increase in organizational performance measures.

Implications for Social Change

Healthcare facilities identify a mission of providing health improvements (Wanser

& Luckel, 2021). Measuring performance and devising a successful strategic plan to meet

this mission is imperative to the medical field’s contribution to society. Healthcare

organizations that emphasize increasing patient care affect facility experiences positively.

Better patient experiences lead to increased facility outcomes. By leveraging the findings

presented in this study, healthcare leaders can improve the quality of care and patient

confidence in medical providers. Organizations possess a unique opportunity to remedy

societal challenges in healthcare by implementing human resource strategies of shared

value and inclusive growth while instigating social change and stimulating economic

returns (Nandy, 2024). The results from this research may contribute to positive social

change by increasing the quality-of-care patients receive, increasing employee

engagement, and impacting customer satisfaction. These actions enhance the lives of

individual recipients on a micro level and the communities of those individuals on a

macro level.

Performance management in healthcare is a change agent catalyst in

organizations. Providing high-quality care is imperative to medical service delivery,

impacts patient confidence in healthcare providers, and results in community trust.

Performance management in healthcare facilities is result-driven due to the services

provided and the outcomes (Peixoto et al., 2020). Providing high-quality care is a goal

leaders in healthcare seek to attain. High-quality medical service delivery increases

patient outcomes, impacts patient confidence in healthcare providers, and results in

community trust (Wanser & Luckel, 2021). Trusting the change process in healthcare has

a cyclical impact that influences social impact while improving performance. This cycle

of change in healthcare organizations ultimately results in improved quality of care to

customers in the communities they serve.

Recommendations for Further Research

Human resource strategies used by seven leaders in healthcare organizations for

performance improvement and increasing patient quality of care were analyzed in this

pragmatic inquiry. The study’s results suggest the utilization of human resource strategies

in management practices, such as performance analysis, managerial approach, and

employee and customer assessments, are essential to increasing performance in

healthcare organizations. This pragmatic inquiry strengthens the existing literature on

change and performance management in healthcare organizations. The study highlights

the importance of employee satisfaction and customer service and the techniques’ impact

on performance improvement.

Three central limitations were identified in this study. Research limitations are

defined as barriers that I cannot control. (Kaas et al., 2019) encourages using tools that

aid research in identifying limitations and systematically exposing vulnerabilities. Some

limitations while conducting research include challenges accessing participants,

participant objectivity, researcher and participant boundary issues, and participant

mistrust of the research process (Howard, 2021). One identified limitation is various

procedural and regulatory standards may restrict the various specialties of healthcare

organizations; alternative healthcare specialization may have different experiences. A

second identified limitation is leaders with medical experience who are managers may be

limited in utilizing human resources techniques and require support with human resource

strategies. Another identified limitation is all participants are from the United States;

other regions may present a varied experience.

To address the the limitations, the following recommendation are proposed to

enrich future research endeavors. First, the recommendation is aligning policy and

procedures with accreditation and state regulation standards to increase correlation of

regulatory standards and organizational processes. The second recommendation is to

provide management training highlighting the integration of human resource strategies in

managing employees and organizational processes. A third recommendation is to expand

beyond the northeastern and southeastern regions of the United States obtain unique

experiences beyond the regions of participants who provided data in this study.

Conclusion

Human resources strategies utilized by healthcare leaders to affect performance

was studied in this pragmatic inquiry. Data analysis demonstrates that using human

resources strategies results in employee satisfaction, which translates to a positive patient

experience and increased performance. Song et al. (2023) indicated that employees who

are motivated in the workplace positively influence individual and organizational

outcomes. In healthcare organizations, human resource strategies encompass more than

recruiting, hiring, and employment onboarding documentation; they are change agents

and a significant part of an organization’s strategic plan (Sunahwati, 2019). Challenges

with managing quality of care in healthcare facilities force leaders in healthcare

organizations to develop strategies to improve performance, employee satisfaction, and

customer service by providing better patient service.

A comprehensive understanding of human resource strategies’ impact on

performance improvement in healthcare organizations is vital to increasing the quality of

patient care. Data was collected through semistructured interviews and assessment of

procedural information, including healthcare organizations’ Facebook pages, LinkedIn

profiles, and organizations websites. Tomaszewski et al. (2020) recommended

methodological triangulation to assess and develop common themes from the various

sources obtained through data collection. The process containing data and identifying

patterns (Chitac, 2022) emphasized the importance of data saturation in a study, reaching

a point when no new information is presented. This central principle was obtained after

data collection from six participants.

The data analysis disclosed three critical themes: analysis, approach, and

assessment. These themes are rooted in Lewin’s change management theory, which

emphasizes human resource strategies leaders in healthcare organizations implement to

improve performance is rooted in Lewin’s change management theory analyzes the need

for organizational change for performance improvement, uses a practical managerial

approach to communicate and influence organizational shifts, and must continue to assess

the new strategies for continued organizational development. Through the integration of

human resource strategies, leaders in healthcare organizations can improve employee

satisfaction, patient customer service, and act as a conduit to influence performance to

increase patient quality of care for individuals and the community at large.

Human Resources Strategies to Improve Performance in Healthcare Organizations.

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