From my experience in healthcare, it’s pretty clear that human resource management (HRM) in my current organization leans more toward supporting the goals of administration and the company, rather than focusing equally on all employees. Sure, there are some elements that make it look like HR is there for the staff, but when you take a step back and look at the bigger picture, HR tends to align more with leadership’s strategic priorities. Let’s start with the few elements that seem like they are for the employees. Things like the annual performance reviews, basic benefits packages, and compliance training are framed as ways to support employee development and well-being. There are also programs for things like wellness initiatives and occasional employee appreciation events, which make it seem like HR is focused on staff morale. These initiatives are common in organizations that want to show they care about employees, but often, they’re more surface-level than deeply supportive (Kaufman, 2021).

Now, on the flip side, HR in my workplace is really a tool for the administration. Policies and procedures are crafted with a focus on minimizing risk and controlling labor costs. For example, staffing models and scheduling systems are built to meet productivity targets, not necessarily to ensure manageable workloads for nurses. When it comes to conflict resolution or grievances, HR typically sides with leadership, focusing on protecting the organization rather than advocating for fairness at the staff level. This is consistent with the idea that strategic human resource management (SHRM) aligns HR practices with the overall goals of the organization, particularly in terms of financial performance and legal compliance (Delery & Roumpi, 2017). Another clear strategic focus is on recruitment and retention from a business standpoint. HR is heavily involved in bringing in staff to fill gaps, but there’s often little follow-through to retain them long-term beyond generic onboarding or check-the-box engagement surveys. The goal is to maintain operational efficiency, not necessarily to invest deeply in employee growth or satisfaction (Boxall & Purcell, 2016). It feels like HR is more about managing the workforce as a resource, rather than seeing employees as individuals with unique needs and contributions.

In a nutshell, while HR does provide some elements that appear to support employees, like benefits and training, the real focus is strategic alignment with leadership’s goals. The policies and practices are designed to serve the organization’s interests first, often at the expense of truly meeting the needs of front-line staff.

References

Boxall, P., & Purcell, J. (2016). Strategy and human resource management (4th ed.). Palgrave Macmillan.

Delery, J. E., & Roumpi, D. (2017). Strategic human resource management, human capital and competitive advantage: Is the field going in circles? Human Resource Management Journal, 27(1), 1–21. https://doi.org/10.1111/1748-8583.12137

Kaufman, B. E. (2021). The real impact of human resource management practices on employee well-being: A critical review. Human Resource Management Review, 31(1), 100705. https://doi.org/10.1016/j.hrmr.2019.100705