On the centrality of strategic human resource management for healthcare quality results and competitive advantage

Purpose Healthcare organizations have addressed current error issues by adopting quality programs, which usually include strategic human resource management (HRM). However, little research has focused on the determinants of successful quality programs at healthcare organizations. The purpose of this paper is to examine the centrality of strategic HRM for addressing healthcare errors, error reduction barriers, quality management processes and practices, quality program results, and competitive advantage. Design/methodology/approach The methodology of this study involves the analysis of questionnaire data from the quality and/or risk directors of 587 US hospitals by factor analysis and regression analysis. Findings The findings focus on highly statistically significant relationships of strategic HRM with antecedent healthcare error sources, error reduction barriers, and quality management processes and practices, as well as the strategic HRM consequences of perceived quality program results and sustainable competitive advantage. Research limitations/implications The limitations of perceptual data and common method variance are checked. Future research could investigate international effects. Practical implications The practical implications are that hospital errors can be successfully addressed with effective strategic HRM, quality management processes, and quality management practices. Originality/value The original contribution of this paper is the centrality of strategic HRM as a determinant of successful quality programs at healthcare organizations.