HOW DO HUMAN RESOURCE PRACTICES AFFECT THE CRISIS PERCEPTION OF HEALTH SERVICE PROVIDERS? AN EMPIRICAL STUDY FROM TURKEY

Year 2022, Volume: 7 Issue: 13, 77 - 91, 31.01.2022

Murat Çolak Begüm Tok

Abstract

The radical changes in the business world and the anxiety of getting ahead in the competition are driving businesses into many crises. One of the important steps that businesses should take to maintain their current situation and achieve their goals is the individual and organizational analysis of human resources. Successful human resources practices contribute to the resolution of possible crises and increase the effectiveness of the managerial decisions to be taken. The aim of this research is to reveal the relationship between crisis management and working conditions, training development, and career from an individual and organizational perspective. For this purpose, human resources mechanisms were targeted and research on working conditions, training opportunities and career relationships was applied to employees at a health institution in Izmir. Crisis management was discussed on three different scales (Azadian et al., 2014; Lowe, 2012; Armstrong and Baron, 1998; Spectur, 1997; Vahedi et al., 2012) in the survey conducted on doctors, nurses, and healthcare personnel working in a healthcare institution in Izmir, where research was permitted. The relationship between crisis management and human resources, employees' perception of crisis, and analysis by demographic variables were evaluated through the SPSS 22.0 program. The results of the research reveal that there is a significant correlation between the applied human resources policies and the perception of crisis in terms of the scales used. Accordingly, employees' perception of crisis is based on human resources issues such as ambiguity in the job description, problems based on status, injustice in the wage policy, the number of employees, and the inadequacy of the equipment used.

Keywords

Human Resource Management, Crisis Management, Health Services

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