Human Resource: A Nursing Perspective

The major human resources (HR) management skills include organization, negotiation, problem solving coupled with conflict management, communication, and the ability to multitask. The human resources department is tasked with addressing the employees’ issues together with the hiring of new workers. Therefore, the success of any company or institution largely depends on the competency of the HR department. The organizational skill plays a central role in the operations of a human resource department. Organized individuals know how to manage time coupled with keeping the office space tidy (O’donnell, Livingston, & Bartram, 2012). Besides, organized individuals file paperwork properly. Besides, the skill of negotiation is indispensable in human resource management. Successful HR staff members should be in a position to negotiate with employees and the employer to ensure that every side is satisfied. Problem solving and conflict management are central pillars that define the success of any human resource department (Pasaoglu & Tonus, 2014).

Conventionally, a group of individuals working together towards set goals and objectives will have differing opinions. Therefore, the HR manager is expected to address any issues arising in the workplace involving employees. The duty of the HR manager is to ensure that employees work together collaboratively to achieve the organization’s mission. This task requires proper communication skills, which play a central role in the management of human resources. HR managers should be in a position to communicate effectively with employees, managers, shareholders, and all other stakeholders for the success of an organization. Communication skills involve writing, speaking, or using social media among others. Finally, HR managers should have the ability to multitask. The workplace environment is evolving, which requires HR managers to perform numerous tasks within a set period; hence, the need for multitasking skills.

Mission and vision statements give organizations a sense of direction (Roussel, 2013). The mission statement highlights the organization’s purpose for existence coupled with the strategy to meet the stakeholders’ expectations. On the other side, the vision statement points out what the organization wants to become in the future based on the mission statement. Therefore, based on this understanding, an organization dedicates the available resources towards the realization of its mission and vision. These statements guide an organization in setting out a strategic plan that highlights the different steps that would be taken to achieve the desired results. The strategic plan then allows organizations to set goals and objectives, which have to be achieved within a set period. The progress has to be measured from time to time to ensure that an organization is moving in the right direction. Mostly, resources are limited and thus, they have to be maximized for optimal outcomes. Therefore, after setting out the anticipated goals and objectives, the available resources are allocated in areas where they will have optimal returns. For instance, I have seen employees being placed in areas of specialization for optimal output. Besides, the set strategy may indicate that training is needed to improve the employees’ motivation, which in turn increases performance. Therefore, resources would be allocated for training programs to empower employees. This way, such resources can be said to have been focused towards the achievement of a certain goal, which is in line with the organization’s mission and vision statements. Thus, it suffices to conclude that the mission and vision statements allow the management to allocate resources in ventures that steer organization towards the right direction.


O’donnell, M., Livingston, P., Bartram, T. (2012). Human resource management activities on the front line: A nursing perspective. Contemporary Nurse, 41(2), 198-205.

Pasaoglu, D., & Tonus, H. (2014). Strategic importance of human resource practices on job satisfaction in private hospitals. Procedia – Social and Behavioral Sciences, 150(15), 394–403.

Roussel, L. (2013). Management and leadership for nurse administrators. Burlington, MA: Jones & Bartlett Learning.

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