Research Article

A Qualitative Analysis of HR Managers’ Role in the Health Care Sector of Oman

Shad Ahmad Khan Shad Ahmad Khan Assistant Professor, College of Business, University of Buraimi, Al Buraimi, Oman , Badour Bakhit Ali Almamari Badour Bakhit Ali Almamari Student, College of Business, University of Buraimi, Al-Buraimi, Oman , Maryam Al Balushi Maryam Al Balushi Student, College of Business, University of Buraimi, Al-Buraimi, Oman , Noor Al Naqpi Noor Al Naqpi Student, College of Business, University of Buraimi, Al-Buraimi, Oman & Aisha Albadi Aisha Albadi Student, College of Business, University of Buraimi, Al-Buraimi, Oman
Submitted: 2022-06-04 Accepted: 2022-12-29 Published: 2023-05-30 Issue: Vol. 6, No. 1 (2023) DOI: 10.17102/bjbm.v6.3

Abstract

This study aims to explore the role of HR managers in Omani hospitals through a qualitative analysis. The research involved in-depth interviews with HR managers and healthcare professionals in various Omani hospitals. The study found that HR managers play a vital role in developing the skills and knowledge of healthcare professionals through training, mentoring, and providing opportunities for professional development. However, several challenges, such as a lack of resources and limited budgets, hinder the effective implementation of HR strategies in healthcare organizations. Further, it was identified that most of the healthcare organizations do not have a dedicated HR department, and the HR activities are performed by the senior officials or medical doctors. The study recommends that every established health care system should have a dedicated HR department where the HR managers can collaborate with healthcare professionals to identify their learning needs and prioritize training and development programs to enhance their skills and knowledge.

Keywords

HR Manager Professional Development Health Care Professionals Performance Training

How to Cite

A Qualitative Analysis of HR Managers’ Role in the Health Care Sector of Oman. (2023). Bhutan Journal of Business and Management, 6(1), 14. https://doi.org/10.17102/bjbm.v6.3

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