The drive for enhanced organizational performance and the need for integrative practices that are aligned to and support the organization's primary strategic objectives has linked HRM to other organizational and business activities and strategies. Katz and Green (1997) have commented that PM in the health care or hospital environment is inextricably linked to quality. The definition of quality in health care has evolved over time from an initial focus on the technical aspects of quality to a renewed emphasis on levels of excellence produced and documented in the process of patient care. Under the aegis of the Joint Commission on Accreditation of Healthcare Organizations (JCAHO), quality is defined as the degree to which patient care services increase the probability of desired outcomes and reduce the probability of undesired outcomes given the current state of knowledge (Katz and Green, 1997).
The role of HRM in ensuring that these standards are met and each of the factors which JCAHO identifies as essential are addressed, is increasingly important. It is this function of HRM that will be discussed in this report. Issues to be examined include the overall importance of PM in strategic HRM, the rationale for implementing PM, the advantages, disadvantages, tasks, and goals of PM, and the relevance o