Maryland International College

School of Graduate Studies

Course Title: Human Resource Management Group Project Work

Instructor Name: XX

Group Names
Name ID No.
1.
2.
3. Selamawit Tefera PM/DM053/15
4.
5.
6.
7.

November 2024
 1. Describe the Company’s overview including its vision, mission and objectives and its
products or service its offers.

The case study mainly focuses on KADISCO General Hospital. The Hospital, located in Addis
Ababa, Ethiopia, was founded in the year 2000 G.C. to provide quality health care to Ethiopians
and to train Ethiopian medical professionals. It is fully registered and licensed to provide the
respective Health Care Services by Ministry of Health, Ethiopian Food and Drug Authority and
Ethiopian Investment commission.
In general, KADISCO General Hospital has been engaged in provision of both specialist and sub
– specialists Health Care Services.
Vision
To be identified as a place of healing and be recognized as the high-quality Health Service
Providing Facility with center of excellence in East Africa. Being the first state-of-the-art
hospital in Addis Ababa, our hospital offers high quality, personal and professional health care
services to all
Mission
To restore, maintain and improve the health of the public and improve the quality of Health Care
Services by making use of the latest technology and expanding the Hospital’s capacity in terms
of new services using highly trained and motivated staff.
Services it Provides
Highly qualified specialists and passionate volunteers from Ethiopia and all over world work
with advanced medical tools, such as the Conscious Sedation Endoscope and Echocardiogram
machine to provide the best possible medical care to all their patients. In addition, services like
Internal Medicine, Surgery, Orthopedics, Neurosurgery, Obstetrics/Gynecology, Pediatrics,
Psychiatry, International Health Care Unit, Dentistry, Ophthalmology (DEC) are provided.

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 2. What is the current Human Resource Management Practice in terms of …?

2.1. Human Resource Planning

HR planning is minimal, with responsive rather than strategic staffing decisions. Departments are
often understaffed, resulting in workload imbalances and high employee burnout. Thus, the
human resource planning is considered reactive rather than proactive. This means staffing
decisions are made on an as-needed basis rather than anticipating future needs. For instance, the
hospital waits until there is a significant understaffing problem before recruiting new employees,
instead of forecasting and planning for expected changes (like retirements or seasonal increases
in patient volume or resignations).
2.2. Recruitment
Recruitment practices are unstructured and rely heavily on passive methods like basic job
postings on general job boards or word-of-mouth referrals. There is no active effort to reach out
to top candidates through targeted job fairs, industry networks, or professional organizations.
This approach limits the hospital's ability to attract qualified candidates, leading to frequent
vacancies and over-reliance on temporary staffing. As a result, the Hospital most likely hires less
qualified applicants or leaves positions vacant for extended periods. This puts additional strain
on existing employees and impacts the quality of patient care.
2.3. Selection
The selection process is inconsistent, with interviews often conducted without standardized
criteria or formal assessment tools. It mostly lacks standardization, with managers conducting
interviews based on personal judgment rather than established criteria or role-specific
competencies. This lack of structured assessment tools or criteria means that hiring decisions are
inconsistent and may be influenced by biases or preferences rather than objective suitability for
the role.
Poor selection practices contribute to high turnover, as employees may find themselves in roles,
they are ill-suited for or find that the job expectations were not clearly communicated.
Additionally, unsuitable hires can lead to increased training costs and strain on other employees
who may need to compensate for skill gaps, directly impacting team productivity and morale.
2.4. Orientation
New employees receive a very basic orientation, typically a half-day introduction to hospital
policies, health, and safety regulations, but there is little effort made to familiarize them with
specific department protocols or responsibilities. This minimal orientation process leaves
employees feeling unprepared and unsupported in their roles. New hires often struggle to adapt
quickly, leading to lower job satisfaction and higher error rates, particularly in patient care. This

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lack of comprehensive onboarding can also result in employees feeling undervalued, as they
receive minimal guidance during a critical period of adjustment.
2.5. Training and Development
KADISCO General Hospital provides limited training, mainly focused on mandatory compliance
areas like health and safety, but does not invest in broader skill development or role-specific
training. There is no structured program for continuous learning or professional growth.
The absence of ongoing training and development opportunities prevents employees from
advancing their skills and keeping up with industry standards. Staff feel stagnant in their roles,
which leads to frustration and a lack of motivation. This can also result in average patient care,
as employees may lack current knowledge or techniques. The lack of development opportunities
can also reduce retention, as ambitious employees leave for hospitals that invest in their career
growth.
2.6. Performance Evaluation
Performance evaluations at KGH are rarely conducted, and when they do occur, they are
informal and lack structured feedback. There are no standardized criteria or metrics to assess
employees’ contributions, strengths, or areas for improvement. The lack of a formal performance
evaluation system leaves employees without clear expectations or constructive feedback, making
it difficult for them to understand their progress or potential career paths within the organization.
This absence of feedback also means that good performance is often unrecognized, leading to
dissatisfaction and a sense of underappreciation among employees. Without clear performance
metrics, promotions and raises are inconsistent, further contributing to low morale.
2.7. Compensation/Reward Schemes
KGH’s compensation is below the industry standard, with minimal benefits and limited reward
mechanisms. Raises and bonuses are infrequent, and there is no structured reward system to
recognize outstanding performance or long-term contributions. Below-market compensation and
lack of recognition contribute to high turnover rates, as employees feel they are not fairly
compensated for their work. The limited benefits package also makes it difficult for the hospital
to attract new talent or retain existing staff, as other hospitals offer more competitive rewards.
The absence of a structured reward system undermines motivation, with employees lacking
incentive to go beyond basic job requirements.

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 3. Human Resource Management Policy

Does the Company you have selected developed and implemented Human Resource
Management policy? If so, provide a brief explanation about its contents. If not, provide your
recommendation regarding the contents of the HR policy to be considered.
Current Status of Human Resource Policy
KADISCO General Hospital currently lacks a formalized Human Resource Management (HRM)
policy. Instead, HR practices are handled on an improvised basis without structured guidelines or
documentation. This results in inconsistencies and inefficiencies across HR functions, as there is
no centralized framework guiding decisions or setting standards for hiring, performance
management, or employee engagement. In turn, this lack of policy has contributed to a variety of
issues such as high turnover, employee dissatisfaction, and inconsistent application of HR
practices across departments.
Considering that employees often feel undervalued and overworked, a formal HRM policy could
establish clear expectations and standards, helping to create a more supportive, structured
environment.
Recommended Contents of Possible HR Policy
1. Human Resource Planning
In order to establish a structured approach to workforce planning that anticipates staffing needs
based on the hospital’s growth and service demands, the hospital needs HR planning.
Policy Elements:
 Defining staffing goals for each department based on anticipated patient volume,
upcoming projects, and strategic initiatives.
 Conducting regular workforce analyses to determine future staffing requirements,
identify skills gaps, and plan for potential employee turnover.
 Creating a process for periodic review and adjustment of staffing plans to ensure
alignment with the hospital’s objectives and healthcare standards.

2. Recruitment and Selection

This helps the hospital to standardize recruitment and selection procedures to ensure that hiring
is efficient, transparent, and based on role requirements and competencies.
Policy Elements:
 Implement a clear recruitment strategy, including targeted outreach efforts, job postings
on appropriate platforms, and partnerships with medical schools or training institutions.

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  Develop standardized selection criteria and assessment tools to evaluate candidates fairly
and consistently, focusing on required skills, experience, and cultural fit.
 Provide guidelines for structured interviews and competency-based assessments to
minimize bias and improve the quality of hires.

3. Orientation
This helps ensure that all new hires are properly oriented and prepared to assume their
responsibilities, improving retention and job satisfaction.
Policy Elements:
 Define a comprehensive onboarding program that includes hospital orientation,
department-specific training, and role-specific responsibilities.
 Assign mentors or training supervisors to guide new employees through their initial
months on the job, providing support and feedback.
 Outline clear onboarding timelines and checklists to ensure that all necessary training,
health, and safety protocols are covered.

4. Training and Development

To promote continuous learning and development to enhance employees’ skills and support
professional growth.
Policy Elements:
 Establish a training schedule that includes both mandatory (e.g., compliance and safety)
and optional professional development opportunities.
 Implement individualized development plans, focusing on skills relevant to employees'
roles and career aspirations.
 Set aside budget allocations for external training, certifications, and industry conferences
to keep staff up-to-date with the latest healthcare advancements.

5. Performance Evaluation and Feedback

The purpose of this feature can be creating a structured performance evaluation system that
provides constructive feedback, recognizes achievements, and identifies areas for improvement.
Policy Elements:
 Establish an annual performance review cycle, with standardized evaluation criteria that
align with both hospital and departmental goals.
 Implement periodic check-ins (e.g., quarterly) to provide ongoing feedback and discuss
progress, addressing issues before they impact performance.

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  Define a structured process for identifying high-potential employees and providing
opportunities for advancement.

6. Compensation and Rewards

Ensure fair and competitive compensation practices to retain talent and foster a sense of loyalty
and satisfaction among employees.
Policy Elements:
 Implement a transparent, market-aligned salary structure based on industry standards,
position requirements, and individual experience.
 Develop a merit-based rewards program that includes bonuses, incentives, and other
recognition for exemplary performance and long service.
 Include non-monetary benefits, such as flexible scheduling, employee wellness programs,
and career development opportunities, to improve job satisfaction.

7. Employee Relations and Conflict Resolution

This could help the hospital to establish procedures for maintaining positive employee relations
and managing conflicts in a fair and consistent manner.
Policy Elements:
 Provide clear guidelines for handling complaints and conflicts, including steps for
escalation and resolution.
 Offer regular employee engagement surveys and feedback mechanisms to gauge staff
satisfaction and identify areas for improvement.
 Foster an open-door policy that encourages employees to voice concerns without fear of
retaliation.

8. Health, Safety, and Wellness

This promotes a safe and healthy work environment to protect employees and ensure compliance
with health and safety regulations.
Policy Elements:
 Define and enforce safety protocols, including training on emergency procedures,
infection control, and handling hazardous materials.
 Provide access to mental health resources and wellness programs, such as counseling
services, stress management, and physical fitness support.
 Conduct regular safety audits and ensure that equipment and facilities meet regulatory
standards.

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 4. Salary Scale Determination

From the Company you selected as a case study, how is salary scale determined? Is it salary
survey method or job evaluation method used in determining the salary scale?
KADISCO General Hospital uses salary survey method which involves gathering compensation
data from similar organizations to benchmark and set appropriate salary ranges, to set its salary
scale. By using this method, KGH aims to align its pay structure with industry standards,
ensuring that it remains competitive within the healthcare sector. This approach is expected to
help the hospital attract and retain qualified talent while addressing the current issue of below-
average compensation that has led to employee dissatisfaction and high turnover.
To ensure increased competitiveness with competitive salary offerings, realize improved
employee satisfaction and retention, create transparency and trust and ensure equity and fairness
between employees, KGH should adopt a standardized salary scale with a standardized method
of development by preferably a combined salary survey and job evaluation methods, as indicated
below:
 Identify Comparable Organizations for the Survey
 Conduct Job Analysis and Job Descriptions
 Define Key Job Positions and Roles to Survey
 Job Evaluation: Establish Job Value and Internal Hierarchy
 Select Survey Sources and Data Collection Methods
 Analyze and Benchmark Data
 Adjust for Internal Equity and Budget Constraints
 Develop Salary Ranges and Pay Grades
 Communicate the Salary Structure to Employees
 Implement Regular Reviews and Updates