Peran Manajemen SDM Dalam Meningkatkan Kinerja Dan Retensi Tenaga Kesehatan: Kajian Literatur

Inayyah Nur Fitry Sirajuddin

doi:10.62027/vitamedica.v3i4.604

Authors

Inayyah Nur Fitry Sirajuddin Universitas Sumatera Utara

DOI:

https://doi.org/10.62027/vitamedica.v3i4.604

Keywords:

healthcare performance, human resource management, retention, strategic HRM, work-life balance

Abstract

This study aims to analyze the role of human resource management (HRM) in improving performance and retention among healthcare professionals in health service facilities. Using a systematic literature review approach based on the PRISMA method, this study reviewed 25 international and national journal articles published between 2015 and 2025. The findings indicate that strategic HRM practices—such as competency-based recruitment, continuous professional development, fair compensation, and transformational leadership—positively influence both performance and retention of healthcare workers. Additionally, factors like organizational culture, work-life balance, and psychological well-being play a mediating role in enhancing job satisfaction and organizational commitment. The results highlight that HRM practices are not merely administrative functions but strategic elements that determine healthcare organizations’ sustainability and competitiveness. The study contributes to the development of theoretical frameworks in strategic HRM and provides practical recommendations for healthcare managers to design more adaptive, fair, and human-centered HR policies.

References

Al-Hamdan, Z., Nussera, H., & Masa’deh, R. (2017). Conflict management style of Jordanian nurse managers and its relationship to staff nurses’ intent to stay. Journal of Nursing Management, 25(5), 375–382. https://doi.org/10.1111/jonm.12479

Alotaibi, F., Alharbi, M., & Aljohani, N. (2019). Competency-based recruitment and selection in healthcare organizations: A strategic HRM perspective. Journal of Health Management, 21(4), 512–527. https://doi.org/10.1177/0972063419868542

Bakker, A. B., & Demerouti, E. (2007). The job demands–resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115

Blau, P. M. (1964). Exchange and power in social life. New York: John Wiley & Sons.

Boamah, S. A., Read, E. A., & Spence Laschinger, H. K. (2021). Factors influencing new graduate nurses’ job satisfaction and retention: Leadership and organizational support. Journal of Nursing Management, 29(1), 59–69. https://doi.org/10.1111/jonm.13147

Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum Press

Duffield, C. M., Roche, M. A., & Dimitrelis, S. (2019). The impact of leadership styles on nurse retention: A cross-sectional survey. Journal of Nursing Management, 27(4), 835–842. https://doi.org/10.1111/jonm.12732

Goh, M., & Lopez, V. (2022). Building a supportive organizational culture to improve nurse retention and commitment: A qualitative study. International Journal of Nursing Studies, 126, 104147. https://doi.org/10.1016/j.ijnurstu.2022.104147

Handayani, R., Susanto, E., & Widodo, A. (2020). Work environment and burnout among healthcare workers: Evidence from Indonesian public hospitals. Indonesian Journal of Health Research, 12(3), 245–259. https://doi.org/10.20473/ijhr.v12i3.2020

Herzberg, F. (1959). The motivation to work (2nd ed.). New York: John Wiley & Sons.

Kang, M., Matsuda, N., & Kobayashi, T. (2023). Work-life balance initiatives and their impact on burnout and retention among hospital nurses. BMC Nursing, 22(1), 141–153. https://doi.org/10.1186/s12912-023-01325-8

Kim, S., & Lee, J. (2020). Performance-based pay and employee motivation in Korean hospitals: Mediating effects of perceived fairness. Asia Pacific Journal of Human Resources, 58(2), 231–249. https://doi.org/10.1111/1744-7941.12251

Lu, H., Zhao, Y., & While, A. (2019). Job satisfaction and its related factors: A questionnaire survey of hospital nurses in mainland China. International Journal of Nursing Studies, 94, 97–106. https://doi.org/10.1016/j.ijnurstu.2019.01.011

Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-Z

Mwangi, J., Kamau, C., & Ndwiga, C. (2018). Shared leadership and interprofessional collaboration in healthcare: Implications for team performance. African Journal of Health Systems Management, 5(2), 89–102.

Rahmawati, D., & Sunaryo, S. (2021). The role of communication training in improving nurse-patient interaction and patient satisfaction. Journal of Hospital Administration, 10(3), 45–54. https://doi.org/10.5430/jha.v10n3p45

Vroom, V. H. (1964). Work and motivation. New York: Wiley.

Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: Putting ‘human’ back into strategic human resource management. Human Resource Management Journal, 21(2), 93–104. https://doi.org/10.1111/j.1748-8583.2010.00165.x

Yuliani, T., & Prasetyo, R. (2022). Psychological support and job retention among nurses during COVID-19 pandemic in Indonesia. Asian Nursing Research, 16(3), 142–150. https://doi.org/10.1016/j.anr.2022.03.004

Zhou, X., Li, L., & Wang, H. (2021). Effectiveness of digital simulation-based training for healthcare professionals: A quasi-experimental study. Nurse Education Today, 97, 104689. https://doi.org/10.1016/j.nedt.2020.104689