STRATEGY AS PRACTICE IN HUMAN RESOURCES DECISIONS: A CASE IN HEALTH CARE

Abstract

The strategic decision process between the best way of training and the time of this process is a big challenge, and when it comes to health services, this decision is more tenuous because it involves patient / client safety. The objective was to analyze the alternatives in the decision making of the education managers / training area of a diagnostic medicine service company regarding the training options of the operational team. This research has a theoretical-conceptual approach due to primary and secondary data extracted from an institutional sector of training and development of human resources, a health service specialized in diagnostic medicine and the literature analysis, resulting in a relevant survey points for the planning and conduction of a case study. In the first part of the analysis the following points were raised: decisions, uncertainties and objectives of the case. In this scenario, a diagram for the training of new employees was sketched out. As delimitations of the study were chosen the decisions of the tactical and operational levels and seven alternatives was generated. Possible classifications of strategic institutional domains and practical action were described. This study concludes that the construction of the alternatives to define the training strategy is dependent on quantitative and qualitative uncertainties, which makes the decision of this service difficult. Converging with the revised
literature it was noticed that the practical part of the training has a direct influence on the quality of the employees who are active in the routine and operational results.