Human Resource Management Quality in HR Capacity and Turnover in Kosovo Hospitals

AuthorMarta Muqaj
Vol. 3 No. 1
January, 2019
European Journal of Economics, Law and Social Sciences
IIPCCL Publishing, Graz-Austria
ISSN 2519-1284
Acces online at
Human Resource Management Quality in HR Capacity and Turnover in
Kosovo Hospitals
Marta Muqaj
No wadays, there is an increased interest of the business community and public services of
di erent sectors for the management of HR (Human Resources) especially for the importance
of circulating capacities. The importance of providing Human Capacities who are capable
of making a change and adding value to the organization is extraordinary, adapting Human
Resources to the needs of organization, region, business, politics etc. While globalization
is involved in every segment of life, then Human Resource Management and Circulation
Capabilities are the ones that make the di erence. Human Resources Management is a new
strategy of the 21-st century that aims to invest in organizational HR, adapting circulating
capacities to various organizations and society in general.
This paper examines the case of Kosovo Hospitals, where have been compared public and
private entities. The ndings clarify what type of HRM model they applied and whether there
was a di erence between the HRM models applied in these entities, the Capacity of HRM in
Quality and Circulation as well as the Impact Factors.
The analysis of primary data was collected through questionnaires, showing that in the case
of public and private hospitals there is no substantial di erence, the only di erence that
may be mentioned is the quality of HRM policies in terms of capacity and human resources
circulation. In private entities, this quality is higher than in public entities, although not in the
degree as is perceived by people.
Keywords: Management, capacities, circular, organization, resources.
Human Resources are the main and non-substitute resource of the organization,
and therefore, it is considered a discipline that in itself entails a number of issues,
processes that go with the dynamics of the overall social development, or they should
precede them.
The argument that achieving high performance at work is related to work practices,
including inclusive employee recruitment and selection procedures, incentive
compensation and performance management systems, employee involvement and
training, can improve knowledge, skills and capabilities of a current company and
employee potential, increase their motivation, reduce job losses, and improve quality
retention by encouraging non-performers to leave the rm (Jones & Wright, 1992, 3).
There are many arguments from authors, that individual performance of employees
a ects the overall performance of organization. Recently, interest in this area has been
increased signi cantly, concluding that good individual performance of employees
can provide a unique source of competing performance growth.
E ectively, human resources will require improved leadership and management
at all levels, an extended HRM role is needed to transform the outdated human
resource outlook from managers to support health goals of organization and ensure

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