ASSESSING HUMAN TALENT MANAGEMENT IN HEALTHCARE: THE CASE OF MEDICAL CUBACENTER S.A.
Keywords:
Human resource management; healthcare organizations; HRM systems; organizational performance; component-based approachAbstract
DOI: https://doi.org/10.46296/yc.v10i18.0864
Abstract
Human talent management (HTM) in healthcare organizations is increasingly challenged by structural complexity, digital transformation, and growing demands for service quality and operational efficiency. Despite its strategic importance, HTM is frequently assessed through aggregated and homogeneous models that fail to capture the internal variability of organizational systems. This single case study addresses this limitation by proposing and applying a component-based analytical framework to evaluate HTM in a private healthcare institution. A descriptive–analytical design was implemented using differentiated instruments applied to internal staff and external clients to assess key subsystems, including recruitment, training, performance evaluation, and organizational alignment. The study was conducted at Medical Cubacenter S.A. in Ecuador. The results reveal significant inconsistencies between formal organizational policies and actual practices, particularly in performance evaluation and competency-based management, highlighting structural fragmentation within the HTM system. These findings demonstrate that HTM operates as a heterogeneous configuration rather than a coherent and unified system. The study contributes to the literature by challenging the assumption of systemic homogeneity and by providing a methodological alternative that enables more precise and context-sensitive evaluation of HTM systems. From a practical perspective, the proposed approach supports evidence-based decision-making by identifying specific areas for targeted organizational improvement.
Keywords: Human resource management; healthcare organizations; HRM systems; organizational performance; component-based approach.
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