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Human Resources Management for Health Care Organizations: A Strategic Approach

ISBN: 978-0-470-87355-7
448 pages
January 2012, ©2012, Jossey-Bass
Human Resources Management for Health Care Organizations: A Strategic Approach (0470873558) cover image
This book is a comprehensive guide to the essential areas of health care human resources management, and is an immediately useful practical handbook for practitioners as well as a textbook for use health care management programs. Written by the authors of Handbook for the New Health Care Manager and Human Resources Management for Public and Nonprofit Organizations, the book covers the context of human resources management in the unique health care business arena from a strategic perspective includes SHRM and human resources planning, organizational culture and assessment, and the legal environment of human resources management. Managing volunteers and job analysis perfor­mance appraisal instruments, training and development programs, and recruitment, targeted selection and hiring techniques are covered. Compensation poli­cies and practices, employer-provided benefits management, implementation of training and organizational development programs, as well as labor-management relations for health care organizations and healthcare human resource information technology are covered, with practical examples and proven strategies amply provided in each chapter.
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Preface xv

The Authors xxi

PART ONE Human Resources Management in the Health Care Business Arena

Chapter 1: Introduction to Health Care Human Resources Management 3

Defining Elements of Progressive Health Care Organizations 4

Current Perceptions of Health Care Organizations 7

Spheres of Influence Model 9

Five Significant Change Dynamics of Modern Health Care 12

Profile of a Progressive Health Care Organization 22

Composition of a Progressive Health Care Human Resources Management Department 27

Chapter 2: Strategic Health Care Human Resources Management and Planning 31

The Changing Role of Human Resources Management 32

Human Resources Outsourcing 35

Strategic Human Resources Management and Human Resources Planning 36

Anticipating Future Needs 38

Evaluating the Effectiveness of Strategic Human Resources Management 42

Problems and Implications of Strategic Human Resources Management 44

Chapter 3: Organizational Culture Standards for Health Care Human Resources 49

Performance Matrix of Superstars, Steadies, and Nonplayers 50

PACT Formula 54

Strategic Requirements for a Progressive Health Care Human Resources Management Department 74

Chapter 4: Equal Employment Opportunity Laws and Health Care Human Resources Management 83

Federal Equal Employment Opportunity Laws 84

Proving Employment Discrimination 96

Affirmative Action: Executive Orders and Other Federal Laws 98

Constitutional Rights 102

Additional Protections for Employees 109

Chapter 5: Managing the Unique Health Care Workforce 115

Cultural Factors Relevant to Health Care Human Resources 122

Practical Application: A Tale of Two Jersey Cultures 129

Chapter 6: The Importance of Volunteers in Health Care Organizations 135

Selection and Placement Strategy Considerations for Volunteers 136

Maximizing Health Care Volunteer Performance 143

Agenda Topics for Volunteer Summits 148

Ten Essential Rules for Volunteer Placement 150

PART TWO Methods and Accountabilities of Health Care Human Resources

Chapter 7: Critical Job Analysis and Design 155

Legal Significance of Job Analysis 157

Job Analysis Information 158

Designing a Job Analysis Program 163

Job Descriptions and Job Specifications 164

Competency Modeling 168

Job Analysis Techniques 170

Chapter 8: Recruitment, Interviewing, and Selection Strategies 177

Preselection Process 178

Critical Dimensions of External Recruitment 195

Preparing and Planning for the Interview 198

Conducting the Interview 199

Evaluating the Interview 204

Chapter 9: Maximizing Performance Management and Evaluation 209

Developing an Evaluation Program 210

Using Defusers—the Return to Objectivity Formula 241

Chapter 10: Compensation Strategies 247

Motivation 248

Equity 253

Executive Compensation and Benefits 265

Federal Laws Governing Compensation 267

Chapter 11: Benefits 271

Government Required Benefits 272

Discretionary Benefits 276

Quality-of-Work and Quality-of-Life Issues 282

PART THREE Maximizing Health Care Human Resources

Chapter 12: Training and Development 289

Needs Assessment 291

Developing Training Objectives 293

Developing the Curriculum 294

Delivering Training 302

Evaluating Training 303

Career Development 306

Health Care Training and Development in Application 308

Relevant and Resonant Health Care Organizational Training and Development 310

Chapter 13: Organizational Development Strategies 319

Essential Objectives of Health Care Organizational Development 319

Organizational Development Strategies for Building Pride 329

Organizational Development Strategies for Escalating Accountability 338

Organizational Development Strategies for Team Building 344

Chapter 14: Labor-Management Relations 353

Collective Bargaining in the Private Sector 354

Collective Bargaining in Health Care Organizations 355

Collective Bargaining in Federal Government Agencies 358

Collective Bargaining in State and Local Government Agencies 359

Concepts and Practices of Collective Bargaining 360

Chapter 15: Strategic Health Care Human Resources Technology 377

Information Systems Technology 378

Organizational Change 380

Types of Information Systems 381

Human Resources Information Systems 384

Bibliography 393

Index 409

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Joan E. Pynes is Professor of Public Administration in the Department of Government and International Affairs at the University of South Florida. She received her bachelor's degree in public justice from SUNY Oswego and her PhD in public administration from Florida Atlantic University. She is the author or co-author of five books, most recently Effective Nonprofit Management: Context and Environment and Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach, Third Edition. She has written or co-written more than fifty academic articles, book chapters, technical reports, and encyclopedia entries about public and nonprofit human resources management.

Donald N. Lombardi is Industry Professor of Healthcare, director of the Stevens Healthcare Educational Partnership, and academic director of the Veterans Office at Stevens Institute of Technology in Hoboken, New Jersey. He has consulted to more than 170 health care organizations in all 50 states and ten foreign countries, has developed seven accreditation programs for the American College of Healthcare Executives since 1986, and has written eleven books, including Handbook for the New Health Care Manager. Dr. Lombardi holds more than fifty U.S. copyrights on organizational planning, management, and development systems for text, on-site, and on-line delivery.

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