Human Resources Management for Health Care Organizations: A Strategic Approach [NOOK Book]

Overview

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 ...

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Human Resources Management for Health Care Organizations: A Strategic Approach

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Overview

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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Product Details

  • ISBN-13: 9781118152744
  • Publisher: Wiley
  • Publication date: 12/6/2011
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 448
  • Sales rank: 505,666
  • File size: 5 MB

Meet the Author

JOAN E. PYNES is a 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 (June, 2011) and Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach (3 rd. ed., 2009). She is the author or co-author of 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, the Director of the Stevens Healthcare Educational Partnership and Academic Director of the Stevens Veterans Program at Stevens Institute of Technology in Hoboken, N.J. He has consulted to over 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 Healthcare 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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Table of Contents

Tables, Figures, and Exhibits

Preface

The Authors

Part One Human Resources Management in the Health Care Business Arena

Chapter 1 Introduction to Health Care Human Resources Management

Defining Elements of Progressive Health Care Organizations

Current Perceptions of Health Care Organizations

Spheres of Influence Model

Five Significant Change Dynamics of Modern Health Care

Profile of a Progressive Health Care Organization

Composition of a Progressive Health Care Human Resources Management Department

Chapter 2 Strategic Health Care Human Resources Management and Planning

The Changing Role of Human Resources Management

Human Resources Outsourcing

Strategic Human Resources Management and Human Resources Planning

Anticipating Future Needs

Evaluating the Effectiveness of Strategic Human Resources Management

Problems and Implications of Strategic Human Resources Management

Chapter 3 Organizational Culture Standards for Health Care Human Resources

Performance Matrix of Superstars, Steadies, and Nonplayers

PACT Formula

Strategic Requirements for a Progressive Health Care Human Resources Management Department

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

Federal Equal Employment Opportunity Laws

Proving Employment Discrimination

Affirmative Action: Executive Orders and Other Federal Laws

Constitutional Rights

Additional Protections for Employees

Chapter 5 Managing the Unique Health Care Workforce

Cultural Factors Relevant to Health Care Human Resources

Practical Application: A Tale of Two Jersey Cultures

Chapter 6 The Importance of Volunteers in Health Care Organizations

Selection and Placement Strategy Considerations for Volunteers

Maximizing Health Care Volunteer Performance

Agenda Topics for Volunteer Summits

Ten Essential Rules for Volunteer Placement

Part Two Methods and Accountabilities of Health Care Human Resources

Chapter 7 Critical Job Analysis and Design

Legal Significance of Job Analysis

Job Analysis Information

Designing a Job Analysis Program

Job Descriptions and Job Specifications

Competency Modeling

Job Analysis Techniques

Chapter 8 Recruitment, Interviewing, and Selection Strategies

Preselection Process

Critical Dimensions of External Recruitment

Preparing and Planning for the Interview

Conducting the Interview

Evaluating the Interview

Chapter 9 Maximizing Performance Management and Evaluation

Developing an Evaluation Program

Using Defusers—the Return to Objectivity Formula

Chapter 10 Compensation Strategies

Motivation

Equity

Executive Compensation and Benefits

Federal Laws Governing Compensation

Chapter 11 Benefits

Government Required Benefits

Discretionary Benefits

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

Part Three Maximizing Health Care Human Resources

Chapter 12 Training and Development

Needs Assessment

Developing Training Objectives

Developing the Curriculum

Delivering Training

Evaluating Training

Career Development

Health Care Training and Development in Application

Relevant and Resonant Health Care Organizational Training and Development

Chapter 13 Organizational Development Strategies

Essential Objectives of Health Care Organizational Development

Organizational Development Strategies for Building Pride

Organizational Development Strategies for Escalating Accountability

Organizational Development Strategies for Team Building

Chapter 14 Labor-Management Relations: Collective Bargaining and Progressive Employer Relations

Collective Bargaining in the Private Sector

Collective Bargaining in Health Care Organizations

Collective Bargaining in Federal Government Agencies

Collective Bargaining in State and Local Government Agencies

Concepts and Practices of Collective Bargaining

Chapter 15 Strategic Health Care Human Resources Technology

Information Systems Technology

Organizational Change

Types of Information Systems

Human Resources Information Systems

Bibliography

Index

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