
Human Resources Management for Health Care Organizations A Strategic Approach
by Pynes, Joan E.; Lombardi, Donald N.-
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Summary
Author Biography
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.
Table of Contents
Preface xv | |
The Authors xxi | |
Human Resources Management in the Health Care Business Arena | |
tIntroduction to Health Care Human Resources Management | p. 3 |
Defining Elements of Progressive Health Care Organizations | p. 4 |
Current Perceptions of Health Care Organizations | p. 7 |
Spheres of Influence Model | p. 9 |
Five Significant Change Dynamics of Modern Health Care | p. 12 |
Profile of a Progressive Health Care Organization | p. 22 |
Composition of a Progressive Health Care Human Resources Management Department | p. 27 |
Strategic Health Care Human Resources Management and Planning | p. 31 |
The Changing Role of Human Resources Management | p. 32 |
Human Resources Outsourcing | p. 35 |
Strategic Human Resources Management and Human Resources Planning | p. 36 |
Anticipating Future Needs | p. 38 |
Evaluating the Effectiveness of Strategic Human Resources Management | p. 42 |
Problems and Implications of Strategic Human Resources Management | p. 44 |
Organizational Culture Standards for Health Care Human Resources | p. 49 |
Performance Matrix of Superstars, Steadies, and Nonplayers | p. 50 |
PACT Formula | p. 54 |
Strategic Requirements for a Progressive Health Care Human Resources Management Department | p. 74 |
Equal Employment Opportunity Laws and Health Care Human Resources Management | p. 83 |
Federal Equal Employment Opportunity Laws | p. 84 |
Proving Employment Discrimination | p. 96 |
Affirmative Action: Executive Orders and Other Federal Laws | p. 98 |
Constitutional Rights | p. 102 |
Additional Protections for Employees | p. 109 |
Managing the Unique Health Care Workforce | p. 115 |
Cultural Factors Relevant to Health Care Human Resources | p. 122 |
Practical Application: A Tale of Two Jersey Cultures | p. 129 |
The Importance of Volunteers in Health Care Organizations | p. 135 |
Selection and Placement Strategy Considerations for Volunteers | p. 136 |
Maximizing Health Care Volunteer Performance | p. 143 |
Agenda Topics for Volunteer Summits | p. 148 |
Ten Essential Rules for Volunteer Placement | p. 150 |
Methods and Accountabilities of Health Care Human Resources | |
Critical Job Analysis and Design | p. 155 |
Legal Significance of Job Analysis | p. 157 |
Job Analysis Information | p. 158 |
Designing a Job Analysis Program | p. 163 |
Job Descriptions and Job Specifications | p. 164 |
Competency Modeling | p. 168 |
Job Analysis Techniques | p. 170 |
Recruitment, Interviewing, and Selection Strategies | p. 177 |
Preselection Process | p. 178 |
Critical Dimensions of External Recruitment | p. 195 |
Preparing and Planning for the Interview | p. 198 |
Conducting the Interview | p. 199 |
Evaluating the Interview | p. 204 |
Maximizing Performance Management and Evaluation | p. 209 |
Developing an Evaluation Program | p. 210 |
Using Defusers-the Return to Objectivity Formula | p. 241 |
Compensation Strategies | p. 247 |
Motivation | p. 248 |
Equity | p. 253 |
Executive Compensation and Benefits | p. 265 |
Federal Laws Governing Compensation | p. 267 |
Benefits | p. 271 |
Government Required Benefits | p. 272 |
Discretionary Benefits | p. 276 |
Quality-of-Work and Quality-of-Life Issues | p. 282 |
Maximizing Health Care Human Resources | |
Training and Development | p. 289 |
Needs Assessment | p. 291 |
Developing Training Objectives | p. 293 |
Developing the Curriculum | p. 294 |
Delivering Training | p. 302 |
Evaluating Training | p. 303 |
Career Development | p. 306 |
Health Care Training and Development in Application | p. 308 |
Relevant and Resonant Health Care Organizational Training and Development | p. 310 |
Organizational Development Strategies | p. 319 |
Essential Objectives of Health Care Organizational Development | p. 319 |
Organizational Development Strategies for Building Pride | p. 329 |
Organizational Development Strategies for Escalating Accountability | p. 338 |
Organizational Development Strategies for Team Building | p. 344 |
Labor-Management Relations | p. 353 |
Collective Bargaining in the Private Sector | p. 354 |
Collective Bargaining in Health Care Organizations | p. 355 |
Collective Bargaining in Federal Government Agencies | p. 358 |
Collective Bargaining in State and Local Government Agencies | p. 359 |
Concepts and Practices of Collective Bargaining | p. 360 |
Strategic Health Care Human Resources Technology | p. 377 |
Information Systems Technology | p. 378 |
Organizational Change | p. 380 |
Types of Information Systems | p. 381 |
Human Resources Information Systems | p. 384 |
Bibliography | p. 393 |
Index | p. 409 |
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