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.
By:
Joan E. Pynes,
Donald N. Lombardi
Imprint: Jossey-Bass Inc.,U.S.
Country of Publication: United States
Dimensions:
Height: 231mm,
Width: 173mm,
Spine: 23mm
Weight: 658g
ISBN: 9780470873557
ISBN 10: 0470873558
Pages: 448
Publication Date: 19 December 2011
Audience:
Professional and scholarly
,
Undergraduate
Format: Paperback
Publisher's Status: Active
Preface xv The Authors xxi Part One Human Resources Management in the Health Care Business Arena 1 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 21 Composition of a Progressive Health Care Human Resources Management Department 26 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 153 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 171 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 287 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 379 Organizational Change 380 Types of Information Systems 381 Human Resources Information Systems 384 Bibliography 393 Index 409
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.
