Joan E. Pynes, Donald N. Lombardi
Human Resources Management for Health Care Organizations
A Strategic Approach
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Joan E. Pynes, Donald N. Lombardi
Human Resources Management for Health Care Organizations
A Strategic Approach
- Broschiertes Buch
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…mehr
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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 perfor-mance appraisal instruments, training and development programs, and recruitment, targeted selection and hiring techniques are covered. Compensation poli-cies 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.
Produktdetails
- Produktdetails
- Verlag: Wiley & Sons
- 1. Auflage
- Seitenzahl: 448
- Erscheinungstermin: 24. Januar 2012
- Englisch
- Abmessung: 233mm x 180mm x 23mm
- Gewicht: 765g
- ISBN-13: 9780470873557
- ISBN-10: 0470873558
- Artikelnr.: 34101117
- Verlag: Wiley & Sons
- 1. Auflage
- Seitenzahl: 448
- Erscheinungstermin: 24. Januar 2012
- Englisch
- Abmessung: 233mm x 180mm x 23mm
- Gewicht: 765g
- ISBN-13: 9780470873557
- ISBN-10: 0470873558
- Artikelnr.: 34101117
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.
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
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
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
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