Human Resources Management for Health Care Organizations : A Strategic Approach.

Human Resources Management for Health Care Organizations: A Strategic Approach -- Contents -- Tables and Figures -- 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 -- Life-or-Death Outcomes -- Escalating Expectations -- Health Care as a Media Target -- Public Trust -- "People Intensity" -- 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 -- SHRM Audit -- HR Benchmarking and Return on Investment Analysis -- 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 -- Pride -- Accountability -- Commitment -- Trust -- Strategic Requirements for a Progressive Health Care Human Resources Management Department -- High Visibility -- Business Orientation -- User-Friendliness -- Direct Communication -- Responsiveness -- Decisiveness -- Knowledgeability -- Action Orientation -- Strength -- Pragmatism -- Chapter 4: Equal Employment Opportunity Laws and Health Care Human Resources Management -- Federal Equal Employment Opportunity Laws -- Civil Rights Acts of 1866 and 1871.

Title VII of the Civil Rights Act of 1964 -- Laws That Address Religious Discrimination -- Pregnancy Discrimination Act of 1978 -- Age Discrimination in Employment Act of 1967 -- Americans with Disabilities Act of 1990 and the ADA Amendments Act of 2008 -- Immigration Reform and Control Act of 1986 -- Civil Rights Act of 1991 -- Family and Medical Leave Act of 1993 -- Proving Employment Discrimination -- Disparate Treatment -- Disparate Impact -- Affirmative Action: Executive Orders and Other Federal Laws -- Executive Orders 11246 and 11375 -- Rehabilitation Act of 1973 -- Vietnam Era Veterans' Readjustment Act of 1974 -- Uniformed Services Employment and Reemployment Rights Act of 1994 -- Constitutional Rights -- Expressive Rights -- Freedom of Association -- Limits on Political Participation -- Privacy Rights -- Due Process Rights -- Additional Protections for Employees -- Whistle-Blower Protection -- Employment at Will -- Chapter 5: Managing the Unique Health Care Workforce -- Cultural Factors Relevant to Health Care Human Resources -- Experience-Based Cultures -- Objective-Driven Cultures -- Belief-Centered Cultures -- Regionally Founded Cultures -- Behavior-Common Cultures -- Interest-Motivated Cultures -- 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 -- Experience -- Acumen -- Skill Sets -- Maximizing Health Care Volunteer Performance -- Organizational Support -- Patient Care -- Business Operations -- Community Relations -- 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 -- Position Analysis Questionnaire -- Department of Labor Procedure and Functional Job Analysis -- Comprehensive Occupation Data Analysis Program -- Job Element Method -- Occupational Information Network -- Contextual Performance Analysis -- Chapter 8: Recruitment, Interviewing, and Selection Strategies -- Preselection Process -- Compiling a Wish List -- Compiling a List of Expectations -- Reviewing the Job Description -- Reviewing Recruitment Tactics -- Undertaking Application and Screening Procedures -- Reviewing Résumés and Setting an Interviewing Slate -- 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 -- Individual Performance Appraisal Techniques -- Team-Based Performance Appraisal Techniques -- Documentation -- Evaluation Review -- Rater Training -- Executive Evaluation -- Fundamental Elements of a Sound Performance Evaluation -- Components of an Effective Performance Evaluation Form -- Format for an Appraisal Discussion -- Managing Potential Employee Reactions in the Review Session -- Using Defusers-the Return to Objectivity Formula -- Pacification -- Facilitation -- Suspension -- Cancellation -- Chapter 10: Compensation Strategies -- Motivation -- Content Theories of Motivation -- Process Theories of Motivation -- Equity -- External Equity -- Internal Equity -- Employee Equity -- Closing Thoughts on Equity -- Executive Compensation and Benefits -- Federal Laws Governing Compensation -- The Fair Labor Standards Act -- Equal Pay Act of 1963 -- Chapter 11: Benefits -- Government Required Benefits -- Social Security -- Medicare.

Unemployment Compensation -- Workers' Compensation -- Military Leave -- Discretionary Benefits -- Pensions -- Health Insurance -- Paid Time Away from Work -- Education Programs -- Quality-of-Work and Quality-of-Life Issues -- Flexible Benefits -- Employee Assistance Programs -- Outplacement Assistance -- Flexible Job Environment -- Part Three: Maximizing Health Care Human Resources -- Chapter 12: Training and Development -- Needs Assessment -- Developing Training Objectives -- Developing the Curriculum -- Lecture -- Role Playing -- Case Studies -- Experiential Exercises -- Audiovisual Methods -- Programmed Instruction and Computer-Based Training -- Community Resources -- E-Learning and Technology -- Delivering Training -- Evaluating Training -- Career Development -- Health Care Training and Development in Application -- Relevance -- Resonance -- Immediate Usefulness -- Efficiency -- Relevant and Resonant Health Care Organizational Training and Development -- Strategies for Managing Change in Today's Health Care Business Environment -- Essential Management and Leadership Strategies -- Leading Through Change, Crisis, and Conflict -- Team Building -- Strategic Analysis and Planning -- Encouraging Workplace Innovation and Progressive Creativity -- Managing Stress, Time, e-Waves, and Administrivia -- Presentation Skills -- Strategic Communication and Leadership -- Chapter 13: Organizational Development Strategies -- Essential Objectives of Health Care Organizational Development -- Organizational Viability -- Future Readiness -- Community Commitment -- Performance Maximization -- Maintaining Fiscal Responsibility -- Organizational Galvanization -- Opportunity to Redirect Performance and Actions -- Optimization of Resources -- Competitive Edge -- Social Commitment -- High Organizational Morale and Positive Outlook.

Limitation of Negative Employee Emotionalism -- Introduction of a New Era -- Sending Appropriate Messages -- Public Relations and Community Relations Impact -- Organizational Development Strategies for Building Pride -- Credo -- Organizational Handbook of Values -- Community-Driven Education -- House Rules -- Branding and Signage -- CEO Report -- Celebrating the Wins -- "Garment Gimmicks" -- Organizational Development Strategies for Escalating Accountability -- Human Capital Board Summit -- Volunteer Activation -- Fan Mail Bulletin Board -- "Big Events" -- Organizational Surveys -- Quarterly Reviews -- Time Lines -- Annual Report -- Organizational Development Strategies for Team Building -- Job Component Review -- "Back to the Basics" Program -- Educational Needs Analysis -- Personal Development Plans -- Succession Planning -- Ambassador Programs -- Fact Sheets -- Redefinition Strategies -- General Employee Education -- Management Education -- Chapter 14: Labor-Management 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 -- Unit Determination -- Selection of a Bargaining Representative -- Union Security -- Unfair Labor Practices -- The Scope of Collective Bargaining -- Management Rights -- Impasse Resolution -- Strikes -- Grievance Arbitration -- Chapter 15: Strategic Health Care Human Resources Technology -- Information Systems Technology -- Organizational Change -- Types of Information Systems -- Operational-Level Systems -- Knowledge-Level Systems -- Expert-Based Systems -- Management-Level Systems -- Strategic-Level Systems -- Human Resources Information Systems -- Compensation and Benefits.

Career Planning and Staffing Systems.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.