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Preface xv | |
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The Authors xxi | |
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Human Resources Management in the Health Care Business Arena | |
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tIntroduction to Health Care Human Resources Management | |
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Defining Elements of Progressive Health Care Organizations | |
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Current Perceptions of Health Care Organizations | |
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Spheres of Influence Model | |
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Five Significant Change Dynamics of Modern Health Care | |
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Profile of a Progressive Health Care Organization | |
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Composition of a Progressive Health Care Human Resources Management Department | |
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Strategic Health Care Human Resources Management and Planning | |
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The Changing Role of Human Resources Management | |
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Human Resources Outsourcing | |
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Strategic Human Resources Management and Human Resources Planning | |
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Anticipating Future Needs | |
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Evaluating the Effectiveness of Strategic Human Resources Management | |
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Problems and Implications of Strategic Human Resources Management | |
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Organizational Culture Standards for Health Care Human Resources | |
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Performance Matrix of Superstars, Steadies, and Nonplayers | |
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PACT Formula | |
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Strategic Requirements for a Progressive Health Care Human Resources Management Department | |
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Equal Employment Opportunity Laws and Health Care Human Resources Management | |
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Federal Equal Employment Opportunity Laws | |
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Proving Employment Discrimination | |
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Affirmative Action: Executive Orders and Other Federal Laws | |
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Constitutional Rights | |
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Additional Protections for Employees | |
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Managing the Unique Health Care Workforce | |
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Cultural Factors Relevant to Health Care Human Resources | |
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Practical Application: A Tale of Two Jersey Cultures | |
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The Importance of Volunteers in Health Care Organizations | |
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Selection and Placement Strategy Considerations for Volunteers | |
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Maximizing Health Care Volunteer Performance | |
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Agenda Topics for Volunteer Summits | |
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Ten Essential Rules for Volunteer Placement | |
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Methods and Accountabilities of Health Care Human Resources | |
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Critical Job Analysis and Design | |
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Legal Significance of Job Analysis | |
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Job Analysis Information | |
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Designing a Job Analysis Program | |
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Job Descriptions and Job Specifications | |
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Competency Modeling | |
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Job Analysis Techniques | |
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Recruitment, Interviewing, and Selection Strategies | |
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Preselection Process | |
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Critical Dimensions of External Recruitment | |
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Preparing and Planning for the Interview | |
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Conducting the Interview | |
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Evaluating the Interview | |
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Maximizing Performance Management and Evaluation | |
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Developing an Evaluation Program | |
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Using Defusers-the Return to Objectivity Formula | |
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Compensation Strategies | |
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Motivation | |
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Equity | |
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Executive Compensation and Benefits | |
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Federal Laws Governing Compensation | |
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Benefits | |
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Government Required Benefits | |
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Discretionary Benefits | |
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Quality-of-Work and Quality-of-Life Issues | |
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Maximizing Health Care Human Resources | |
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Training and Development | |
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Needs Assessment | |
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Developing Training Objectives | |
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Developing the Curriculum | |
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Delivering Training | |
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Evaluating Training | |
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Career Development | |
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Health Care Training and Development in Application | |
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Relevant and Resonant Health Care Organizational Training and Development | |
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Organizational Development Strategies | |
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Essential Objectives of Health Care Organizational Development | |
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Organizational Development Strategies for Building Pride | |
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Organizational Development Strategies for Escalating Accountability | |
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Organizational Development Strategies for Team Building | |
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Labor-Management Relations | |
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Collective Bargaining in the Private Sector | |
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Collective Bargaining in Health Care Organizations | |
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Collective Bargaining in Federal Government Agencies | |
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Collective Bargaining in State and Local Government Agencies | |
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Concepts and Practices of Collective Bargaining | |
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Strategic Health Care Human Resources Technology | |
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Information Systems Technology | |
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Organizational Change | |
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Types of Information Systems | |
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Human Resources Information Systems | |
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Bibliography | |
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Index | |