Suchergebnisse

Strategic management of HR in health care is important in delivering high-quality patient care. Given that salary and wages constitute about 65 to 80% of the total operating budget in a typical health care organization and also the fact that people play a critical role in delivering high quality patient care, it is imperative for health care organizations to manage their human resources more effectively. Unfortunately, the HR function remains one of the most neglected in health care organizations and 'warm body syndrome' seems to characterize the role of HRM in health care organizations. The purpose of the special issue of AHCM on Human Resource Management is to explore the strategic role that HR function can play in delivering high quality and affordable health care.

Strategic Human Resources Management / Myron D. Fottler -- The Healthcare Professional / Kenneth R. White, Dolores G. Clement, and Marisa L. Roczen -- The Legal and Ethical Environment / Drake Maynard -- Job Analysis and Job Design / Myron D. Fottler -- Recruitment, Selection, and Retention / Bruce J Fried -- Organizational Development and Training / Myron D. Fottler -- Performance Management / Bruce J Fried -- Compensation Practices, Planning, and Challenges / Brigid Grabert and Bruce J. Fried -- Employee Benefits / Dolores G. Clement, Maria A. Curran, and Sharon L. Jahn -- Organized Labor / Donna Malvey and Amanda Raffenaud -- Diversity and Inclusion in the Workplace / Jeffeey Simms and Bruce J. Fried -- Aligning Quality Improvement with Human Resources Practices / Bruce J. Fried and Jordan Albritton

Measuring up : are nurse staffing measures adequate for health services research? / Lynn Unruh, C. Allison Russo, H. Joanna Jiang, Carol Stocks -- Matrix mentorship in academic medicine : sustainability of competitive advantage / Jay A. Fishman -- The impact of hospital ownership conversions : review of the literature and results from a comparative field study / Lawton R. Burns, Rajiv J. Shah, Frank A. Sloan, Adam C. Powell -- Using self-concept theory to identify and develop volunteer leader potential in healthcare / Francine Schlosser, Deborah M. Zinni, Andrew Templer -- The effect of emotional exhaustion and depersonalization on physician-patient communication : a theoretical model, implications, and directions for future research / Eric S. Williams, Ericka R. Lawrence, Kim Sydow Campbell, Steven Spiehler -- Leadership strategies for biotechnology organizations : a literature review / Lynn Johnson Langer -- Attribution theory and healthcare culture : translational management science contributes a framework to identify the etiology of punitive clinical environments / Patrick A. Palmieri, Lori T. Peterson -- Introduction : the 2009 biennial review of health care management / Grant T. Savage, Myron D. Fottler

While hospitals continue to join multi-institutional systems, empirical data on the benefits of system membership are ambiguous. This study examines the same 166 Florida hospitals in 1986 and 1992. System membership, in general, did not enhance financial returns (measured by operating margin, total margin, and return on assets) for the pooled data or for either year. In fact, a significant negative relationship is noted in 1986. However, when only hospitals affiliated with national systems (in this study, American Medical International, Hospital Corporation of America, or Humana) are analyzed, a positive statistically significant association is found for two of the above three profitability indicators for both the pooled data and for 1986. However, there was no statistically significant impact noted for 1992. Reasons for the apparent discrepancy in the impact of national versus local/regional systems on hospital financial performance and the apparent declining ability of national systems to generate above-average returns are explored.

A mail survey of inactive registered nurses who indicated they were either not employed or employed in a nonnursing field was conducted in the state of Alabama. Results of a multiple regression prediction model indicate their intention to return to nursing is affected by career satisfaction/commitment, demographic, and work history variables. The primary reasons for leaving the nursing field were more personal (i.e., pregnancy/child rearing) than professional. However, professional factors predominated when all the reasons for leaving or returning to the field were identified. Implications for management and policy are discussed.

1. Managing complex healthcare organizations / James W. Begun and Marcus Thygeson -- 2. Leadership resilience / Pamela E. Paustian -- 3. High-reliability organizations / Patrice L. Spath -- 4. Organizational planning / J.M. "Mickey" Trimm and John Gill -- 5. Customer service / Myron D. Fottler and Tina Yeung -- 6. Human resources management / Myron D. Fottler [and others] -- 7. Disaster preparedness and response / Bryan K. Breland -- 8. Organizational excellence / Leonard H. Friedman -- 9. Communication / Charles F. Wainright and Amanda Raffenaud -- 10. Healthcare marketing and social media / Donna Malvey [and others] -- 11. Employee motivation / Stephen J. O'Connor, Nancy Borkowski, and Ross Kemp -- 12. Organization change and transformation / Nancy Borkowski -- 13. Innovations in healthcare delivery / Donna Malvey [and others] -- 14. Reducing medical errors / Joseph G. Van Matre and Donna J. Slovensky -- 15. HIT to enhance patient care and organizational performance / Nir Menachemi, Saurabh Rahurkar and Willi L. Tarver -- 16. The many lives of data / James H. Willig -- 17. Managing clinical professionals / Timothy R. Huerta, Ann Scheck McAlearney and Eric W. Ford -- 18. Healthcare insurance and finance / Dean G. Smith -- 19. Long-term care / Carol Molinari and Ting Zhang -- 20. Ethical challenges in healthcare / Kurt Darr and Carla J. Sampson -- 21. The future of healthcare: the editors weigh in / Myron D. Fottler, Donna Malvey and Donna J. Slovensky -- Index

Strategic management of HR in health care is important in delivering high-quality patient care. This volume of Advances in Health Care Management which focuses on Human Resource Management aims to explore the strategic role that HRM can play in delivering high quality and affordable health care.

Volunteer programs are expected to positively impact the organizations in which they exist. This article reviews the literature on volunteerism, including what volunteers do, how their contributions can be measured, and the financial- and quality-related outcomes of volunteer programs. The focus is on volunteerism in health care settings, particularly hospitals. The article summarizes the existing theoretical and empirical literature concerning the roles of volunteers, the economic value of volunteers, cost–benefit analysis of volunteer labor, and the impact of volunteers on quality and patient satisfaction. The review indicates that the use of volunteers offers significant cost savings to hospitals and may positively impact profit margins. Volunteers are also likely to enhance quality indicators such as patient satisfaction and safety. Implications of these findings for management and future research are discussed.