Essentials of Human Resource Management in Health Service Organizations,9780827376670

Essentials of Human Resource Management in Health Service Organizations

by ; ;
Edition: 1st
ISBN13: 9780827376670
ISBN10: 0827376677
Format: Hardcover
Pub. Date: 1997-09-12
Publisher(s): Cengage Learning
List Price: $178.66

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Summary

This book focuses on state-of-the-art human resource theory and research. With emphasis on applications to real-life situations, this book views human resources management not as an isolated function, but as an integration of strategic and operational decision-making processes of the health care organization. The diversity and strength of the contributing authors are a major strength of this text.

Table of Contents

Acknowledgments xiii(1)
Preface xiv
Chapter 1 Integrating Management and Human Resources
1(20)
S. Robert Hernandez
Myron D. Fottler
Charles L. Joiner
Effect of Environment on Health Personnel
2(4)
Management of Human Resources
6(4)
Organizational Systems
10(1)
Human Resources Process Systems
11(4)
Outcomes
15(4)
References
19(2)
Chapter 2 The Legal and Economic Environment
21(23)
Richard I. Lehr
Robert A. McLean
Gregg L. Smith
The Legal Environment
22(13)
The Economic Environment
35(8)
References
43(1)
Chapter 3 Formulating Organizational Strategy
44(33)
S. Robert Hernandez
Planning Methods
45(6)
Organizational Strategy
51(3)
Formulating Organizational Strategy
54(21)
References
75(2)
Chapter 4 Information Systems for Human Resources Management
77(19)
Charles J. Austin
James A. Johnson
Gary Drucker Palestrant
Background of Information Systems Utilization in Health Services Organizations
78(1)
Role and Function of Information Systems for Human Resources Management
79(6)
Relationships of HRIS to Other Information Systems
85(2)
Developing and Implementing an HRIS
87(6)
Problems to Avoid
93(1)
References
94(2)
Chapter 5 Management of Corporate Culture
96(21)
Stephen J. O'Connor
E. Jose Proenca
Defining Organizational Culture
97(5)
Cultural Strength
102(2)
Organizational Culture and Corporate Strategy
104(1)
Cultural Formation, Maintenance, and Change
105(9)
References
114(3)
Chapter 6 Job Analysis
117(17)
Myron D. Fottler
Definitions
118(5)
Limitations and Guidelines
123(1)
The Job Analysis Process
124(6)
Relationship between Job Analysis and Other Human Resources Management Practices
130(3)
References
133(1)
Chapter 7 Recruitment and Retention
134(32)
Jacqueline Landau
Michael Abelson
Employee Turnover
136(7)
Recruitment Process
143(1)
Recruitment Planning
143(17)
Evaluating the Recruitment Process
160(3)
References
163(3)
Chapter 8 Selection and Placement
166(31)
Jacqueline Landau
Daniel S. Fogel
Designing the Selection Process
167(1)
Opening Dilemma: Hiring a New Vice President
168(8)
The Selection Process and Federal Regulations
176(14)
Evaluating the Utility of the Selection Process
190(1)
Placement of Employees
191(1)
Solving the Opening Dilemma
192(2)
References
194(3)
Chapter 9 Training and Development
197(26)
Howard L. Smith
Myron D. Fottler
Definitions, Goals, and Significance of Human Resources Development
199(9)
Incentives for Upgrading Human Resources Development Programs
208(1)
Components of Effective Human Resources Development Programs
209(7)
Future Issues and Trends in Human Resources Development
216(2)
A Strategic Posture
218(3)
References
221(2)
Chapter 10 Performance Appraisal
223(25)
Charles L. Joiner
John C. Hyde
Historical Development
225(2)
Common Performance Appraisal Methods
227(4)
Evaluation of Performance Appraisal
231(6)
Role of Performance Appraisal
237(3)
Modified Management by Objectives: An Appraisal System
240(4)
Extrinsic Rewards and Job Performance
244(2)
References
246(2)
Chapter 11 Compensation Management
248(23)
Charles L. Joiner
Kerma N. Jones
Carson F. Dye
Management Planning and Compensation
249(6)
Market Pricing
255(1)
Base Pay
256(1)
Incentive Compensation Programs
257(6)
Benefits
263(7)
References
270(1)
Chapter 12 Labor Relations
271(43)
Charles L. Joiner
Norman Metzger
John C. Hyde
Donna M. Malvey
Developing an Employee Relations Philosophy and Strategy
272(1)
Maintaining Nonunion Status
273(1)
Labor Law History and Trends
273(2)
Causes of Labor-Management Problems
275(5)
A Preventive Management Program
280(5)
Management Strategy for Reactions During Union-Organizing Campaigns
285(1)
The Art of Collective Bargaining
285(11)
Organizing and the Election Process
296(2)
Implications for the Future of Collective Bargaining
298(2)
Key Contract Clauses
300(4)
Administering the Contract
304(7)
References
311(3)
Chapter 13 Contemporary and Future Human Resources Challenges
314(21)
Myron D. Fottler
John D. Blair
Elizabeth W. Michael
Grant T. Savage
Environmental Change
315(2)
Human Resources Implications
317(2)
Integrating Human Resources Planning and Management
319(2)
Enhancement of Employee Productivity
321(4)
Total Quality Management
325(2)
Managing Corporate Restructuring
327(4)
References
331(4)
Index 335

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