Human Resources Management for Health Care Organizations : A Strategic Approach

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Human Resources Management for Health Care Organizations : A Strategic Approach

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  • 製本 Paperback:紙装版/ペーパーバック版/ページ数 424 p.
  • 言語 ENG
  • 商品コード 9780470873557
  • DDC分類 362.1068

Full Description


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.

Table of Contents

Preface                                            xv
The Authors xxi
PART ONE Human Resources Management in the
Health Care Business Arena
Chapter 1 Introduction to Health Care Human 3 (28)
Resources Management
Defining Elements of Progressive Health 4 (3)
Care Organizations
Current Perceptions of Health Care 7 (2)
Organizations
Spheres of Influence Model 9 (3)
Five Significant Change Dynamics of 12 (10)
Modern Health Care
Profile of a Progressive Health Care 22 (5)
Organization
Composition of a Progressive Health Care 27 (4)
Human Resources Management Department
Chapter 2 Strategic Health Care Human 31 (18)
Resources Management and Planning
The Changing Role of Human Resources 32 (3)
Management
Human Resources Outsourcing 35 (1)
Strategic Human Resources Management and 36 (2)
Human Resources Planning
Anticipating Future Needs 38 (4)
Evaluating the Effectiveness of Strategic 42 (2)
Human Resources Management
Problems and Implications of Strategic 44 (5)
Human Resources Management
Chapter 3 Organizational Culture Standards 49 (34)
for Health Care Human Resources
Performance Matrix of Superstars, 50 (4)
Steadies, and Nonplayers
PACT Formula 54 (20)
Strategic Requirements for a Progressive 74 (9)
Health Care Human Resources Management
Department
Chapter 4 Equal Employment Opportunity Laws 83 (32)
and Health Care Human Resources Management
Federal Equal Employment Opportunity Laws 84 (12)
Proving Employment Discrimination 96 (2)
Affirmative Action: Executive Orders and 98 (4)
Other Federal Laws
Constitutional Rights 102(7)
Additional Protections for Employees 109(6)
Chapter 5 Managing the Unique Health Care 115(20)
Workforce
Cultural Factors Relevant to Health Care 122(7)
Human Resources
Practical Application: A Tale of Two 129(6)
Jersey Cultures
Chapter 6 The Importance of Volunteers in 135(20)
Health Care Organizations
Selection and Placement Strategy 136(7)
Considerations for Volunteers
Maximizing Health Care Volunteer 143(5)
Performance
Agenda Topics for Volunteer Summits 148(2)
Ten Essential Rules for Volunteer 150(5)
Placement
PART TWO Methods and Accountabilities of
Health Care Human Resources
Chapter 7 Critical Job Analysis and Design 155(22)
Legal Significance of Job Analysis 157(1)
Job Analysis Information 158(5)
Designing a Job Analysis Program 163(1)
Job Descriptions and Job Specifications 164(4)
Competency Modeling 168(2)
Job Analysis Techniques 170(7)
Chapter 8 Recruitment, Interviewing, and 177(32)
Selection Strategies
Preselection Process 178(17)
Critical Dimensions of External 195(3)
Recruitment
Preparing and Planning for the Interview 198(1)
Conducting the Interview 199(5)
Evaluating the Interview 204(5)
Chapter 9 Maximizing Performance Management 209(38)
and Evaluation
Developing an Evaluation Program 210(31)
Using Defusers---the Return to 241(6)
Objectivity Formula
Chapter 10 Compensation Strategies 247(24)
Motivation 248(5)
Equity 253(12)
Executive Compensation and Benefits 265(2)
Federal Laws Governing Compensation 267(4)
Chapter 11 Benefits 271(18)
Government Required Benefits 272(4)
Discretionary Benefits 276(6)
Quality-of-Work and Quality-of-Life Issues 282(7)
PART THREE Maximizing Health Care Human
Resources
Chapter 12 Training and Development 289(30)
Needs Assessment 291(2)
Developing Training Objectives 293(1)
Developing the Curriculum 294(8)
Delivering Training 302(1)
Evaluating Training 303(3)
Career Development 306(2)
Health Care Training and Development in 308(2)
Application
Relevant and Resonant Health Care 310(9)
Organizational Training and Development
Chapter 13 Organizational Development 319(34)
Strategies
Essential Objectives of Health Care 319(10)
Organizational Development
Organizational Development Strategies for 329(9)
Building Pride
Organizational Development Strategies for 338(6)
Escalating Accountability
Organizational Development Strategies for 344(9)
Team Building
Chapter 14 Labor-Management Relations 353(24)
Collective Bargaining in the Private 354(1)
Sector
Collective Bargaining in Health Care 355(3)
Organizations
Collective Bargaining in Federal 358(1)
Government Agencies
Collective Bargaining in State and Local 359(1)
Government Agencies
Concepts and Practices of Collective 360(17)
Bargaining
Chapter 15 Strategic Health Care Human 377(16)
Resources Technology
Information Systems Technology 378(2)
Organizational Change 380(1)
Types of Information Systems 381(3)
Human Resources Information Systems 384(9)
Bibliography 393(16)
Index 409