Essentials of Human Resource Management in

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.

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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Essentials of Human Resource Management in Health Service Organizations

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Table of Contents

Supplemental Materials