McConnell Charles R. - Human Resource Management in Health Care

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Chapter 1
An Overview of Human Resources

Chapter 2
How Human Resources Fits into an Organization

Chapter 3
The Legal Framework of Contemporary Human Resources

Chapter 4
Human Resource Activities and Managers

Chapter 5
The ManagerEmployee Relationship

Chapter 6
Position Descriptions

Chapter 7
Directions in Employee Relations

Chapter 8
Compensation and Benefits

Chapter 9
Performance Appraisals

Chapter 10
Succession Planning

Chapter 11
Employee Training

Chapter 12
Department Managers and the Recruiting Process

Chapter 13
Conducting a Successful and Legal Selection Interview

Chapter 14
Managers and Employee Problems

Chapter 15
Addressing Problems Before Taking Critical Action

Chapter 16
Terminating Employees

Chapter 17
Documentation

Chapter 18
Ethics and Ethical Behavior

Chapter 19
Impacts and Effects of Social Media

Chapter 20
Relations with Labor Unions

Chapter 21
Special Support: Human Resources Arbitration and the Use of Consultants

Chapter 22
Maintaining an Effective Human Resources Department

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S ince the initial edition of this text was published in 2007, health care has continued to change in numerous and sometimes surprising ways. The rate of change continues to accelerate with the proliferation of new technologies, social media, and changing models and contexts for providing care.

Some historical context may be useful. Human resources, known earlier as personnel, emerged as a separate entity in business organizations in the 1930s and 1940s. The importance of human resources has steadily increased over the intervening decades. As many providers of healthcare services resist the present-day pressures calling for increased efficiency, the public continues to demand more services.

It seems clear to us that the demand for healthcare services will continue to increase as the population expands and new technologies arise. Using past behavior as a basis for predicting future actions, it is clear that the means of paying for the desired additional services will continue to lag the demand for those services. Although we do not know precisely what the future may bring, we can say with confidence that human resources will be affected.

Nonhealth businesses, manufacturing companies foremost among them, were the first to recognize the utility of human resources. Out of necessity, healthcare provider organizations began to rely increasingly on human resources professionals as legal protections for workers proliferated. Owing to characteristics of size and structure, however, some elements of health-related activity have not received the full benefit of modern human resources capabilities. For example, public health as a discipline has been slow to embrace human resources, and many smaller health-related organizations, such as independent laboratories and free-standing clinics and group practices, have too few employees to justify a full-time human resources presence.

This book introduces human resources to those who are preparing for employment in any area of health care or health services. It is written for practitioners and students in all disciplines related to health, from individual providers to major medical centers and administrators in a broad range of healthcare settings.