Master the unique aspects of healthcare HRM that are most relevant to your success with Flynn/Valentine/Meglich's HEALTHCARE HUMAN RESOURCE MANAGEMENT, 4E. This edition's focused, specialized approach is ideal -- whether you are preparing to work in healthcare or are currently a healthcare practitioner, consultant and managerial professional seeking to advance. This distinctive approach provides the most current, topical information on healthcare management in today's ever-changing industry. The latest organizational examples, scenarios and illustrations keep you ahead of the curve, while thorough discussions explore the rising demand for healthcare professionals against the backdrop of worker shortages and the continuing national debate on healthcare reform. Equip yourself with best practices as this edition examines how challenges, such as the COVID-19 pandemic response, drug and alcohol use by healthcare employees and medical errors, impact HR function.
1. The Nature and Challenges of Healthcare HR Management.
2. Healthcare HR Competencies, Structures, and Quality Standards.
3. Strategic HR Management.
4. Legal Issues Affecting the Healthcare Workplace.
5. Job Design and Analysis.
6. Healthcare Recruitment and Selection.
7. Organizational Relations and Employee Retention in Healthcare.
8. Training and Development in Healthcare Organizations.
9. Performance Management in Healthcare Organizations.
10. Employee Relations in the Healthcare Industry.
11. Labor Relations and Healthcare Organizations.
12. Healthcare Compensation Practices.
13. The Management of Benefits and Variable Payin Healthcare.
14. Safety, Health, and Security in Healthcare Organizations.
Dr. Patricia A. Meglich is professor of management at the University of Nebraska at Omaha. Born and raised in Ohio, she earned her B.S.B.A. from Bowling Green State University, her M.B.A. from Cleveland State University and her Ph.D. from Kent State University. Prior to entering academia, she spent 20 years as the human resources director for an automotive supplier, where she designed and implemented talent management programs and participated in numerous acquisitions and business process reengineering initiatives. Dr. Meglich has been active in professional activities with SHRM and was awarded the national SHRM Award for Professional Excellence. She is certified SPHR and SHRM-SCP. She has published numerous articles in scholarly journals, such as Employee Rights and Responsibilities and Personnel Review. She has developed several learning modules and course materials for SHRM and has received a number of teaching awards at UNO. She serves as a visiting professor at the University of Ljubljana (Slovenia) and the Management Center of Innsbruck (Austria). Dr. Meglich is committed to bridging research to the practice of HR and ensuring that HR professionals have timely, relevant information needed to lead their organizations to success.
Sean R. Valentine
Dr. Sean R. Valentine is professor of management and the Robert Page Endowed Professor of Leadership and Ethics at the University of North Dakota. Originally from Texas, he received a B.S. in management/human resources from Park University, a B.S. in hotel, restaurant and tourism management from New Mexico State University, an M.B.A. in business administration from Texas State University, and a D.B.A. in management from Louisiana Tech University. He was employed in the hospitality industry for many years and served as an officer in the Army National Guard. During his academic career, Dr. Valentine published more than 75 articles in journals such as Human Resource Management, Human Relations, Human Resource Development Quarterly, Employee Responsibilities and Rights Journal, Journal of Business Research, Journal of Business Ethics, Journal of Personal Selling & Sales Management, Contemporary Accounting Research and Behavioral Research in Accounting. His primary research and teaching interests include human resource management, business ethics and organizational behavior. He has received numerous awards and recognition for his work, and he has consulted with a variety of organizations on numerous management and business matters.
Walter J. Flynn
Walter Flynn is owner and founder of W. J. Flynn and Associates, LLC, Human Resource Consultants. His clients include medical centers, academic health centers, hospitals, clinics, physician practices, mental health clinics, colleges and universities, insurance, pharmacy benefit management and industrial companies. Prior to developing his consulting practice, Mr. Flynn served as Chief Human Resources Officer at Cincinnati Children’s Medical Center. Mr. Flynn holds an M.B.A. in management from Xavier University and a B.S. in psychology from Northern Kentucky University. Mr. Flynn has held adjunct faculty positions, teaching human source management and strategic management courses in graduate programs at Northern Kentucky University, University of Cincinnati, University of Minnesota and Saint Mary's University of Minnesota. In addition, he has presented on a wide variety of HR management topics at state SHRM and corporate-sponsored conferences throughout the United States. Mr. Flynn holds lifetime certification from SPHR. Through his leadership efforts, mentoring of new HR professionals, teaching and consulting, Mr. Flynn has strived to raise the HR function in healthcare organizations to the level of strategic business partner for executive leadership.
NEW RESEARCH REFLECTS THE LATEST DEVELOPMENTS IN HEALTHCARE HUMAN RESOURCE MANAGEMENT TODAY. Extensive new research woven throughout this edition ensures this text is one of the most up-to-date resources available for healthcare HR.
UPDATED "HEALTHCARE HR INSIGHTS" OPEN EACH CHAPTER WITH CURRENT CHALLENGES AND BEST PRACTICES. This feature highlights an event, situation or current reality of healthcare HR in the context of the chapter material -- from employee relations to compensation. "Healthcare HR Insights" describe a key aspect of the topic upon which real healthcare organizations are -- or should be -- focusing. The feature then pinpoints a solution or best practice, providing a meaningful transition to the chapter's discussion.
NEW "THE JOINT COMMISSION" FEATURE EMPHASIZES HOW CHAPTER MATERIAL RELATES TO THE JOINT COMMISSION STANDARDS AND REVIEWS. Woven throughout many of this edition's chapters, this feature clearly connects chapter content to corresponding Joint Commission standards or its quality review survey processes. This feature provides unique insights into the role of quality review organizations, like the Joint Commission, in today's healthcare organizations. Relevant references provide insights even for healthcare practitioners whose employers do not subscribe to the Joint Commission.
NEW "HR AND MANAGEMENT COMPETENCIES" UNDERSCORE THE IMPORTANCE OF HR-RELATED SKILLS IN HEALTHCARE TODAY. Students see, first-hand, how integral the HR profession is within healthcare organizations. Numerous chapter callouts and illustrations highlight HR-related competencies and the importance of developing those skills. Students see how proficient HR professionals apply their knowledge, expertise and decision-making abilities within healthcare organizations.
UPDATED CHAPTER CASES REFLECT NEW DEVELOPMENTS AND DATA. All chapter cases throughout this edition include new material to represent the latest progress in the field of human resource management in healthcare today.
NEW AND UPDATED VISUALS REINFORCE KEY POINTS. All visuals throughout this edition are now updated to depict the latest changes and advancements in healthcare. This edition's Illustrations are revised with all factual visual data now reflecting the latest research. New, engaging artwork also expands upon the written text information.
UPDATED "HEALTHCARE HR ISSUES AND OPPORTUNITIES" HIGHLIGHT UNIQUE CHALLENGES AND POSSIBILITIES FOR INNOVATIVE SOLUTIONS. This feature, at the end of each chapter, highlights a unique healthcare HR issue and describes how the HR professional can apply innovative or proactive solutions to resolve the issue. The feature leverages principles from the chapter to underscore the importance for HR professionals, or anyone with organizational HR responsibilities, to become strategic HR problem-solvers.
ENGAGING CASES AND DISCUSSION QUESTIONS HELP REFINE STUDENTS' SKILLS. Contemporary, interesting cases and thoughtful discussion questions at the end of each chapter increase student interest and help improve critical-thinking skills.
QUICK-REFERENCE GLOSSARY CLARIFIES TODAY'S HEALTHCARE AND HR TERMS. Now those new to HR or healthcare can quickly find key terms in the convenient glossary at the end of this edition.
CONTENT CAREFULLY BALANCES HR MANAGEMENT THEORY WITH HEALTHCARE APPLICATIONS. This edition provides important coverage of both HR management theory and its specific healthcare applications. Memorable and meaningful examples for both HRM and healthcare demonstrate how principles are applied.
NEW CONTENT FOCUSES ON EVER-CHANGING HR NEEDS, HEALTHCARE CHALLENGES AND PROFESSIONAL RESPONSIBILITIES. This edition presents key information that healthcare HR professionals or those with HR organizational responsibilities, such as nurse managers, facility administrators or clinic supervisors, need to know. Readers learn what they must do to contribute in a meaningful way to their organizations.
"HEALTHCARE HR INSIGHTS" OPEN EACH CHAPTER BY HIGHLIGHTING CURRENT CHALLENGES AND BEST PRACTICES. This feature focuses on a current event or situation in healthcare HR that relates to the chapter material. "Healthcare HR Insights" describe a key aspect of the topic and highlight what actual healthcare organizations are -- or should be -- focusing upon. The feature pinpoints a solution or best practice, providing a meaningful transition to the chapter's discussion.
"HEALTHCARE HR ISSUES AND OPPORTUNITIES" HIGHLIGHT UNIQUE CHALLENGES AND THE POSSIBILITIES FOR INNOVATIVE SOLUTIONS. This feature, at the end of each chapter, highlights a unique healthcare HR issue and describes how the HR professional can apply innovative or proactive solutions to resolve the issue. The feature leverages principles from the chapter to underscore the importance for HR professionals, or anyone with organizational HR responsibilities, to become strategic HR problem-solvers.
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