Joan E. Pynes is Professor of Public Administration in the Department of Government and International Affairs at the University of South Florida. She received her bachelor's degree in public justice from SUNY Oswego and her PhD in public administration from Florida Atlantic University. She is the author or co-author of five books, most recently Effective Nonprofit Management: Context and Environment and Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach, Third Edition. She has written or co-written more than fifty academic articles, book chapters, technical reports, and encyclopedia entries about public and nonprofit human resources management.Donald N. Lombardi is Industry Professor of Healthcare, director of the Stevens Healthcare Educational Partnership, and academic director of the Veterans Office at Stevens Institute of Technology in Hoboken, New Jersey. He has consulted to more than 170 health care organizations in all 50 states and ten foreign countries, has developed seven accreditation programs for the American College of Healthcare Executives since 1986, and has written eleven books, including Handbook for the New Health Care Manager. Dr. Lombardi holds more than fifty U.S. copyrights on organizational planning, management, and development systems for text, on-site, and on-line delivery.

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• Preface xvThe Authors xxiPart One Human Resources Management in the Health Care Business Arena 1Chapter 1: Introduction to Health Care Human Resources Management 3Defining Elements of Progressive Health Care Organizations 4Current Perceptions of Health Care Organizations 7Spheres of Influence Model 9Five Significant Change Dynamics of Modern Health Care 12Profile of a Progressive Health Care Organization 21Composition of a Progressive Health Care Human Resources Management Department 26Chapter 2: Strategic Health Care Human Resources Management and Planning 31The Changing Role of Human Resources Management 32Human Resources Outsourcing 35Strategic Human Resources Management and Human Resources Planning 36Anticipating Future Needs 38Evaluating the Effectiveness of Strategic Human Resources Management 42Problems and Implications of Strategic Human Resources Management 44Chapter 3: Organizational Culture Standards for Health Care Human Resources 49Performance Matrix of Superstars, Steadies, and Nonplayers 50PACT Formula 54Strategic Requirements for a Progressive Health Care Human Resources Management Department 74Chapter 4: Equal Employment Opportunity Laws and Health Care Human Resources Management 83Federal Equal Employment Opportunity Laws 84Proving Employment Discrimination 96Affirmative Action: Executive Orders and Other Federal Laws 98Constitutional Rights 102Additional Protections for Employees 109Chapter 5: Managing the Unique Health Care Workforce 115Cultural Factors Relevant to Health Care Human Resources 122Practical Application: A Tale of Two Jersey Cultures 129Chapter 6: The Importance of Volunteers in Health Care Organizations 135Selection and Placement Strategy Considerations for Volunteers 136Maximizing Health Care Volunteer Performance 143Agenda Topics for Volunteer Summits 148Ten Essential Rules for Volunteer Placement 150Part Two Methods and Accountabilities of Health Care Human Resources 153Chapter 7: Critical Job Analysis and Design 155Legal Significance of Job Analysis 157Job Analysis Information 158Designing a Job Analysis Program 163Job Descriptions and Job Specifications 164Competency Modeling 168Job Analysis Techniques 171Chapter 8: Recruitment, Interviewing, and Selection Strategies 177Preselection Process 178Critical Dimensions of External Recruitment 195Preparing and Planning for the Interview 198Conducting the Interview 199Evaluating the Interview 204Chapter 9: Maximizing Performance Management and Evaluation 209Developing an Evaluation Program 210Using Defusers—the Return to Objectivity Formula 241Chapter 10: Compensation Strategies 247Motivation 248Equity 253Executive Compensation and Benefits 265Federal Laws Governing Compensation 267Chapter 11: Benefits 271Government Required Benefits 272Discretionary Benefits 276Quality-of-Work and Quality-of-Life Issues 282Part Three Maximizing Health Care Human Resources 287Chapter 12: Training and Development 289Needs Assessment 291Developing Training Objectives 293Developing the Curriculum 294Delivering Training 302Evaluating Training 303Career Development 306Health Care Training and Development in Application 308Relevant and Resonant Health Care Organizational Training and Development 310Chapter 13: Organizational Development Strategies 319Essential Objectives of Health Care Organizational Development 319Organizational Development Strategies for Building Pride 329Organizational Development Strategies for Escalating Accountability 338Organizational Development Strategies for Team Building 344Chapter 14: Labor-Management Relations 353Collective Bargaining in the Private Sector 354Collective Bargaining in Health Care Organizations 355Collective Bargaining in Federal Government Agencies 358Collective Bargaining in State and Local Government Agencies 359Concepts and Practices of Collective Bargaining 360Chapter 15: Strategic Health Care Human Resources Technology 377Information Systems Technology 379Organizational Change 380Types of Information Systems 381Human Resources Information Systems 384Bibliography 393Index 409