Healthcare Human Resource Management, 3e Walter Fl
Healthcare Human Resource Management, 3e Walter Fl
Exam (elaborations)
Healthcare Human Resource Management 3rd Edition By Walter Flynn, Robert Mathis, John Jackson (Instructor Manual)
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Healthcare Human Resource Management, 3e Walter Fl
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Healthcare Human Resource Management, 3e Walter Fl
Healthcare Human Resource Management, 3e Walter Flynn, Robert Mathis, John Jackson (Instructor Manual)
Healthcare Human Resource Management, 3e Walter Flynn, Robert Mathis, John Jackson (Instructor Manual)
(Healthcare Human Resource Management, 3e Walter Flynn, Robert Mathis, John Jackson)
(Instructor Manual all Chapters)
1
THE NATURE AND CHALLENGES OF HEALTHCARE HR
MANAGEMENT
Learning Objectives:
After you have read this chapter, you should be able to
Identify the types of healthcare organizations.
(Pages 3 - 6)
Describe the current and future states of the healthcare industry.
(Pages 7 - 9)
List and briefly describe human resource management activities.
(Pages 14-16)
Explain the unique aspects of managing human resources in healthcare organizations.
(Pages 13-14)
Discuss several of the human resource challenges existing in healthcare.
(Pages 9-13)
, CHAPTER 1: THE NATURE AND CHALLENGES OF
HEALTHCARE HR MANAGEMENT
Chapter Overview
This chapter describes the various types of organizations that make up the healthcare industry,
including physician offices, hospitals, and dental clinics. The chapter discusses the nature of
healthcare HR management through an overview of the current and future states of the healthcare
industry. HR management activities and roles are discussed against the backdrop of the challenges
HR professionals face in healthcare. The Joint Commission on Accreditation of Healthcare
Organizations (JCAHO) is described, accompanied by a discussion on the importance of
establishing quality standards relating to HR strategies, policies, and practices.
, Chapter Outline
THE NATURE AND CHALLENGES OF HEALTHCARE HR
MANAGEMENT
Healthcare HR Insights
Nature of Healthcare Organizations
Employment in Healthcare
Types of Healthcare Jobs
The Current State of Healthcare
The Future of Healthcare
HR Challenges in Healthcare
Recruitment and Retention
Managing Change
Joint Commission on Accreditation of Healthcare Organizations
Healthcare Reform and HR Practices
The HR Function in Healthcare
HR Management Activities
Case
End notes
Healthcare HR Insights
Healthcare HR Insights
The Institute for Healthcare Improvement (IHI), an independent not-for-profit
organization based in Cambridge, Massachusetts, is focused on developing
strategies for health and healthcare improvement.1 Consistent with its mission
it has developed a framework for healthcare improvement based on optimizing
health system performance. It is IHI’s belief that new designs must be developed to
simultaneously pursue three dimensions, which it calls the “Triple Aim”:
Improving the patient experience of care (including quality and satisfaction)
• Improving the health of populations
• Reducing the per capita cost of health care2
At the heart of the Triple Aim approach is a fundamental rethinking of how
healthcare workers are trained, managed, coached, and compensated in order to
pursue the dimensions noted above. Healthcare organizations that adopt this new
design must translate these dimensions into HR strategies because ultimately people
provide healthcare. Examples include: healthcare worker training and coaching
designed to provide them with new skills in customer relations to improve the
, patient experience. Jobs may need to be redesigned to focus more on primary
care versus specialty care to deal with the full continuum of healthcare provision.
Healthcare workers may be compensated based on how effectively their
organizations deliver high-quality care at the lowest possible price.
Many healthcare organizations have begun to translate the Triple Aim design
into high-impact results. The following examples illustrate this approach, including:
• Genesys Health System in Flint, Michigan, worked with its partners Genesee
Health Plan and Genesys Physician Hospital Organization to better engage patients
in their own care. The combination of a patient-centered medical home and a health
navigator who supports patients and providers, and links both with community
resources, helps to improve access and appropriate utilization. Genesys says that it is
demonstrating 10 to 25 percent lower healthcare costs than competitors, across a
diverse population that includes both insured and uninsured patients.
• HealthPartners, based in Minnesota, introduced a program designed around
the concepts of consistency (reliable processes), customization (adapting care to
individual needs), convenience (improving access), and coordination. Health-
Partners calculates that spreading their best practices nationwide would save
$2 trillion in 10 years.
• QuadMed, based in Wisconsin, provides employer-sponsored, work site health
care, bringing primary healthcare services in-house for employees and dependents,
and managing clinics for two other national companies. Thirty- to
90-minute appointments support prevention and wellness; onsite lab, X-ray, and
ancillary services offer convenience and coordination; and the result is more
spending on primary care and less on hospitalization and pharmacy. QuadMed
spends about 31 percent less to cover QuadGraphics employees than the average
Wisconsin company.3
Each of these organizations could achieve the successful outcomes noted only by
engaging its workforce in the changes necessary to drive the Triple Aim objectives.
HR strategic management is critical in achieving these outcomes.
Instructor Notes
I. NATURE OF HEALTHCARE ORGANIZATIONS
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