Description
Book SynopsisThis insightful book discusses vital concepts of system sustainability in terms of productivity, quality improvement, innovation and cost control in the context of maximizing the potential of staff in the health care sector through effective human resource management.
Health systems in the western world face increasingly intense pressure to contain or reduce costs, while countries such as China and India move towards universal coverage. The contributors illustrate that radical gains in efficiency and innovative practice are required internationally in health care systems. They argue that the high proportion of health care system costs invested in staffing place the human resource function at the forefront of meeting this challenge. Sustained system change and productivity gains, more effective management of staff and work climate are essential elements of reform and are all covered in this book
The book provides practical examples as to how health service managers can rise to the challenge of sustaining services against greater pressures than ever before. It will strongly appeal to academics and students of health service management and public sector management. Health service managers, HR professionals in health as well as clinical staff will also find plenty of informative information in this enriching compendium.
Contributors include: J. Appleby, N. Ashkanasy, F. Barwell, H. Bevan, M. Cooke, S. Cross, H. Flanagan, A. Grove, J. Hartley, M. Hopkins, H. Laschinger, S. Leggat, P. Mazelan, J. Ovretveit, A. Richardsen
Trade ReviewHealthy organisations are twice as likely to get better results than unhealthy ones, and this could be a matter of life and death if your business is healthcare. Whatever way you look at it, HR has a key role to play and the authors once again points the way. --Clare Chapman, Group People Director, BT (British Telecoms)
If healthcare systems around the world are to respond to the growing demands of an ageing population and advances in technology, then healthcare workforces will need to managed with imagination, agility and innovation. This important book sets out some of these challenges in a thoughtful and accessible way, allowing the reader to tap into the research pedigree of its authors and to draw out lessons and evidence which will inform both strategy and practice. --Stephen Bevan, Director, Centre for Workforce Effectiveness, The Work Foundation
Table of ContentsContents: PART I: OVERALL CONTEXT: QUALITY, COST, PRODUCTIVITY IN HEALTH CARE ORGANISATIONS 1. Background and Context Ronald J. Burke, Peter Spurgeon and Cary L. Cooper 2. Productivity in Health Care John Appleby 3. Raising Quality and Reducing Costs – in One Improvement? John Øvretveit 4. A Trilogy for Health Care Improvement: Quality, Productivity and Innovation Helen Bevan PART II: HUMAN RESOURCE MANAGEMENT 5. The Contribution of ‘Best-Practice’ HR Management to Better Organisational Performance Sandra G. Leggat 6. Fostering Creativity in Health Care: Health Care Workers as Agents of Creativity March L. To, Neal M. Ashkanasy and Cynthia D. Fisher 7. Hospital Restructuring and Downsizing: Déjà Vu All Over Again Ronald J. Burke 8. A Better Model of Managing Sickness Absence Hugh Flanagan, Fred Barwell, Patti Mazelan and Peter Spurgeon PART III: BETTER LEADERSHIP, BETTER ORGANISATIONAL PERFORMANCE 9. Nurse Leaders: Partners in Health Care Leadership Margaret M. Hopkins and Deborah A. O’Neil 10. Enhancing Medical Leadership and Engagement: Impact upon Organisational Performance Peter Spurgeon 11. A Review of Quality Improvement in Health Care and Recommendations for the Future Amy L. Grove and James O. Meredith 12. Leadership Across Complex Systems and Boundaries Jean Hartley PART IV: MANAGING STAFF BETTER 13. Workforce Engagement and Organisational Performance Astrid M. Richardsen and Ronald J. Burke 14. Organisational and Health Effects of Workplace Empowerment in Health Care Settings Heather Laschinger 15. Stress Amongst Health Care Professionals and What Can be Done Cary L. Cooper 16. A Safer Clinical Systems Approach Matthew Cooke, Steve Cross and Peter Spurgeon PART V: CONCLUDING COMMENTS 17. Concluding Comments Peter Spurgeon, Ronald J. Burke and Cary L. Cooper Index
