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301. Hospital HRIS: finding a system that works

302. John Bozard: Arnold Palmer executive director's concerns go beyond just financial health

303. Practitioner restrictions gain momentum

304. Taking responsibility; Baptist Health involves patients in chronic care

305. Beaumont freezes hiring of nonclinical workers; other hospitals also cutting costs

306. Patient restraint under scrutiny

307. Mass. General plans to cut 200 jobs to meet '09 budget

308. Outliers; Asides & insides

309. How severe? Hospitals adjust to life with MS-DRGs, but impact on bottom line still unclear

310. Not so fast; Joint Commission delays unpopular staff standard

311. In high demand; Nurses spend most time away from bedsides: study

312. Outliers; Asides & insides

313. Partnership tests care processes

314. A case study into operational team-working within a UK hospital

315. Q: Who will follow the leader? A: Good question; Leadership survey reveals hospitals aren't doing enough to groom future top execs

316. Area nurses join lawsuits over wages, claim collusion

317. Avoiding unions: supervisors are the first line of defense

318. Effective employee surveys require commitment to change

319. For smoother shift changes, try walking rounds

320. Physician recruiting 101: avoid the classic mistakes

321. Hospital execs switch hats - from provider to buyer of care

322. Literacy crisis threatens hospital workforce

323. The impact of anaesthetic assistants on anaesthesia service in Sudan

324. KSF relaunch aims to urge implementation

325. Private perks and problems

326. Differing opinions; RNs rate nursing shortage as being worse than their bosses do

327. Focusing their energies; Fewer full-time employees means making teamwork a priority

328. PAY MORE, GET MORE; The organizations on the 100 Top Hospitals list give higher quality care at a lower cost, while paying their staffs better

329. How do they do it? Top-performing hospitals reveal labor issues as key to saving money, lives

330. Saving lives and money; Ohio hospital focuses on quality efforts by paying attention to its nursing staff

331. Late news

332. Briefing-debriefing: using a reflexive organizational learning model from the military to enhance the performance of surgical teams

333. Hospital Report: Is it parity or partial fundingfor pre-regs?

334. ADDED INCENTIVE; Pay packages increasingly linked to executive performance

335. Wisconsin

336. Flu planning crucial: experts

337. Employee orientation a whole new ballgame; Interactive sports-themed sessions make for better first impression

338. Waging war on inefficiency; As hospitals continue to grapple with rising pay and benefits costs, executives look for new weapons in their fight for productivity

339. The storm's aftermath; La. hospitals face investigations, closures after Katrina

340. Moving Day; Relocating to a new hospital puts staff's logistics skills to the test

341. Perceptions of the role of the hospital palliative care team

342. Beaumont Hospitals: Large number of workers younger than 35 years old

343. Shifting views on night work

344. Late News; King-Drew may be downsized

345. Growing from within; System works to keep talented execs in the pipeline

346. Inner Strength; Top-performing hospitals are more apt to promote from within and take a more strategic approach when recruiting executives

347. Team players; Solucient-Cejka research focuses on executive lineup

348. Doctoring the problem; CEO's top concern: healthy physician relations

349. Joint Ventures; Hospitals seek creative solutions to grapple with the unbending costs of orthopedic implants

350. Compensating nurses; Geography, intangibles factor into pay disparities

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