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Results for “workforce development”

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At least 451 records · Page 25Linked to original sources
PubMed1993

Integrating the needs of the individual and the institution in staff development.

This article describes how basic human needs and the needs of radiology departments can be integrated in a way that leads to personal and organizational growth. After discussing human and institutional needs, the author analyzes an advancement program used at one hospital and then presents a case study in effective staff development.

Career Mobility↗
PubMed1993

Successful strategies for retaining and recruiting imaging specialists: a two-year perspective.

Strategies for retaining and recruiting of imaging personnel must focus on job enrichment through personal and professional growth opportunities; support and recognition for continuing education activities that promote those goals; and compensation and benefit programs that are commensurate with increased expectations and responsibilities. In this article, the author describes the process used to develop and successfully implement a comprehensive, integrated strategic plan, whose central focus is a multi-modality career path. Also discussed are the benefits realized over the past two years in the Department of Diagnostic Radiology and Nuclear Medicine at Rush-Presbyterian-St. Luke's Medical Center in Chicago.

Career Mobility↗
PubMed1992

A framework for evaluating the work of pharmacists.

This article reviews the major appraisal methods used in health care organizations and offers a competing "systems model" for conducting performance appraisals in pharmacy departments. The value of the proposed appraisal system is that it reminds management not to view the area of performance appraisal as "keep it simple." Rather, management should recognize that performance appraisal should be viewed as a system (more correctly, a subsystem) that interacts with and affects all parts of a pharmacy department's drug use system. The performance appraisal system is complex and dynamic, requiring a significant resource commitment from management and all workers within the department.

Employee Performance Appraisal↗
PubMed1993

Quality management of human resources. Providers should begin by focusing on education, performance management, and reward systems.

For a quality management transformation to occur, a healthcare organization must focus on education and development, performance management, and recognition and reward systems during the first years of implementation. Education and development are perhaps the most important human resource management functions when implementing quality management principles and processes because behavioral changes will be required at all organizational levels. Specific programs that support an organization's quality management effort will vary but should include the conceptual, cultural, and technical aspects of quality management. The essence of quality management is to always satisfy the customer and to continuously improve the services and products the organization offers. The approach to performance management should therefore rely on customer feedback and satisfaction. An organization committed to quality management should base its performance management approach on customer orientation, process improvement, employee involvement, decision making with data, and continuous improvement. Managers and trustees are being challenged to provide innovative recognition and reward systems that reinforce the values and behaviors consistent with quality management. Such systems must also be aligned with the behaviors and outcomes that support the philosophy, mission, and values of the Catholic healthcare ministry. The following components should be considered for a recognition and reward system: base pay, incentives, benefits, and nonmonetary rewards.

Catholicism↗
PubMed1994

1994 survey--healthcare materiel management and central service professions.

Our 1994 professional survey shows an industry in flux. Institutions seem to be getting smaller, job tenure is shrinking for CS managers and materiel managers are convinced there will be fewer of them around. Salaries seem to be flattening for materiel managers, female materiel managers are being financially discriminated against and CS managers, though making more money, are losing benefits. Job dissatisfaction appears to be on the rise for both professions.

Central Supply, Hospital↗