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vi Contents
HR Metrics 29
HR Analytics 30
Benchmarking 30
Balanced Scorecard 30
Human Capital Effectiveness Measures 32
HR and Quality Patient Care 32
Joint Commission (JCAHO)
and Healthcare Management 33
JCAHO Process 33
JCAHO HR Standards and Serious Adverse Events 34
Healthcare Reform and HR Practices 35
Case 36
End notes 37
C ha pter 3 Strategic HR Management 38

Healthcare HR Insights 39
Management of Human Assets in Organizations 40
Human Capital and HR 40
Human Resource as a Core Competency 40
Organizational Culture 42
HR Management Roles 42
Administrative Role for Human Resource 43
Operational and Employee Advocate Role
for Human Resource 44
Strategic Role for Human Resources 45
Human Resources and Strategy 45
Requirements for Human Resource
Contribution to Strategy 46
Human Resource Planning 48
Human Resources Planning Process 48
Environmental Analysis 48
Planning for External Workforce Availability 50
Economic and Governmental Factors 50
Geographic and Competitive Evaluations 51
Changes in the Conditions of Work 51
Changing Workforce Considerations 52
Planning for Internal Workforce Availability 52
Current and Future Jobs Audit 52
Employee and Organizational Capabilities Inventory 53
Forecasting HR Supply and Demand 54
Forecasting 54
Elements of Successful HR Planning 55
HR Management Challenges 58
A Changing Workforce 58
Case 60
End notes 60
Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
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Contents vii
C hapter 4 Legal Issues Affecting the Healthcare

Workplace 62
Equal Employment Opportunity 63
Sources of Regulation and Enforcement 64
Major Employment Laws 65
Equal Employment Opportunity Concepts 66
Elements of EEO Compliance 68
EEO Policy Statement 68
EEO Records 68
Civil Rights Act of 1964, Title VII 72
Civil Rights Act of 1991 73
Executive Orders 11246, 11375, and 11478 73
Affirmative Action Program (AAP) 73
Managing Racial and Ethnic Discrimination
Issues 75
Sex/Gender Discrimination Laws
and Regulations 75
Pregnancy Discrimination 75
Equal Pay and Pay Equity 76
Managing Sex/Gender Issues 77
Sexual Harassment 79
Types of Sexual Harassment 80
Preventing Sexual Harassment 81
Disability Discrimination 81
Rehabilitation Act 81
Americans with Disabilities Act 81
Amendments to the ADA 82
ADA and Job Requirements 83
Claims of Disability Discrimination 85
Genetic Bias Regulations 86
Age Discrimination Laws 86
Age Discrimination in Employment Act 86
Older Workers Benefit Protection Act 87
Managing Age Discrimination 87
Religion and Spirituality in the Workplace 87
Managing Religious Diversity 88
Managing Other Discrimination Issues 88
Immigration Reform and Control Acts 88
Military Status Protections 89
EEOC Investigation Process 89
Employer Responses to EEO Complaints 90
Diversity and Cultural Competence Training 91
Ethics and the Law 92
Case 93
End notes 94
viii Contents
C ha pter 5 Job Design and Analysis 96

Accomplishing Strategic Objectives through
Job Design 98
Productivity and Job Design 99
Nature of Job Analysis in Healthcare Organizations 99
Task-Based Job Analysis 100
Competency Based Job Analysis 101
Joint Commission Standards and Job Analysis 102
Uses of Job Analysis 102
Job Families, Departments, and Organization Charts 104
Job Analysis and HR Activities 104
Work Schedules and Job Analysis 106
Managing Flexible Work 108
Flexibility and Work–Life Balance 108
Legal Aspects of Job Analysis 108
Job Analysis and the Americans with Disabilities Act 109
Behavioral Aspects of Job Analysis 109
Current Incumbent Emphasis 110
“Inflation” of Jobs and Job Titles 110
Employee and Managerial Anxieties 110
Job Analysis Methods 111
Observation 111
Interviewing 112
Questionnaires 112
Computerized Job Analysis 112
The Job Analysis Process 112
Planning 113
Preparation and Communication 114
Conducting the Job Analysis 114
Developing and Maintaining Job Descriptions,
Job Specifications, and Performance Standards 114
Job Description Components 115
Identification 115
General Summary 116
Essential Functions and Duties 117
Job Specifications 118
Performance Standards and Competencies 118
Disclaimer and Approvals 118
Case 119
End notes 120
C ha pter 6 Healthcare Recruitment and Selection 122

Recruiting and Labor Markets 123
Labor Market Components 123
Planning and Strategic Decisions Regarding
Recruiting 126
Contents ix
Internal versus External Recruiting 129

Flexible Staffing 129
Float Pools 129
Employee Leasing 131
Internal Recruiting 131
Job Posting and Bidding 131
Internal Recruiting Database 131
Promotion and Transfer 132
Current Employee Referrals 132
External Recruiting 132
Schools, Colleges, and Universities 132
Media Sources 133
Professional Associations 133
Employment Agencies 133
Executive Search Firms 133
Internet Recruiting 134
E-recruiting Media or Methods 134
Recruiting and Internet Social Networking 135
Recruiting Using Special Technology Means 135
Legal Issues in Internet Recruiting 136
Advantages of Internet Recruiting 137
Disadvantages of Internet Recruiting 137
Other Sources for Healthcare Recruitment 138
Clinical Rotations 138
Preceptorships and Internships 138
Fellowships 139
Summer Employment, Shadowing, and Volunteer Pools 139
Recruiting Evaluation and Metrics 139
Increasing Recruiting Effectiveness 140
Nature of Selection 141
Placement 141
Selection, Criteria, Predictors, and Job Performance 142
Validity and Reliability 143
Combining Predictors 144
Additional Legal Concerns 144
Selection Responsibilities 145
Reception and Job Preview/Interest Screening 145
Application Forms 147
Selection Testing 149
Ability Tests 149
Personality Tests 150
Selection Interviewing 151
Types of Interviews 151
Panel Interview 152
Criminal Background Checking 152
Legal Constraints 153
Medical Examinations and Inquiries 154
Making the Job Offer 155
Relocation Assistance 155
Case 155
End notes 156
x Contents
C ha pter 7 Organizational Relations and Employee Retention

in Healthcare 158
Individual–Organization Relationships 160
Psychological Contract 160
Job Satisfaction and Commitment 161
Organizational Redesign and Morale 162
Employee Engagement and Loyalty 163
Employee Absenteeism 164
Types of Absenteeism 165
Controlling Absenteeism 165
Employee Turnover 166
Types of Employee Turnover 166
Measuring Employee Turnover 168
HR Metrics: Determining Turnover Costs 169
Detailing Turnover Cost 169
Optimal Turnover 170
Retention of Human Resources 170
Myths and Realities about Retention 170
Drivers of Retention 171
Organizational Career Opportunities 173
Rewards and Retention 174
Retention and Selection 176
Work–Life Balance 176
Employee Relationships with Supervisors
and Coworkers 178
Retention Management Process 179
Conducting Exit Interviews 181
Retention Interventions 182
Evaluation and Follow-Up 182
Case 183
End notes 183
C ha pter 8 Training and Development in Healthcare

Organizations 186
Nature of Training in Healthcare Organizations 188
Legal Issues and Training 188
Integration of Job Performance, Training,
and Learning 189
Training as Performance Consulting 191
Organizational Strategy and Training 192
Strategic Training 192
The Training Process 193
Assessment of Training Needs 193
Contents xi
Training Design 194

Learner Characteristics 195
Instructional Strategies 197
Training Transfer 198
Types of Training 199
Orientation/Onboarding: Training for New Employees 199
Encourage Self-Development 200
Ongoing Training and Development 201
Delivery of Training 201
Internal Training 202
External Training 203
E-learning: Online Training 204
Evaluation of Training 205
Joint Commission Standards and Orientation, Training, and
Development 207
Developing Human Resources 208
Possible Development Focuses 208
Development Needs Analyses 209
Succession Planning 210
Benefits of Formal Succession Planning 211
Choosing a Development Approach 211
Job-Site Development Approaches 212
Off-Site Development Approaches 213
Management Development 214
Mentoring 215
Special Issues in Healthcare Employee Development 215
Academic and Credential Requirements 216
HR Development and Organizational Restructuring 216
Case 217
End notes 218
Chapter 9 Performance Management in Healthcare

Organizations 220
Performance Management 221
Job Criteria 223
Performance Standards 224
Performance-Focused Organizational Cultures 224
Performance Appraisal 225
Joint Commission Standards and
Performance Appraisal 226
Conflicting Roles of Performance Appraisals 226
Decisions about the Performance Appraisal Process 228
Legal Concerns and Performance Appraisals 230
Who Conducts Appraisals? 230
Supervisory Rating of Subordinates 230
Employee Rating of Managers 231
xii Contents
Team/Peer Rating 231

Self-Rating 232
Outsider Rating 232
Multisource/360-Degree Rating 233
Tools for Appraising Performance 234
Category-Scaling Methods 234
Comparative Methods 236
Narrative Methods 237
Combinations of Methods 239
Rater Errors 239
Recency 239
Central Tendency, Leniency, and Strictness Errors 239
Rater Bias 240
Halo Effect 240
Contrast Errors 241
Appraisal Feedback 241
Feedback Systems 241
The Appraisal Interview 242
Reactions of Managers and Employees 242
Effective Performance Management 243
Case 243
End notes 244
C ha pter 1 0 Employee Relations in the Healthcare Industry 246

Nature of Employer–Employee Relations 248
Rights and Responsibilities 248
Statutory Rights 249
Contractual Rights 249
Implied Contracts 250
Employment Practices Liability Insurance 251
Employee Relations and Rights of Employees 251
Employment-at-Will 251
Wrongful Discharge and the Importance of Documentation 253
Just Cause 254
Due Process 254
Constructive Discharge 255
Work-Related Alternative Dispute Resolution 255
Balancing Employer Security and Employee Rights 258
Employee Records 258
Employees’ Right to Free Speech 259
Technology and Employer–Employee Issues 260
Honesty in the Workplace 262
Off-the-Job Behavior 263
Employer Drug Testing 263
HR Policies, Procedures, and Rules 264
Coordinating Policies and Procedures 264
Communicating HR Information 265
Contents xiii
Employee Discipline 266

Nonproductive Reasons for Not Using Discipline 266
Productive Reasons for Not Using Discipline 266
Training Managers 266
Employee Relations Programs 270
Employee Assistance Programs 270
Employer of Choice Programs 270
Standards of Behavior 270
Case 271
End notes 272
Chapter 1 1 Labor Relations and Healthcare Organizations 274

Unions in the Healthcare Industry 276
Why Employees Unionize 276
Why Employers Resist Unions 277
Labor-Relations Philosophy 278
Adversarial Relationships 278
Collaborative Relationships 278
Legal Framework for Union–Management Relations 279
Wagner Act (National Labor Relations Act) 279
Taft-Hartley Act (Labor Management Relations Act) 280
Landrum-Griffin Act (Labor Management Reporting
and Disclosure Act) 281
Civil Service Reform and Postal Reorganization Acts 281
Proposed Employee Free Choice Act 281
NLRA and the Healthcare Industry 282
The Unionization Process in Healthcare 283
Organizing Campaign 284
Authorization Cards 284
Healthcare and Bargaining Units 285
Representation Elections 287
Certification–Decertification 287
Contract Negotiation (Collective Bargaining) 288
Collective Bargaining Issues 288
Classification of Bargaining Issues 289
Collective Bargaining Process 290
Preparation and Initial Demands 290
Continuing Negotiations 290
Settlement and Contract Agreement 291
Bargaining Impasse 292
Planning for Strikes 292
Strikes, Lockouts, and Other Tactics 293
Contract Administration 294
Labor–Management Committees 295
Grievance Management 295
Grievance Responsibilities 295
Grievance Procedures 295
xiv Contents
Steps in a Grievance Procedure 296

Case 298
End notes 298
C ha pter 1 2 Healthcare Compensation Practices 300

Compensation Responsibilities in Healthcare
Organizations 301
Components of Compensation 302
Healthcare Compensation Approaches 303
Total Rewards 304
Compensation Philosophies 307
Decisions about Healthcare Compensation Levels 308
Perceptions of Pay Fairness 311
Legal Requirements for Pay Systems 312
Fair Labor Standards Act (FLSA) 312
Independent Contractor Regulations 315
Additional Laws Affecting Compensation 317
Development of a Base Pay System 317
Job Evaluation 317
Job Evaluation Methods 319
Legal Issues and Job Evaluation 319
Market Pricing 320
Wage Surveys 321
Different Pay Structures 322
Pay Ranges 323
Individual Pay 324
Rates Out of Range 324
Pay Compression 324
Issues Involving Pay Increases 325
Pay Adjustment Matrix 325
Seniority 326
Cost-of-Living Adjustments (COLAs) 326
Lump-Sum Increases 326
Executive Compensation 327
Executive Salaries 327
Executive Bonus and Incentive Plans 328
Performance Incentives: Long-Term versus
Short-Term 328
Benefits for Executives 328
Executive Perquisites 329
Current Nature of Healthcare Executive
Compensation 329
Determining “Reasonableness” of Executive
Compensation 329
Case 330
End notes 330
Contents xv
Chapter 1 3 The Management of Benefits and Variable Pay

in Healthcare 332
Strategic Perspectives on Benefits 334
Goals for Benefits 334
Benefits Needs Analysis 334
Funding Benefits 335
Tax-Favored Status of Benefits 335
Types of Benefits 336
Government-Mandated Benefits 336
Voluntary Benefits 337
Part-Time Employee Benefits 338
Security Benefits 338
Workers’ Compensation 338
Unemployment Compensation 338
Severance Pay 339
Retirement Security Benefits 339
Retirement Benefits 339
Retirement Plan Concepts 340
Retirement Plans 340
Individual Retirement Options 341
Legal Regulation of Retirement Benefits 343
Employee Retirement Income Security Act 343
Retirement Benefits and Age Discrimination 344
Social Security 344
Healthcare Benefits 345
Affordable Care Act (ACA) Requirements 345
Controlling Healthcare Benefits Costs 347
Increasing Employee Contributions 347
Consumer-Driven Health Plans 348
Healthcare Legislation Impacting Benefits Administration 348
Financial, Insurance, and Other Benefits 349
Financial Benefits 349
Insurance Benefits 349
Educational Benefits 350
Social and Recreational Benefits 350
Family-Oriented Benefits and the Family and Medical Leave
Act 350
Family-Care Benefits 351
Benefits for Domestic Partners and Spousal Equivalents 352
Time Off Benefits 353
Benefits Administration 354
Benefits Communication 354
Flexible Benefits 355
Benefits in the Future 355
Variable Pay: Incentives for Performance 356
Types of Variable Pay 356
Effective Variable Pay Plans 357
Individual Incentives 357
Group/Team-Based Variable Pay 358
xvi Contents

Organizational Incentives 360
Successes and Failures of Variable Pay Plans 361
Case 361
End notes 362
C ha pter 1 4 Safety, Health, and Security in Healthcare

Organizations 364
Nature of Safety, Health, and Security 365
Safety, Health, and Security Responsibilities 366
The Joint Commission and Safety, Health, and Security 367
Environment of Care 367
Infection Prevention and Control 367
Emergency Management 368
Legal Requirements for Safety and Health 368
Workers’ Compensation 369
Americans with Disabilities Act and Safety Issues 370
Child Labor Laws 371
Occupational Safety and Health Act 371
OSHA Enforcement Standards 372
Ergonomics and OSHA 374
Work Assignments and OSHA 374
OSHA Record-Keeping Requirements 375
OSHA Inspections 376
Critique of OSHA 378
Safety Management 379
The Organization and Safety 379
Safety and Engineering 379
Individual Considerations and Safety 380
Safety Policies, Discipline, and Record Keeping 381
Safety Training and Communication 381
Employee Safety Motivation and Incentives 382
Effective Safety Committees 382
Inspection, Investigation, and Evaluation 382
Measuring Safety Efforts 383
Health 384
Healthcare Workplace Health Issues 385
Health Promotion 388
Security 389
Workplace Violence 390
Security Management 392
Employee Screening and Selection 393
Security Personnel 393
Case 394
End notes 394
Glossary 397
Index 405
Preface
Why a Book on Healthcare Human

Resource Management
As the authors of this textbook, we have long recognized the unique aspects of
healthcare human resource management (HRM) and the need for a textbook
specifically focused on this area. Collectively, we have experience in healthcare
HRM as practitioners, consultants, and professors. In this book, we provide
both the HRM student and the practitioner a comprehensive, focused source
of information on this important body of knowledge and specialized field of
practice.
Primary Audiences for This Book

There are several audiences that will find this book to be a useful resource,
including college and university students and faculty members, various HR
practitioners in healthcare organizations, and healthcare professionals and man-
agers in numerous fields where HRM issues affect organizational and individual
performance.
College/University Students
and Faculty Members
The importance of human relations skills and HRM knowledge for application
in the healthcare industry has grown due to the significant recruitment and re-
tention issues that exist for healthcare workers. Graduates of healthcare-related
administration/management degree programs must have a solid knowledge
xvii
xviii Preface
base of HRM topics to be successful in their careers. The types of courses that
are well suited for this text include:
• Undergraduate courses in human resource management offered to health-
care administration majors.
• Undergraduate human resource management courses that emphasize the
healthcare industry.
• Graduate-level human resource management courses offered in healthcare
administration programs.
• College curriculums for management tracks for degrees in:
°° Nursing Allied Health °

°° Respiratory Care Public Health °
°° Radiological Technology Health Promotion °
• Distance learning programs containing the courses and related to the degrees
described above.
Healthcare HR Professionals and

Healthcare Management Practitioners
HR management issues will continue to be a major focus for all individuals with
management responsibilities in healthcare organizations. Both the academic
and practical experiences of the authors have contributed to the book’s balance
between the theoretical and the practical aspects of healthcare HR. This balance
makes the textbook not only useful for the academic setting, but equally useful
as a reference for healthcare leaders and professionals with HR responsibilities.
Even highly experienced healthcare HR professionals will find the presentations
of both theory and actual healthcare organizational HR practices insightful and
informative.
Organization of This Book

The textbook includes 14 chapters; each chapter discusses a particular HRM
topic. Each chapter can be used in instruction as a stand-alone presentation, or
in conjunction with the other chapters. Regardless of the approach, this book
provides a comprehensive source of information on both theory and practice in
healthcare HRM.
Chapter 1 discusses the nature and challenges of healthcare HR manage-
ment through an overview of the current and future states of the healthcare
industry. The chapter also describes the various types of organizations that make
up the healthcare industry.
Chapter 2 presents a unique review of the competencies that are important
for healthcare HR professionals. The chapter discusses healthcare organizational
Preface xix
structures and the placement of HR departments within the organizational

structure, and HR budgets and staffing. The Joint Commission on Accreditation
of Healthcare Organizations (JCAHO) is also described along with the key qual-
ity standards that impact healthcare HRM.
Chapter 3 describes the importance of strategic HRM. The chapter
discusses the process and relevance of effective HR planning against the
backdrop of the most challenging HRM issues that confront healthcare
organizations.
Chapter 4 discusses the legal issues affecting the healthcare workplace,
with particular focus on equal employment opportunity regulations and issues.
Chapter 5 reviews the importance of job design and analysis as it affects all
aspects of HRM in healthcare organizations.
Chapter 6 presents a comprehensive discussion on the critical topics for
healthcare organizations of recruitment and selection. The chapter includes a
discussion on strategic recruiting and an overview of various recruitment meth-
ods that are successful in the healthcare industry.
Chapter 7 explores employee retention, presenting many of the acknowl-
edged “best practices” that are achieving retention results in healthcare or-
ganizations. Given both the current state and the anticipated shortage of
healthcare workers, employee retention is one of the most important re-
sponsibilities that healthcare HR professionals and healthcare managers
have.
Chapter 8 provides a comprehensive discussion on training and development
in healthcare organizations. The JCAHO standards dealing with orientation and
training also are highlighted in the chapter, as they relate to the verification and
development of healthcare worker competencies.
Chapter 9 focuses on the topic of performance management. This chapter
includes a review of both the theoretical and practical aspects of establishing
performance criteria and developing and conducting performance appraisals
for healthcare workers.
Chapters 10 and 11 deal with the interrelated healthcare HR management
topics of employee and labor relations. Chapter 10 focuses on a variety of con-
cerns that affect how healthcare organizations manage their workers. Chapter 11
deals specifically with the complexities of managing healthcare workers who are
covered under collective bargaining agreements.
Chapters 12 and 13 present healthcare compensation, benefits, and vari-
able pay practices. Chapter 12 details the various compensation programs and
processes, including executive pay plans, utilized in healthcare organizations.
Chapter 13 discusses the benefits and variable pay programs that make up the
total compensation provided to healthcare workers.
Chapter 14 describes the safety, health, and security issues in healthcare
organizations and how they affect HRM. The safety, health, and security con-
cerns present in healthcare environments are emphasized as part of health-
care HRM.
xx Preface
Textbook Features and Highlights

To enhance the readability and healthcare focus, there are a number of features
in the book, including:
Examples Specific to the Healthcare Focus

The healthcare environment is the focus of each HRM topic covered. “Best prac-
tice” examples appear throughout the text, enriching the discussion of current
theory.
Healthcare HR Insights
Each chapter begins with a “Healthcare HR Insight,” which is an example of
programs, solutions, and/or initiatives undertaken by various healthcare organi-
zations relevant to the topic covered in the chapter. Special attention has been
given by the authors to ensure that healthcare institutions of different types are
represented in the Healthcare HR Insights.
Healthcare Reform and HR Practices

Each chapter includes a feature discussing how the Affordable Care Act and
other healthcare reform initiatives have and will impact healthcare organiza-
tions and HR practices. The Affordable Care Act is the most sweeping legislation
of its nature in decades and has far-reaching implications for HR management.
Each feature presents a commentary on an aspect of healthcare reform and how
it impacts the topic presented in the chapter.
Study Aids
Figures, including illustrations, process maps, charts, and tables, are used
throughout the chapters to assist readers in examining the topics discussed.
Glossary: Key Vocabulary and Concepts

Key vocabulary and concepts are contained in the glossary. For ease of refer-
ence, these terms also appear in bold print in the text to alert readers that a
definition is included in the glossary.
Chapter-Ending Cases
At the end of each chapter, case studies are offered to allow readers to analyze
a case scenario that is relevant to the chapter content. The cases describe ac-
tual situations that have been experienced by healthcare organizations, but the
names have been disguised. The problems and issues to be analyzed are framed
by discussion questions at the end of the case.
Preface xxi
Supplemental Materials
In order to facilitate and enhance the use of the book by faculty members and
instructors, an Instructor’s Manual, Test Bank, and PowerPoint slides are avail-
able on the instructor support website accessible at www.cengagebrain.com:
Instructor’s Manual contents include:
• Chapter outlines
• Instructor notes
• Chapter-Ending Cases include recommended solutions
Test Bank contents include:
• Multiple-choice
• True/False
• Short essay questions
All questions include answers with reference to pages in the text.
Acknowledgments
There are a number of individuals who assisted the authors in the development
of this book and we would like to acknowledge them. Two who deserve special
recognition are Kathy Flynn and Kelly Kneflin, who were so supportive and help-
ful throughout the development of this edition.
Some other individuals whose ideas and assistance were invaluable include
Cassie Flynn, Gina Franklin, Chris Nohner, Gina Rens, and Angie Guillaume.
About the Authors
Walter J. Flynn, SPHR, MBA

Mr. Flynn was born in Kentucky and currently resides in Minnesota. He is the
CEO of the human resources consulting firm of W.J. Flynn and Associates LLC,
based in Eagan, Minnesota. His firm specializes in working with healthcare orga-
nizations in all areas of human resources management. Mr. Flynn has published
numerous articles covering a wide array of HR topics.
Mr. Flynn’s education includes an MBA from Xavier University, Cincinnati,
Ohio; a BS from Northern Kentucky University; and advanced work in quality
management, diversity awareness, and strategic management. In addition, he
has attained the Senior Professional Human Resources (SPHR) designation
from the Society for Human Resources Management (SHRM).
In addition to his current consulting experience, he has more than 25 years
of HR practice and leadership experience, including: Vice President of Human
Resources for Cincinnati’s Children’s Hospital, Personnel Director for the
Central Trust Co., and Managing Consultant for R. J. Kemen and Associates. He
currently holds a faculty appointment at Saint Mary’s University of Minnesota,
and has held faculty appointments at the University of Minnesota, University of
Cincinnati, Northern Kentucky University, and Thomas More College.
Dr. Robert L. Mathis

Dr. Robert Mathis is a Professor of Management at the University of Nebraska at
Omaha (UNO). Born and raised in Texas, he received a BBA and MBA from Texas
Tech University and a PhD in management and organization from the University
of Colorado. At UNO he received the university’s “Excellence in Teaching” award.
Dr. Mathis has coauthored several books and published numerous articles cover-
ing a variety of topics over the last 25 years. On the professional level, Dr. Mathis has
held numerous national offices in the Society for Human Resource Management
and in other professional organizations, including the Academy of Management.
He also served as President of the Human Resource Certification Institute (HRCI)
and is certified as a Senior Professional in Human Resources (SPHR) by HRCI.
xxiii
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one inexperienced in this work, although many machine
metalworkers are familiar with the process.
Details of a Water Turbine That will Give Considerable Power and Speed for
Driving a Generator or Small Machine
The finishing and machining of the parts and their assembling

should be undertaken as follows: Clean the castings and file off
rough parts. Smooth the cover plate and the shell to a close fit, and
drill and tap the fastening holes for 8-32 machine screws. Drill ¹⁄₄-in.
holes for the bearings, through the bearing arm and ¹⁄₄ in. into the lug
on the cover plate. Drill and tap the two grease-cup holes for ¹⁄₈-in.
pipe thread, Drill the nozzle hole ¹⁄₄ in., and drill and tap it for a ¹⁄₂-in.
pipe nipple.
Lay out the wheel of ¹⁄₁₆-in. brass, making 24 notches in its edge.
Fasten the wheel to the ¹⁄₄-in. shaft with a flanged coupling, fixing it
with a setscrew. Bolt the flange to the wheel with 8-32 steel bolts.
Make the buckets of ¹⁄₃₂-in. sheet brass, curved as detailed, and
round off the edges. Solder them into place, using plenty of solder
and making certain that the curve is set properly. Place drops of
solder on the flange nuts to secure them. Place the ends of the shaft
on two knife-edges, and balance the wheel by adding drops of solder
to the lighter side. This is very important, as undue vibration from
lack of balance will wear the bearings quickly.
Assemble the machine, using shellac between the cover plate and
shell. Make connection to the water supply with a ¹⁄₂-in. pipe. Bolt the
machine down, and do not let it run at full speed without load.
Automatic Lock Box for Milk Bottles
A mousetrap spring, provided with a suitable catch, was fitted into
a box for milk bottles, and served to protect the milk bottle against
theft by prowlers. The box was made large enough to hold several
bottles, the empty ones in one portion and the filled bottles in
another. The bottle is dropped through an opening in the locked end
of the box and the spring forces up the catch. While this device may
be tampered with, it guards effectively against the theft of bottles of
milk, since most of those stolen are taken because they are easily
accessible.—L. F. Head, Seattle, Wash.
¶The oxyacetylene flame may be used in cutting or welding steel

cables, but such welds will not sustain the original safe load of the
cable.
Uses for an Old Toothbrush
A discarded toothbrush, properly cleaned so as not to be
insanitary, may be used in one or possibly more of the following
ways: to raise the nap of white buckskin shoes, after polishing them;
in reaching corners with shoe polish, or in cleaning out eyelets and
corners; cleaning typewriter keys with benzine; polishing small parts
of metalwork.—Joseph A. Cunningham, Philadelphia, Pa.
A Locking Sheath for Hunter’s Knife
Having made a hunting knife and desiring a suitable sheath for it, I
devised that shown in the sketch, which has the special feature that
the guard on the knife handle locks in slots cut through the sheath.
Two pieces of leather were used, one for the back section and the
other for the shorter front piece. The sewing at the edges of the two
sections extends from the level of the slots around the lower end of
the sheath. Two slots were cut vertically through the upper portion of
the sheath, which is fastened to the belt of the wearer, as indicated.
—George H. Flint, Harrison, Me.
Discarded Buggy Springs for Diving Board
Old leaf springs obtained from a buggy were used to give the
necessary spring to a diving board. One of the springs was set at
each side of the board about 2¹⁄₂ ft. from the fixed end, and they
were joined by a cross support of 2 by 4-in. wood, on which the
spring board rested. Straps to check the strain on the springs from
the rebound were provided.
Water Wheel Turns Spit over Campfire
When a camp fire is placed near a stream, water power may be
utilized to turn the spit in roasting meat over the fire. The rod, on
which the roast is suspended, should be extended, and supported at
one end, over the water. A small paddle wheel may then be rigged
up easily on the rod.
A Detachable Chair Arm
This Folding and Detachable Chair Arm Is Useful in the Home
The children in the home as well as others can make good use of
a chair arm which may be attached quickly to an ordinary chair. The
wide arm is clamped to the back of the chair by means of a strip of
metal fitted with a thumbscrew, and the upright is fixed to the arm by
a hinge, making it convenient to store the device. The lower end of
the upright is fitted with a metal angle which fits on the corner of the
chair.—J. F. Long, Springfield, Mo.
Comic Chest Expander for Play or Stage Use
The Performer’s Chest “Swells with Pride” When He Draws on the String by
Shifting His Position
A device used in an amateur vaudeville sketch with good effect,

and which is interesting for play purposes, was made of a ¹⁄₃₂ by 9 by
14-in. piece of sheet spring brass, rigged as shown. In the center,
near the upper edge, a small pulley was soldered, and at the center
of the bottom edge a small hole was drilled. In it was fastened one
end of a 4-ft. string which ran up through the pulley. The other end
was fastened to a strap to fit around the leg just above the knee. At
the two upper corners of the brass sheet two slots were cut to
accommodate similar straps, as fastenings. When the wearer stands
in a normal position the chest is as usual, but by straightening the
body and slightly moving the strapped leg back, the brass sheet is
bowed outward, giving the appearance indicated.—Arthur L. Kaser,
South Bend, Ind.
¶Square cardboard disks fastened to the ends of a spool with thumb

tacks will prevent it from rolling.
Cane Made of Tubing Contains Cigars
As a novelty in canes, a steel tube was provided with a suitable

handle and used as a container for cigars and matches. The tube
was fitted with a metal cap at its junction with the handle and the
cigars are inserted or removed at this point. The end of the handle
was bored out and also provided with a cover, as a match safe. The
tube was enameled and varnished to resemble wood.—James E.
Noble, Toronto, Canada.
Key Ring Used as a Cover Fastener
The usual box-cover fastener in the form of a staple and hasp can
be fastened quite securely, and much better than with the use of a
wood pin, by applying a key ring to the staple. This is to take the
place temporarily in case the lock is lost or discarded.—James M.
Kane, Doylestown, Pa.
Golf Tee Made of a Shotgun Shell
Instead of making golf tees in the usual manner I used the brass
end of a shotgun shell, weighted with a small iron ball attached to a
string. The device was made as an experiment and proved so useful
and convenient to carry that I continued to use it.—Edward Beasley,
Texarkana, Ark.
Patching Canvas Bottom of a Canoe
A patch of silk, properly applied makes a good repair for a hole
worn through the canvas bottom of a canoe. Loosen the canvas for
about 2 in. around the hole and apply thick shellac. Insert a piece of
silk in the hole to lap under the edges of the canvas. Permit the
shellac to dry slightly and smooth down the patch. Protect the joint
further with white lead, smoothing over the patch and painting it
when dry.
Handy Tray for Pencils and Penholders
A piece of light cardboard, or sheet metal, may be folded into a

neat and useful holder for pens, pencils, etc., on the desk or drafting
table. In the latter case a piece of stiff drawing paper folded into V-
grooves and tacked to the board, is convenient. For use on a
finished surface the folded piece should be pasted on cardboard or
otherwise fastened down.—William Robert, Springfield, Mass.
Removing Sag from Couch Spring
A couch spring of the type shown in the sketch sagged

considerably, making it ineffective. The sag was taken up by bending
the sections of wire with a monkey wrench, so that the entire spring
was stiffened almost as satisfactorily as when new. Care must be
taken that the wires are bent uniformly so that the strain is evenly
distributed.
¶An eggshell may be balanced on the edge of a knife if the egg is

“blown,” and then partly filled with sand.

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(eBook PDF) Healthcare Human

Resource Management 3rd Edition

C ha pter 3 Strategic HR Management 38

C hapter 4 Legal Issues Affecting the Healthcare

C ha pter 5 Job Design and Analysis 96

C ha pter 6 Healthcare Recruitment and Selection 122

Internal versus External Recruiting 129

C ha pter 7 Organizational Relations and Employee Retention

C ha pter 8 Training and Development in Healthcare

Training Design 194

Chapter 9 Performance Management in Healthcare

Team/Peer Rating 231

C ha pter 1 0 Employee Relations in the Healthcare Industry 246

Employee Discipline 266

Chapter 1 1 Labor Relations and Healthcare Organizations 274

Steps in a Grievance Procedure 296

C ha pter 1 2 Healthcare Compensation Practices 300

Chapter 1 3 The Management of Benefits and Variable Pay

Healthcare Reform and HR Practices 360

C ha pter 1 4 Safety, Health, and Security in Healthcare

Why a Book on Healthcare Human

Primary Audiences for This Book

°° Nursing Allied Health °

Healthcare HR Professionals and

Organization of This Book

structures and the placement of HR departments within the organizational

Textbook Features and Highlights

Examples Specific to the Healthcare Focus

Healthcare Reform and HR Practices

Glossary: Key Vocabulary and Concepts

Walter J. Flynn, SPHR, MBA

Dr. Robert L. Mathis

The finishing and machining of the parts and their assembling

¶The oxyacetylene flame may be used in cutting or welding steel

This Folding and Detachable Chair Arm Is Useful in the Home

A device used in an amateur vaudeville sketch with good effect,

¶Square cardboard disks fastened to the ends of a spool with thumb

As a novelty in canes, a steel tube was provided with a suitable

A piece of light cardboard, or sheet metal, may be folded into a

A couch spring of the type shown in the sketch sagged

¶An eggshell may be balanced on the edge of a knife if the egg is

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