| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "HUMAN RESOURCES HEALTH CARE": |
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Human Resources in Health Care, 2005.
A brief examination of the importance of proper human resource management in a health care environment.
830 words (approx. 3.3 pages), 4 sources, MLA, £ 20.95
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Abstract
Human resources is a critical link between employees and management, as well as the health facility and patients and family members. This paper explains that its primary goal is to make certain that all involved persons feel as though they are important contributors to the team. In other words, to make the organization function as a family, including orientating rules and regulations to new members and helping to mediate problems and disputes.
From the Paper
"Rules and regulations are used as guides for creative interaction by helping to keep issues in perspective and identifying clearly the results required to achieve mutual gain as well as the objective, measurable criteria that will be used to assess accomplishment (Van Slyke 1999). Moreover, the department should characterize requisite policies, standards, resources and the timing of evaluations, or rather how managers and employees will measure the output to determine whether the creative product meets customer/patient expectations and needs (Van Slyke 1999)."
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Health Care Managers and Health Care Delivery, 2004.
Examines the relationship that exists between health care players, how they perform their duties, and how they join their forces in health care delivery.
2,367 words (approx. 9.5 pages), 9 sources, APA, £ 51.95
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Abstract
This paper examines and provides information on the roles and responsibilities that health care managers are tasked to accomplish in today?s health care systems. Moreover, this paper examines how a health care manager's job as a leader who ensures a smooth and organized management and operation of health organizations, influences his/her perspective on health care professions. The paper emphasizes the importance of understanding how health care managers perceive their duties in health care service.
From the Paper
"The basic role every manager must be able to render is the task of providing good human relations to everyone at work. Through this role, the objective of accomplishing jobs in an environment where good work relationship is maintained can be made possible. In the field of health care, healthcare managers must have the ability to perform this basic responsibility. A healthcare manager should be a specialist in managing the condition of the healthcare staffs. Though this duty may be perceived as a simple task, it is critical that a good human resource management be delivered to a health organization to ease the stress and pressure that health care providers, such as the doctors and nurses, experience from their duties."
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Health Care and Managed Health Care: The Need for Sweeping Reforms, 2002.
A look at role of primary care nurse practitioners in relation to health care reforms.
2,400 words (approx. 9.6 pages), 6 sources, £ 62.95
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Abstract
This paper investigates the role of primary care nurse practitioners in respect to health care and health care reform. The failure of primary healthcare is critically assessed, in the respect that health care is currently "managed" by independent "for- profit" organizations, where there is an emphasis on financial success rather than patient welfare. This paper also places a strong emphasis on the role of nurse care practitioners in the state of Florida and in community health care clinics.
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Health Care Resources, 2004.
Examines reasons for and possible solutions to the current health care crisis in the United States.
2,577 words (approx. 10.3 pages), 12 sources, APA, £ 54.95
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Abstract
Most people agree that changes are needed within the U.S. health care delivery system. Efforts to reform health care have been mediocre at best in recent years, despite the ?efforts? and ?commitment? of politicians to reform health care delivery in America. This paper argues that part of the problem is the health care delivery system has, in fact, become a commodity rather than a necessity to be provided equitably among all populations. The health care delivery system is especially tragic within the U.S., where the highest quality and most modern technological medical interventions are available, but only to those populations that can adequately afford them. Access to health care, utilization of health care, and financing are all important considerations for government officials, as well as nursing professionals and physicians. The paper examines these ideas in greater detail, as well as the reasons behind the current crisis. Interventions are also suggested for improvement to the current system.
From the Paper
"The research firmly supports the notion that individuals coming from differing socioeconomic backgrounds and demographics face different prospects related to living a healthy life (Fogel, 2002). Fogel (2002) also points out that evidence exists suggesting that health care delivery systems within the U.S. and other advanced industrial countries is shifting from the principle of ?universal access? to a market oriented and driven systems, where rising income inequality is among one of many factors that affects an individuals access to quality health care. The U.S. is not alone however, in their troubles and disparities related to health care delivery. In Britain for example a recent study released reveals that evidence of socioeconomic disparities in the prevalence of illness, probability of long term illness, prenatal deaths and stillborn risk exist (Fogel, 2002). In Denmark a study by Finn Tuchsen and Lars A. Endhal shows that morbidity due to cardiovascular diseases is ?promoted by inequalities in income? (Fogel, 2002). The list goes on and on, affecting citizens in Rome, China and Norway."
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Human Resources as Strategic Partner, 2008.
This paper looks at the current trends in human resources and assesses what organizational strategies within human resources are needed to maintain a competitive and successful business market.
1,239 words (approx. 5.0 pages), 5 sources, APA, £ 29.95
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Abstract
This paper discusses the role of human resources, stating that more recently it has been regarded as a business strategic partner for many organizations. In order to be successful and remain competitive in today's market, human resources (HR) must be considered a strategic partner if an organization wants to flourish. This paper makes a case for having human resources (HR) report to the CEO of the organization. The author describes the relationship between HR strategies and business strategies and discusses examples of HR strategies that can be effective. In addition, the author of the paper examines the benefits and consequences of having HR as a strategic partner, as well as the key business competencies that they must retain. Furthermore, the paper discusses an optimal career path for a senior HR executive.
Outline:
Case for Human Resources as a Strategic Partner
HR Strategies and Business Strategies
Benefits and Consequences
Key Business Competencies
Career Path
Conclusion
From the Paper
"Strategies require more than retaining competent people. They require specific people with specific talents for specific tasks. Concentration strategies are a good example of how HR can affect change. They are an integral part in retaining employees by way if training to keep skills sharp and compensation to give those with skills the proper income for their work. Another strategy that can impact change in a positive direction is the external growth strategy during mergers and acquisitions. HR is a critical facet during a merger as issues of conflict usually arise. HR must train staff in conflict resolution due to the merging cultures. In doing so, morale and production can be impacted if the proper training is conducted. Additionally, rightsizing to cut costs and remain competitive in the market is another strategy whereby HR is important and can positively affect the company in meeting its goals. HR can assess the positions and the job functions to see what positions can merge. Upon doing so, they then can look objectively at the employees who aren't as valued to determine the cuts needed to achieve the desired results."
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Human Resources Management, 2002.
This paper discusses the potential value of human resource management on the individual and the value of human resource management within an organization.
2,830 words (approx. 11.3 pages), 12 sources, MLA, £ 59.95
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Abstract
This paper explains that the term ?human resource management? is used to describe a variety of functions aimed at effectively managing an organization?s employees, or "human resources". The author points out that the goal of human resource management is to assist organizations to meet their strategic goals by attracting and retaining qualified employees and managing them effectively, while ensuring that the organization complies with all appropriate labor laws. The paper stresses that human resources managers ensure that the employees are kept informed of the organization?s overall strategic goals and oversee the training and personal development of employees to guarantee that they are able to give of their best to the organization.
From the Paper
"Human resource managers design appraisals to primarily get feedback from the employees regarding their achievements in the year, and invite their opinions as to which aspects of their performance need improvement. This is designed to give the employees a chance to consider their own weaknesses and to encourage them to be proactive about their personal development. Also, by seeking feedback from employees about the course their personal development should take within the organization, the human resource managers make the employee feel valued by the company. The appraisals also give the human resource managers a chance to sit down with employees on a one on one basis and take the opportunity to reinforce the overall corporate goals of the organization."
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Impediments to Health Care Access for Low Income Visible Minorities, 2002.
Identifies causal factors for the gap in health care access for lower-income Americans and visible minorities and the more affluent members of America's majority.
29,350 words (approx. 117.4 pages), 135 sources, APA, £ 176.95
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Abstract
As the American population continues to become more diverse racially, members of visible minority groups within the population become more prominent. Simultaneously, with the increase in diversity, income distribution in the American economy has become more distorted. While economic growth in the United States has surged over the past decade, the income gap has widened; not only between the richest and poorest Americans, but also between moderate-income and low-income Americans. Members of visible minorities in the population tend to be represented disproportionately in the low-income and poverty classifications in the United States. While there is an abundance of implications of this state of affairs, one of the more crucial ones is access to health care. Individual and household financial capacity, the scarcity of employer-paid health insurance among small businesses, cultural differences based in social psychology and other factors frequently act as impediments to health care access for low-income individuals and households among visible minority population groups in the contemporary United States. This problem and these issues are investigated in this study. The study identifies causal factors for the gap in health care access between lower-income Americans and members of visible minorities in the United States, on the one hand, and more affluent Americans and members of the majority segment of the population, on the other hand. The initial chapter of this study delineates the problem investigated. Specific research questions are formulated and stated to provide greater focus for the investigation.
Social psychological theory and applied social psychology literature are reviewed in the second chapter. Literature relevant to the functioning of low-income and visible minority population groups in the United States within a social psychological context are reviewed in the third chapter. The fourth chapter is devoted to a review of literature relevant to both the health care system in the United States and the experiences of low-income and visible minority population groups in relation to health care access and health care delivery in the United States. An assessment of the problem investigated, performed within the structure of the research questions, is presented in the final (fifth) chapter. Conclusions drawn from the study findings are stated and recommendations for further research are made. The summary conclusions reached through the conduct of this study relate both to health care access and health care utilization by low-income persons and members of visible minorities. With respect to health care access, the summary conclusion reached is that a universal system of health care entitlement is required in the United States. In relation to health care utilization by low-income persons and members of visible minorities, the summary conclusion reached is that extensive education is required for both low-income persons and members of visible minorities, on the one hand, and health care providers, on the other hand. Low-income persons and members of visible minorities require education on the benefits and function of health care services, while health care providers require education in the social mores of the diverse populations they must serve.
Table of Contents:
Introduction
Problem Delineation
Background on the Problem
Statement of the Problem
Research Questions
Review of Relevant Social Psychology Theory and Literature
Introduction
Sociological Theory and Health Care
The Welfare State
Accessing Contemporary Health Care
Role of Ethics in Accessing Health Care
Alternative Health Care Delivery Systems
Chapter Conclusions
Social Functioning of Low-Income and Visible Minority Population Groups
Introduction
HIV/AIDS Related Behavior
Initiatives to Improve Health Care
Access and Behaviors
The American Health Care System and the Experiences of Low-Income and Visible Minority Groups
Introduction
The American Health Care System
Analysis of Health Care Delivery Systems
Care Quality
Alternative Approaches to Health Care
Bioethical Issues
Problems of Accessibility
Initiatives to Improve Minority Access
Chapter Conclusions
Assessment of the Problem Discussion, Recommendations for Further Research
Appendices
Annotated Bibliography
From the Paper
"Social Cognitive Theory [self-efficacy] emphasizes the role of expectancies, self-efficacy, peer normative influences, and social competency skills as key components affecting adolescents? behaviors (DiClemente, Lodico, Grinstead, Harper, Rickman, Evans, & Coates, 1996). The applicability of models based on social psychological principles for understanding African-Americans? decision-making and sexual behavior has been questioned because most such models tend to be individually-focused and do not take into account the social context in which the behavior is embedded (Cochran & Mays, 1993). Social cognitive theory, however, explicitly integrates behavioral, cognitive, and environmental factors as reciprocally interactive. Thus, given the hypothesized multi-factorial nature of sexual decision making and the potential impact of the high-risk social environment of the study population, approaches based on social cognitive theory are thought to be particularly relevant for understanding the myriad factors that may affect African-Americans? sexual behavior."
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Managing a Human Resources Department, 2007.
An analysis of the effective management of a human resources department.
3,876 words (approx. 15.5 pages), 17 sources, MLA, £ 75.95
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Abstract
This paper discusses how the human resource assets of the company are intended to be managed, including the human resource department staff and the senior line managers. It is written from the point of view of the director of the human resource department. The paper discusses strategic human resource management, human resources planning, job analysis, compensation system design, equal employment opportunities, human resources development initiatives, recruiting and benefits administration.
Table of Contents:
Review and Discussion
Strategic HRM
Human Resources Planning
Job Analysis
Compensation System Design
Equal Employment Opportunities
Human Resources Development Initiatives
Recruiting and Benefits Administration
Conclusion
From the Paper
" While the experts may not agree on the best approach, everyone agrees that it costs a lot of money to successfully recruit and train any new hire just as it costs less to keep an existing customer than it costs to find new ones; therefore, to the extent that this HR function is managed effectively is the extent to which the company will realize some important cost savings as well as improve its employee turnover, absenteeism rate as well as the costs associated with further recruiting and training requirements. Likewise, benefits administration, as a component of the overall compensation system design, must become more cost effective. Many companies have realized significant cost savings by outsourcing their benefits administration function, and at the risk of losing valuable corporate "turf," it is the incumbent's recommendation that our company also outsource this function."
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Human Resources Comparison, 2006.
Compares the different styles of two human resources consulting firms -'McKinsey and Company' and 'The Boston Consulting Group'.
4,411 words (approx. 17.6 pages), 7 sources, MLA, £ 81.95
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Abstract
Although there are over 144,500 human resource consulting firms throughout the world, none give a better contrast of style of their approach to the solutions of problems in the area of human resources than 'McKinsey and Company' compared to 'The Boston Consulting Group.' The paper shows that, in the case of the former, 'McKinsey and Company' uses a network of eighty offices located in forty countries. On the other hand, The 'Boston Consulting Group' utilizes a central office concept and the vastness of the technological tools at their disposal to accomplish their similar goals. The paper shows that, moreover, the solutions sought in relationship to human resources problems by both firms are strikingly similar; however, their approach to the solutions sought is quite different. By providing an understanding of the functioning of these two enterprises, the paper observes the vast array of workable solutions to problems concerning human resources.
Paper Outline:
Thesis Statement
Corporate Strategy of 'McKinsey and Company'
'The Boston Consulting Group'
Contrasting and Comparing of the Overall Strategies
The Daimler-Chrysler Human Resource Challenge
The General Motors Europe Human Resources Situation
Conclusion
Bibliography
From the Paper
"In addition, the Boston Consulting Group works closely with clients to convert insights into strategies whose implementation shall have a substantial positive impact on performance of the client. Moreover, the Boston Consulting Group consistently attempts to deliver influence aiming for earning the trust that is the foundation of lasting relationships. Furthermore, these relationships serve as a platform for still deeper insights and more significant impact for the client.
The Boston Consulting Group aspires to achieve these goals with individuals as well as with organizations. They seek to inspire enterprising and imaginative people - at their clients and within their staff - with unparalleled opportunities for professional and personal growth, thus hoping to establish a lifelong bond with these persons."
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Human Resources Strategy, 2008.
This paper looks at the importance of human resources strategy and different relevant options available.
1,945 words (approx. 7.8 pages), 5 sources, APA, £ 43.95
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Abstract
In this article, the writer examines the importance of the human resources strategy and looks at the necessary steps to formulate such a strategy. The writer then discusses human resources (HR) strategy, how to align the HR strategy to the business strategy and why and how best to do this. Furthermore, the writer describes the need for scanning the environment, the challenges in doing so and also the environmental factors that impact an organization. In addition, the writer discusses the different aspects of HR planning that encompass job analysis, forecasting, demand for human resources in an organization and the internal and external labor supply in the same organization. Finally the writer looks at the strategic options available to meet the necessary shortages or excesses in the workforce. The aspects discussed in this section are downsizing and restructuring, mergers and acquisitions, outsourcing and strategic international human resources management.
Outline:
Abstract
Introduction
Importance of HR Strategy
Aligning HR with business Strategy
Environment Scanning
Evaluation of HR programs and policies
HR Planning
Job Analysis
Forecasting
Human Resources Demand
Labor Supply
Strategic Options
Downsizing & Restructuring
Mergers & Acquisitions
Outsourcing
Strategic International HRM
Conclusion
From the Paper
"In order to formulate an effective HR strategy it is essential to scan the environment the organization operates in. In this section we will be discussing the sources and methods used to scan the environment, the challenges involved, and environment factors."
"There are many different sources and methods that can be used to scan the environment. Publications, professional associations and professional consultants are some of the most popular sources used. Trend Analysis, Delphi Technique and Impact Analysis are some of the techniques that are very popular when scanning the environment."
"The inability to accurately predict the future is one of the main challenges of environment scanning. Isolating the critical from the insignificant is another challenge.
"There are many environment factors that can impact an organization. Some such factors are economic, technological, political, legislative, demographic, social and cultural factors."
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Human Resource Management in the Airline Industry, 2008.
This paper discusses effective human resource management in the airline industry, including employee recruitment, management and evaluation.
12,341 words (approx. 49.4 pages), 22 sources, APA, £ 167.95
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Abstract
The world we live in is constantly faced with new challenges it must overcome in order to survive; and the business world is no exception. A wide array of changes have affected industrial activities and have forced companies to develop and more importantly, to become increasingly adaptable to all forces of micro and macro nature. A most relevant modification within the business sector is represented by the approach to the human resource. If only a few decades ago, the personnel were perceived as the force operating the machines, today, they represent the company's most valuable assets, its core competency and its means of achieving organizational goals. The management of the human resource currently constitutes a vital issue within corporations, moreover for the companies activating in the service field, where the quality of the interactions with the customers is crucial for the successful continual of the business activity. Airline companies place increased emphasis on the human resource strategies and policies and have integrated them in the company's values. This research paper presents the most relevant human resource management practices as revealed by numerous academicians and specialized economists. Furthermore, two airlines companies are discussed while presenting the means in which they understand, develop and implement human resource strategies and policies.
Outline:
Executive summary
1. Introduction
2. Human Resource Management Practices
2.1 Relevant Concepts of HRM
2.2 Planning and Recruiting
2.2.1 Recruiting the personnel
2.2.2 Sources of recruitment
2.3 Organizing the Human Resource
2.3.1 Job Design
2.3.2 Working Conditions
2.3.3 Flexible Schedules
2.4 Developing and Training the Human Resource
2.4.1 Training and Development
2.4.2 Motivating the Human Resource
2.5 Evaluating and Remunerating the Personnel
2.6 Employee Relations
2.6.1 Communications
2.6.2 Collective Bargaining
3. Human Resource Management within Airline Companies
3.1 HRM Particularities in Airline Companies
3.1.1 Globalization and Market Liberalization
3.1.2 Technological Developments
3.2 Measuring Job Satisfaction of Airline Passenger Service Staff
3.3 Airline Employees and Airline Disasters
3.4 The Human Resource at British Airways
3.5 The Human Resource at Air Canada
4. Conclusions and Recommendations
5. Reflections
6. References
From the Paper
"The human resource strategies designed and implemented by the company's management are expected to retrieve two finalities. The company first expects to better satisfy the needs of its employees. Secondly, the management hopes that through the implementation of the HR practices and alternatively an increased job satisfaction, employees' performances will increase and this will generate a superior quality of the airline services offered by the organization.
"But in order to reach the desired status of increased market share, profits and increased interest from investors, due to a high quality of their services, managers must first measure the level of satisfaction of each employee. Ruth Taylor, the Academic Area Head for the Services and Tourism Management program at Curtin University, Western Australia, has long studied and analyzed the level of job satisfaction felt by airline employees as well as the measurements used by managements."
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Human Resources and the Business Environment, 2002.
A discussion of the changing business environment and the role of human resources in that environment.
5,122 words (approx. 20.5 pages), 16 sources, MLA, £ 90.95
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Abstract
This paper examines how as the business environment in which most companies operate has changed, the role of the human resource function has changed, as well. It looks at how human resource professionals used to serve as personnel specialists who worked largely outside the realm of strategic management and how they are now an integral part of the strategic focus of a company. It evaluates how human resource professionals now take a proactive role in helping companies attract and retain the highest quality workers who are able to meet the needs of the organization not only in the immediate future, but over the long term. Human resource managers are in a unique position to bring change to organizations since they are increasingly being included in senior management and since they work closely with other managers as well as lower-level employees.
Outline
Introduction
Globalization
Managing the Expatriate
Reducing Costs
Competition
Increase in Service Sector Activity
Downsizing/Re-Engineering
Changing Demographics
Strategic Planning and Human Resources
Goal-Setting
Planning
Organizing
Profit Sharing
Executive Information Systems
Delegating
Organizational Culture and Ritual
Rituals as Barriers in Organizations
Culture and Standards of Behavior
Conclusion
From the Paper
"Increasingly, organizations are including human resource professionals in the strategic planning sessions which take place at the executive level. Where once personnel specialists would react to the strategic plan by trying to find employees who could help the company achieve its goals, human resource professionals are now active participants in determining those plans. Based on their familiarity of the workforce in the local region (or in remote areas, in some cases), human resource professionals can offer guidelines as to how much a particular strategy will cost in terms of human resources, and whether the company has the right people on staff currently or whether new employees will have to be hired and trained. In some cases, retraining of current employees will take place concurrently with hiring new employees."
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Human Resources Management, 2007.
An analysis of the trends and challenges of human resources management.
2,858 words (approx. 11.4 pages), 2 sources, MLA, £ 59.95
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Abstract
The scope of human resources management (HRM) has changed dramatically over the past decade. This paper looks at how advancements in technology, globalization, e-business and diversity have played a huge role in the changes in HRM. The paper details the trends and challenges of human resources management in the following key areas: performance management systems versus annual performance appraisal, advantages of managing turnover in organizations, contemporary safety and health management issues and future trends and challenges.
Outline:
Abstract
Human Resources Trends and Challenges
Performance Management Systems vs. Annual Performance Appraisals
Managing Employee Turnover
Contemporary Safety Issues and Health Management
Future Trends and Challenges in Human Resources Management
Conclusion
From the Paper
"In many organizations managing employee performance is a process done by giving employees feedback about their performance. Typically the feedback is given to an employee by an annual performance appraisal. The annual performance appraisal is a measurement of specified areas of an employees' performance (Noe et al, 2003 p.316). Ideally, performance appraisals allow management to combine feedback and goal setting, clarify job description and responsibilities, provide information about work performance, work improvement and identify training and development opportunities for the employee. The performance appraisal should review performance objectives and performance standards set within the job description. "
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Human Resources Challenges, 2008.
A discussion fo the challenges faced by the human resources managers in the airline industry.
1,087 words (approx. 4.3 pages), 6 sources, APA, £ 26.95
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Abstract
This paper examines the ever changing challenges presented to the human resources managers in the airline industries. The paper looks at how the human resources manager in an airline industry has the challenge of staffing for this ever-changing need. The paper then explains that because the airline's needs are in a constant state of flux, the first step the human resources manager must take is to establish a system that allows for a regular evaluation of the need and then recruit based on the evaluated need. The paper also points out that the three main issues that a human resources manager will face in the industry is the increase in the amount of outsourced jobs, recruiting personnel who are qualified to handle the increased level of technology involved in the industry, and to be able to successfully handle employee disputes and possible strikes or other union-based actions.
From the Paper
"As the human resources manager in this volatile industry, it is imperative that one prepare for the worse. To do this, the human resources manager must start by developing a in-depth and comprehensive employee contracting plan, especially in areas where unions are involved. The human relations manager must have a strategic plan as to what they can and cannot afford. This strategic plan must be developed based on a through evaluation of what risks the airline runs of a work stoppage for each of the contractual terms. (Shaw, 2004)."
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