Edwin Arnold’s research while affiliated with Auburn University at Montgomery and other places

It is ironic that perhaps the only constant in health care organizations today is change. To compete successfully in health care and position an organization for high performance amid continuous change, it is very important for managers to have knowledge of the best learning and development practices of high-performing organizations in their industry. The rapid increases in the rate of technological change and geometric increases in knowledge make it virtually imperative that human resources are developed effectively. This article discusses the best learning and development practices among the Malcolm Baldrige National Quality Award winners in the health care industry since 2002 when the industry had its first award-winning organization.

When carefully constructed, performance management systems can help health care organizations direct their efforts toward strategic goals, high performance, and continuous improvement needed to ensure high-quality patient care and cost control. The effective management of performance is an integral component in hospital and health care systems that are recognized for excellence by the Malcolm Baldrige National Quality Award in Health Care. Using the framework in the 2011-2012 Health Care Criteria for Performance Excellence, this article identifies the best practices in performance management demonstrated by 15 Baldrige recipients. The results show that all of the recipients base their performance management systems on strategic goals, outcomes, or competencies that cascade from the organizational to the individual level. At the individual level, each hospital or health system reinforces the strategic direction with performance evaluations of leaders and employees, including the governing board, based on key outcomes and competencies. Leader evaluations consistently include feedback from internal and external stakeholders, creating a culture of information sharing and performance improvement. The hospitals or health care systems also align their reward systems to promote high performance by emphasizing merit and recognition for contributions. Best practices can provide a guide for leaders in other health systems in developing high-performance work systems.

Managers in health care organizations today are expected to achieve higher-quality patient care at a lower cost. Developing and maintaining a positive organizational climate can help improve motivation and foster higher employee performance. In turn, this will help the organization deliver better patient care at a lower cost. This article offers metrics for assessing organizational climate, analyzes barriers to a positive climate, and explores strategies that managers can use to build the type of climate that fosters high performance.

Managers face difficult challenges when they implement organizational strategies to achieve important goals. Execution of strategy has become more dependent upon the effective management of human resources. This article suggests how people can be managed more effectively to facilitate the execution of strategies and improve organizational performance.

Most managers can remember employees who were immature, irresponsible, or very irritating. They also recall how difficult it was to direct these individuals. This article discusses attitudinal problems and counterproductive behavior that can lead to lower quality performance. The consequences of these actions for the organization, managers, coworkers, and patients are examined. A variety of managerial approaches for solving these problems are considered.

Inappropriate selection decisions that occur when individuals are hired or promoted into first-line managerial positions without full consideration of their qualifications can create major problems for health care organizations. This article examines the perceptions that employees may have regarding new managers who are ineffective and the problems resulting from inappropriate selection decisions and offers suggestions for avoiding these problems.

Department managers in health care organizations play a pivotal role in ensuring the success of human resource (HR) planning. This article describes HR planning and its importance to the organization and department managers. Organizational support necessary for effective HR planning is also covered. The HR planning process is examined. Managerial responsibilities such as interviewing and performance appraisal and their relationship to HR planning are discussed.

This article explores reducing workplace accidents and resulting injuries through the introduction of better safety management programs in health care organizations. It examines the benefits of such programs and discusses causes of accidents. It presents components considered necessary for inclusion in an effective accident prevention program.

Managers face increased challenges as the demand for health care services increases while the supply of employees with the requisite skills continues to lag. Employee retention will become more important in the effort to service health care needs. Appropriate human resource management strategies and policies implemented effectively can significantly assist managers in dealing with the employee retention challenges ahead.

Effective time management has become increasingly important for managers as they seek to accomplish objectives in today's organizations, which have been restructured for efficiency while employing fewer people. Managers can improve their ability to manage time effectively by examining their attitudes toward time, analyzing time-wasting behaviors, and developing better time management skills. Managers can improve their performance and promotion potential with more effective time utilization. Strategies for improving time management skills are presented.