The health care manager
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The health care manager · Oct 2004
ReviewWorkplace deviance: strategies for modifying employee behavior.
More than ever, today's health care employees must perform their jobs as efficiently and effectively as possible. Job performance must integrate both technical and necessary soft skills. ⋯ Various deviant behaviors are examined. Areas and strategies of managerial intervention are reviewed which will enable the prevention or modification of undesired employee behaviors.
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As the population continues to age and Medicare continues to reduce inpatient reimbursement levels, the hospitalist practice model may enhance hospital performance and improve the allocation of inpatient resources. Data for this study were obtained from the 2001 AHA annual survey, the Area Resource File and the CMS Minimum Data Set. Descriptive statistics were evaluated and a logistic regression model was used to examine those organizations using the hospitalist model in contrast to those without. ⋯ From a managerial perspective, this study clearly demonstrates the hospitalist model will improve efficiency and profitability. From a policy perspective, the hospitalist model will increase efficiency, reduce length of stay, and improve the allocation of resources within the inpatient hospital industry. The link between hospital profitability and the use of the hospitalist model suggests that this is a viable clinical approach to managing acute care in hospitals as a mechanism to improve financial performance and potentially quality of care.
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Today's workforce is more diverse in age than ever before. This study examined the generational profiles of two groups (the Silent Generation, and Baby Boomers vs. Generation X and Generation Y) in terms of the following variables: characteristics, communication styles, and significance of tasks. ⋯ There were no significant differences in communication style and significance of tasks between the two groups (P > .05). However, there were differences in expectations regarding commitment to the manager versus the organization and the type and timing of rewards for performance. All four generational groups had vastly different employment demands and different needs for orientation, training, advancement, benefits, perks, and retirement options.