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Increasing employee productivity, job satisfaction, and organizational commitment

Article Abstract:

Hospital managers can increase employee productivity, job satisfaction and employee involvement in the goals of their hospital through demonstrating certain leadership behaviors. A study of managers in two suburban hospitals near Seattle, WA, correlated five behaviors with desirable employee attributes. Employees who felt their managers empowered the staff had high job satisfaction. Hospital workers who felt their employers were focused on change and new technology showed high organizational committment. Employees who felt managers set high standards and behave according to the same values they set for their employees had high productivity.

Author: McNeese-Smith, Donna
Publisher: American College of Healthcare Executives
Publication Name: Hospital & Health Services Administration
Subject: Health care industry
ISSN: 8750-3735
Year: 1996
Research, Management, Officials and employees, Beliefs, opinions and attitudes, Job satisfaction, Leadership, Workers, Employee attitudes, Hospital administrators

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Reengineering hospitals: evidence from the field

Article Abstract:

Reengineering helps hospitals function more efficiently if efforts at redesign of services, structure, and management are handled properly, extensive field research suggests. Among the methods used to reengineer a hospital are improvements and restructuring of management, downsizing to cut costs, patient aggregation, and service decentralization. Hospital executives can avoid obstacles and achieve reengineering success by following approaches proven to be effective, such as maintaining a consistent vision, training for changes, and involving physicians.

Author: Walston, Stephen L., Kimberly, John R.
Publisher: American College of Healthcare Executives
Publication Name: Hospital & Health Services Administration
Subject: Health care industry
ISSN: 8750-3735
Year: 1997

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Management development for mid-level managers: results of a demonstration project

Article Abstract:

New York Downtown Hospital's Management Development Program, designed to develop skills for mid-level managers, many of whom lacked formal training prior to the implementation of the program, is examined. Background on the program, consultant evaluation, program opportunities and threats and a final summary and conclusion are presented. Recommendations for hospitals considering replication of the program are provided.

Author: Kovner, Anthony R., Channing, Alan, Furlong, Martha, Kania, Cathy, Pollitz, Julie
Publisher: American College of Healthcare Executives
Publication Name: Hospital & Health Services Administration
Subject: Health care industry
ISSN: 8750-3735
Year: 1996
General Medical and Surgical Hospitals, General medical & surgical hospitals, Acute Care Hospitals, Training, Health services administrators

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Subjects list: Hospitals, Hospital administration
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