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The Innovation Imperative in Health Care Organisations

Critical Role of Human Resource Management in the Cost, Quality and Productivity Equation Edited by Peter Spurgeon, Professor of Health Services Management, Medical Sch4ool, University of Warwick, UK, the late Ronald J. Burke, formerly Emeritus Professor, Schulich School of Business, York University, Canada and Professor Sir Cary Cooper, Alliance Manchester Business School, University of Manchester, UK
Health systems in the western world face increasingly intense pressure to contain or reduce costs, while countries such as China and India move towards universal coverage. The contributors illustrate that radical gains in efficiency and innovative practice are required internationally in health care systems. They argue that the high proportion of health care system costs invested in staffing place the human resource function at the forefront of meeting this challenge. Sustained system change and productivity gains, more effective management of staff and work climate are essential elements of reform and are all covered in this book.
Extent: 296 pp
Hardback Price: $136.00 Web: $122.40
Publication Date: 2013
ISBN: 978 1 84980 984 9
Availability: In Stock
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  • Business and Management
  • Human Resource Management
  • Organisational Behaviour
  • Economics and Finance
  • Health Policy and Economics
  • Social Policy and Sociology
  • Health Policy and Economics
This insightful book discusses vital concepts of system sustainability in terms of productivity, quality improvement, innovation and cost control in the context of maximising the potential of staff in the health care sector through effective human resource management.

Health systems in the western world face increasingly intense pressure to contain or reduce costs, while countries such as China and India move towards universal coverage. The contributors illustrate that radical gains in efficiency and innovative practice are required internationally in health care systems. They argue that the high proportion of health care system costs invested in staffing place the human resource function at the forefront of meeting this challenge. Sustained system change and productivity gains, more effective management of staff and work climate are essential elements of reform and are all covered in this book

The book provides practical examples as to how health service managers can rise to the challenge of sustaining services against greater pressures than ever before. It will strongly appeal to academics and students of health service management and public sector management. Health service managers, HR professionals in health as well as clinical staff will also find plenty of informative information in this enriching compendium.
‘Healthy organisations are twice as likely to get better results than unhealthy ones, and this could be a matter of life and death if your business is healthcare. Whatever way you look at it, HR has a key role to play and the authors once again points the way.’
– Clare Chapman, Group People Director, BT (British Telecom)

‘If healthcare systems around the world are to respond to the growing demands of an ageing population and advances in technology, then healthcare workforces will need to managed with imagination, agility and innovation. This important book sets out some of these challenges in a thoughtful and accessible way, allowing the reader to tap into the research pedigree of its authors and to draw out lessons and evidence which will inform both strategy and practice.’
– Stephen Bevan, Director, Centre for Workforce Effectiveness, The Work Foundation
Contributors: J. Appleby, N.M. Ashkanasy, F. Barwell, H. Bevan, M. Cooke, S. Cross, C.D. Fisher, H. Flanagan, A.L. Grove, J. Hartley, M.M. Hopkins, H. Laschinger, S.G. Leggat, P. Mazelan, J.O. Meredith, D.A. O’Neil, J. Øvretveit, A.M. Richardsen, M.L. To
Contents:

PART I: OVERALL CONTEXT: QUALITY, COST, PRODUCTIVITY IN HEALTH CARE ORGANISATIONS
1. Background and Context
Ronald J. Burke, Peter Spurgeon and Cary L. Cooper

2. Productivity in Health Care
John Appleby

3. Raising Quality and Reducing Costs – in One Improvement?
John Øvretveit

4. A Trilogy for Health Care Improvement: Quality, Productivity and Innovation
Helen Bevan

PART II: HUMAN RESOURCE MANAGEMENT
5. The Contribution of ‘Best-Practice’ HR Management to Better Organisational Performance
Sandra G. Leggat

6. Fostering Creativity in Health Care: Health Care Workers as Agents of Creativity
March L. To, Neal M. Ashkanasy and Cynthia D. Fisher

7. Hospital Restructuring and Downsizing: Déjà Vu All Over Again
Ronald J. Burke

8. A Better Model of Managing Sickness Absence
Hugh Flanagan, Fred Barwell, Patti Mazelan and Peter Spurgeon

PART III: BETTER LEADERSHIP, BETTER ORGANISATIONAL PERFORMANCE
9. Nurse Leaders: Partners in Health Care Leadership
Margaret M. Hopkins and Deborah A. O’Neil

10. Enhancing Medical Leadership and Engagement: Impact upon Organisational Performance
Peter Spurgeon

11. A Review of Quality Improvement in Health Care and Recommendations for the Future
Amy L. Grove and James O. Meredith

12. Leadership Across Complex Systems and Boundaries
Jean Hartley

PART IV: MANAGING STAFF BETTER
13. Workforce Engagement and Organisational Performance
Astrid M. Richardsen and Ronald J. Burke

14. Organisational and Health Effects of Workplace Empowerment in Health Care Settings
Heather Laschinger

15. Stress Amongst Health Care Professionals and What Can be Done
Cary L. Cooper

16. A Safer Clinical Systems Approach
Matthew Cooke, Steve Cross and Peter Spurgeon

PART V: CONCLUDING COMMENTS
17. Concluding Comments
Peter Spurgeon, Ronald J. Burke and Cary L. Cooper

Index