Leading toward value: the role of strategic human resource management in health system adaptability

Garman, Andrew N.; Polavarapu, Nandakishor; Grady, Jane C; Canar, W. Jeffrey

doi:10.1108/s1474-8231(2013)00000140012

Cited by 2 publications

(3 citation statements)

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“…11 In addition to differences in the depth and breadth of these programs, health systems also vary in the extent to which their approaches utilize evidence-based approaches 9 and are strategically aligned to organizational goals. 6,[12][13] These wide variations in leadership development practices suggest that these variations need to be taken into account in assessing programmatic outcomes.…”

Section: Leadership Development In Health Carementioning

confidence: 99%

“…Financial performance information was collected from the 2013 Healthcare Cost Report Information System (HCRIS) dataset, [12][13][14] which contains information filed annually with CMS by all U.S. hospitals that accept Medicare as a form of payment. From this dataset, we collected three of the key financial metrics that are most frequently used to analyze the financial performance of hospitals and health systems and have relatively close relationships to management decision-making 15 : operating margin, days cash on hand, and debt to capitalization.…”

Section: Financial Outcomesmentioning

confidence: 99%

“…While some programs focus principally on providing classroom-based educational programs, more sophisticated approaches attend to the full leadership life cycle, an approach sometimes referred to as “talent management.” 11 In addition to differences in the depth and breadth of these programs, health systems also vary in the extent to which their approaches utilize evidence-based approaches 9 and are strategically aligned to organizational goals. 6,12–13 These wide variations in leadership development practices suggest that these variations need to be taken into account in assessing programmatic outcomes.…”

Section: Introductionmentioning

confidence: 99%

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Leadership development practices and hospital financial outcomes

Crowe

Garman

et al. 2017

Health Serv Manage Res

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Affordable Care Act legislation is requiring leaders in US health systems to adapt to new and very different approaches to improving operating performance. Research from other industries suggests leadership development can be a helpful component of organizational change strategies; however, there is currently very little healthcare-specific research available to guide design and deployment. The goal of this exploratory study is to examine potential relationships between specific leadership development practices and health system financial outcomes. Results from the National Center for Healthcare Leadership survey of leadership development practices were correlated with hospital and health system financial performance data from the 2013 Medicare Cost Reports. A general linear regression model, controlling for payer mix, case-mix index, and bed size, was used to assess possible relationships between leadership practices and three financial performance metrics: operating margin, days cash on hand, and debt to capitalization. Statistically significant associations were found between hospital-level operating margins and 5 of the 11 leadership practices as well as the composite score. Relationships at the health system level, however, were not statistically significant. Results provide preliminary evidence of an association between hospital financial performance and investments made in developing their leaders.

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Section: Leadership Development In Health Carementioning

confidence: 99%

Section: Financial Outcomesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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