High-performance work systems in health care management, Part 2: Qualitative evidence from five case studies

Health Care Management Review

Volumn 36, Issue 3, 2011, Pages 214-226

  McAlearney, Ann Scheck ^a   Garman, Andrew N ^b   Song, Paula H ^a   McHugh, Megan ^c,d   Robbins, Julie ^a   Harrison, Michael I ^e  

^a OHIO STATE UNIVERSITY   (United States)

^b RUSH UNIVERSITY MEDICAL CENTER   (United States)

^c Health Research and Educational Trust   (United States)

^d NORTHWESTERN UNIVERSITY   (United States)

^e AGENCY FOR HEALTHCARE RESEARCH AND QUALITY   (United States)

Author keywords

health care; human resources; organizational development; patient safety; qualitative; quality of care

Indexed keywords

ARTICLE; CAREER MOBILITY; EVALUATION; EVIDENCE BASED PRACTICE; HEALTH CARE DELIVERY; HEALTH CARE QUALITY; HEALTH SERVICES RESEARCH; IN SERVICE TRAINING; INTERPERSONAL COMMUNICATION; LEADERSHIP; METHODOLOGY; NONBIOLOGICAL MODEL; ORGANIZATION; ORGANIZATION AND MANAGEMENT; PATIENT CARE; PERSONNEL MANAGEMENT; PROGRAM DEVELOPMENT; TOTAL QUALITY MANAGEMENT; UNITED STATES;

CAREER MOBILITY; COMMUNICATION; DELIVERY OF HEALTH CARE; EMPLOYEE PERFORMANCE APPRAISAL; EVIDENCE-BASED PRACTICE; INSERVICE TRAINING; LEADERSHIP; MODELS, ORGANIZATIONAL; ORGANIZATIONAL CASE STUDIES; ORGANIZATIONAL CULTURE; PATIENT CARE TEAM; PERSONNEL MANAGEMENT; PERSONNEL SELECTION; PROGRAM DEVELOPMENT; QUALITY OF HEALTH CARE; TOTAL QUALITY MANAGEMENT; UNITED STATES;

EID: 79958842057     PISSN: 03616274     EISSN: None     Source Type: Journal    
DOI: 10.1097/HMR.0b013e3182100dc4     Document Type: Article

References (27)

1. Baker, T. (1999). Doing well by doing good: The bottom line on workplace practices. Washington, DC: Economic Policy Institute.
2. Beaulieu, N. D., & Horrigan, D. R. (2005). Putting smart money to work for quality improvement. Health Services Research, 40, 1318-1336.
3. Becker, B. E., & Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, 39, 779-801.
4. Becker, B. E., & Huselid, M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resource Management, 16, 53-101.
5. Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59, 501-528. (Pubitemid 44238790)
6. Constas, M. (1992). Qualitative analysis as a public event: The documentation of category development procedures. American Education Research Journal, 29, 253-266.
7. Crabtree, B. F., & Miller, M. L. (Eds.). (1999). Doing qualitative research: Research methods for primary care. Second edition. Newbury Park, CA: Sage.
8. Garman, A. N., McAlearney, A. S., Harrison, M. I., Song, P. H., & McHugh, M. (2011). High-performance work systems in healthcare management, Part 1: Development of an evidence-informed model. Health Care Management Review, 36(3), 201-213.
9. Glaser, B., & Strauss, A. (1967). The discovery of grounded theory: Strategies for qualitative research. New York: Aldine de Gruyter.
10. Harel, G. H., & Tzafrir, S. S. (2001). HRM practices in the public and private sectors: Differences and similarities. Public Administration Quarterly, 25, 316-355.
11. Harris, C., Cortvriend, P., & Hyde, P. (2007). Human resource management and performance in healthcare organisations. Journal of Health Organization and Management, 21, 448-459.
12. Harmon, J., Behson, S., Farias, G., Petzel, R., Neuman, J., & Keashly, L. (2003). Effects of high-involvement work systems on employee satisfaction and service costs in Veterans Healthcare. Journal of Healthcare Management, 48, 393-406. (Pubitemid 37433322)
13. Lauver, K. J. (2007). Human resource safety practices and employee injuries. Journal of Managerial Issues, 19, 397-413.
14. MacDavitt, K., Chou, S.-S., & Stone, P. (2007). Organizational climate and healthcare outcomes. Joint Commission Journal on Quality and Patient Safety, 33(S1), 45-56.
15. Macky, K., & Boxall, P. (2007). The relationship between Fhigh-performance work practices and employee attitudes: An investigation of additive and interaction effects. International Journal of Human Resource Management, 18, 537-567.
16. Maxwell, J. A. (2005). Qualitative research design: An interactive approach. Thousand Oaks, CA: Sage Publications.
17. McCracken, G. (1988). The long interview. Thousand Oaks, CA: Sage.
18. Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis. Thousand Oaks, CA: Sage.
19. Pawson, R. (2006). Evidence-based policy: A realist perspective. Thousand Oaks, CA: Sage.
20. Schein, E. H. (2010). Organizational culture and leadership (4th ed.). San Francisco: Jossey-Bass.
21. Scientific Software Development. (2009). Atlas.ti. (6.0 ed.). Berlin: Scientific Software Development.
22. Studer Group. (2010). The five pillars. Retrieved January 7, 2010, from http://www.studergroup.com/dotCMS/knowledgeAssetDetail?inode=109970
23. Truss, C. (2001). Complexities and controversies in linking HRM with organizational outcomes. Journal of Management Studies, 38, 1121-1149. (Pubitemid 33388312)
24. U.S. DepartmentofLabor. (1993). High performance work practices and firm performance. Washington, DC: U.S. Government Printing Office.
25. West, M. A., Guthrie, J. P., Dawson, J. F., Borrill, C. S., & Carter, M. (2006). Reducing patient mortality in hospitals: The role of human resource management. Journal of Organizational Behavior, 27, 983-1002. (Pubitemid 44598924)
26. Yin, R. K. (1994). Case study research: Design and methods (2nd ed.). Thousand Oaks, CA: Sage.
27. Zachratos, A., Barling, J., & Iverson, R. D. (2005). High-performance work systems and occupational safety. Journal of Applied Psychology, 90, 77-93. (Pubitemid 40180159)