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Biomedical subjects

S M Barney

Publications and source records attributed to S M Barney.

9 recordsLinked to original sources
PubMed1993

An investment in leadership. A system's three-year trainee program gives young executives a career head start.

The SSM Health Care System (SSMHCS), St. Louis, recently instituted a three-year leadership training program for new graduates in health administration. Participants spend one year in a rural facility, where they perform line and staff functions. They spend another year in a corporate staff role, gaining experience in areas such as finance, planning, marketing, human resources, mission and values, and regional operations. In the third year, participants concentrate on an area of their choice and begin to search for a permanent job within the system. SSMHCS sought candidates who: Were open to working in both urban and rural settings and were willing to relocate when necessary. Had the potential to move into a permanent managerial position within three years. Were willing to consider line and staff roles. Showed an interest and ability to work in the Catholic healthcare ministry. The advantage of the trainee program over traditional fellowships is that it gives the program participant a genuine start on a career rather than a mere extension of his or her education. For SSMHCS the opportunity to train young managers and administrators is an investment in the future.

Career Mobility↗
PubMed1993

Quality management of human resources. Providers should begin by focusing on education, performance management, and reward systems.

For a quality management transformation to occur, a healthcare organization must focus on education and development, performance management, and recognition and reward systems during the first years of implementation. Education and development are perhaps the most important human resource management functions when implementing quality management principles and processes because behavioral changes will be required at all organizational levels. Specific programs that support an organization's quality management effort will vary but should include the conceptual, cultural, and technical aspects of quality management. The essence of quality management is to always satisfy the customer and to continuously improve the services and products the organization offers. The approach to performance management should therefore rely on customer feedback and satisfaction. An organization committed to quality management should base its performance management approach on customer orientation, process improvement, employee involvement, decision making with data, and continuous improvement. Managers and trustees are being challenged to provide innovative recognition and reward systems that reinforce the values and behaviors consistent with quality management. Such systems must also be aligned with the behaviors and outcomes that support the philosophy, mission, and values of the Catholic healthcare ministry. The following components should be considered for a recognition and reward system: base pay, incentives, benefits, and nonmonetary rewards.

Catholicism↗
PubMed1979

How incentives for bus use solved parking problems.

St. Marys Hospital Medical Center, Madison, WI, solved its problem of limited parking space by subsidizing city bus passes and establishing a shuttle service between a peripheral parking lot and the hospital.

Costs and Cost Analysis↗
PubMed1978

Cardiovascular fitness program--a fringe benefit.

St. Marys Hospital Medical Center, Madison, WI, initiated an exercise counseling and activity program for its 1,400 employees. With professional guidance employees are encouraged to become involved in appropriate and enjoyable forms of exercise that will improve and maintain their cardiovascular health and overall well-being. The hospital believes that this is one of the first programs of its kind in a hospital setting.

Goals↗