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Partners HealthCare: Development and Management Report

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Updated: Sep 9th, 2021

Executive Summary

Partners HealthCare is an integrated health system located in Boston, USA for two academic medical centres, community hospitals, specialty hospitals, community health centres, a physician network, home health and long-term care services, and other health-related entities. It is a non-profit organisation which offers patients a continuum of coordinated high-quality care.

The problem the physicians at Partners HealthCare hospitals and physician groups face is the deluge of new knowledge they need to know but cannot possibly keep up with on their own. The solution has been to present physicians with the new knowledge they need when they need it through the information technology they already use in their work. In essence, this approach makes knowledge management part of their job, not a separate activity, and it can deliver knowledge just when a patient really needs it.

The work at Partners HealthCare began on a small, doable scale: using the doctors’ online order entry system to notify doctors of drug interactions when they enter a prescription order. The system checks the patient’s medical record, looking for allergic reactions to the drug (or a similar drug) and alerts the physician. The doctor can inquire about the reaction, and, if it was mild, override the computer’s recommendation to switch to another medication.

The system can also tell the doctor about a newer, more effective drug or inform him or her of another drug the patient is taking that can lead to a bad interaction. Or, if the doctor is ordering a test, the system can describe a newer, more effective test for the noted symptom. Or the system can warn the doctor that the prescribed medication could worsen a patient disease.

This integrated system is built on knowledge bases (databases of knowledge about the patient, drugs, tests, medical research, and such) and a logic engine (which, as its name implies, performs the logical interconnections between the various kinds of knowledge in the knowledge bases).

The system also has an event-detection mechanism, which alerts a physician when it learns of an event that can endanger the health of a patient. For example, when the patient’s health indicators deviate from the norm while the patient is in the hospital, the doctor or a nurse is notified via pager. This capability brings knowledge management into real time.

However, this system could not be bought. It had to be built by Partners HealthCare. It was a large investment, but it was made because too many patients at Partners were experiencing drug interactions. Management had to fix that problem. One of the steps it took was to form committees of top clinicians to identify the knowledge that needed to be in the knowledge bases and keep it up-to-date. The drug therapy committee makes the medication recommendations, whereas the radiology committee develops the logic to guide radiology testing. Participation in each committee is seen as prestigious, which is crucial to the success of the system, so that busy physicians give time to the committee work.

Another step Partners took was to only address the most critical processes. Furthermore, the system is simply seen as a recommendation system. It does not make final decisions. Those are left up to the physicians. The combined human-computer system seems to be working. Some 380 orders (out of 13,000 a day) are changed due to a computer sug¬gestion. Some one-third to one-half of orders with drug interactions are cancelled, and some 72 percent of treatments are changed when the event-detection system sounds an alert. Partner’s strong measurement culture helps it gather such statistics and see the benefits of the system.

Introduction

This research provides a planned view of organizational training development and performance management applied to Partners HealthCare. It has equally focused on affect a wide range of health services and the way we should think about training and development applied to Partners HealthCare. Moreover, this research highlights several key points about training and development and performance management from the magazine, books, newspapers, analysis reports and training research literature. There has been an explosion of empirical training and development and performance management in the last several years; the findings discussed here were chosen because they may authority strategic thinking about training growth and performance management (Allee V. 2005). This research equally focused upon the business challenges, training, performance management and development research findings in mind. Though Partners HealthCare organization should recognize its own strategic training, development and performance imperatives, many will find the imperatives discussed here relevant. Lastly, two sets of strategic questions are presented for each of the strategic training development and performance initiatives. This study highlight Partners HealthCare establishes it’s largely training, development and performance plan; answering all relevant questions can help clarify training, development and performance imperatives and direct action to make sure strategic alignment for Partners HealthCare (Allen M., 2004, p. 28).

  • security practises
  • cultural issues

Analytical Report

No doubt, in today’s cost-conscious organizations, the effectual study of training, development and performance management needs is critical to attaining carry for the training, development and performance management planned to get better employee and organizational knowledge and performance. Needs scrutiny is the key to manipulative training, development and performance management programs for Partners HealthCare that generate the type of workforce that the association needs to race in the marketplace; it also is necessary to give employees the basic understanding they require to productively absolute and struggle for jobs inside the organization. Devoid of first discovering both organizational and personage learning objectives, training personnel will be hard pushed to prove the health services needed to validate training , development and performance management funding (Alliger G. M., & Janak E. A. 2004, pp. 331-342).

The purpose of this research is to look at the factors that pressure training and development effectiveness, with a stress on Partners HealthCare organizational factors. This study acknowledges that creating training and development and performance surroundings plays a critical role in ensuring that training and transfer of training and development occurs (American Psychological Association. 2005, 56-60). Before identifying the Partners HealthCare organizational factors that pressure training and development effectiveness, in this section it has highlighted this fact that what training and development effectiveness means and how it is measured (American Productivity , 2003). Next, we will recognize the features needed for effectual training and development and performance management. Considering the features wanted for effective training and development, as well as the outcomes used to determine training and development effectiveness, this research presents a model of work environment characteristics that control professional coaching and transfer of training and development and performance management. Beyond the shadow it highlights the remainder of the each of the characteristics incorporated in the training and development model related to Partners HealthCare industry. Guidelines for practice are provided in each section; each also highlights how organizations and trainers can influence these characteristics to make training and development most effective.

The formation of this relaxing scene in trainers mind is an instance of a technique that can be used to get better management performance. The method, known as descriptions, establishes a scenario in one’s mind that obviously depicts a set of preferred circumstances. By creating a cerebral image of preferred circumstances we can improved set goals and decide ways of achieving them. As a human resource specialized, you can act as a means to initiate imagery in Partners HealthCare organization as a part of a total management education and development program (American Society for Training and Development. 2004).

Characteristics the Doctors/Physicians

As the pace and difficulty of change in Partners HealthCare continues, training and development must turn into more closely incorporated with the Partners HealthCare organization’s strategic agenda. To do this, training and development and performance management of staff will need a much wider experience to the organization’s internal and external surroundings. They will have to build more bridges with customers, both those in line units and those outside the Partners HealthCare organization (Argyris C. 2002).

Training and development and performance management professionals will have to assist foster a surroundings for fineness by taking a practical stance in concerning training and development to Partners HealthCare organizational values and identifying strategic issues. This will require augmented research on the collision of Partners HealthCare organization vision and plan on HR and HRD, and an increased enthusiasm to participate in strategy formulation and execution (Aronson R. B., 2005, pp. 70-72).

The training and development function will also require integrate itself more directly with a broad range of HR functions, such as recruitment, staffing, labor relations, employee relations, and organizational analysis. This may present problems for some staff who have spent years differentiate themselves from the “human resources,” but today’s employees want one-stop HR services that are prearranged to serve core processes. More estrangement of the training and development function from the rest of the Partners HealthCare organization, while debatably helpful in the days when it could be swallowed by the rest of HR, will only provoke customers in the future (Ahmad, S., 2003, pp. 19-34).

Indeed, the training and development and performance management function wants to take a strategic direction from service provider to performance consultant, policy setter, and value purveyor for Partners HealthCare. For instance, in response to efforts to disperse HR and their HRD efforts, some organizations have begun to push central HR and HRD functions into line units. Where this occurs, the training and development function of the prospect must be ready for the fact that they may do very slight training and development release. Rather, it may make easy and support the formation of the training and development vision related to new product, strategy, and core values and then support line units in aligning themselves with all three. A related role for the training and development function will be to foster the development of individual, team, and organizational training and development not by instruction but by helping employees find ways to construct training and development strategies into their work (Aiken, L. S., 2001).

Many training and development functions are still taking a “reactive” or “training and development” approach to their charge. Such approaches cast the training and development function as one focused on processing training and development requests and providing classroom training and development. This is how the training and development function grew and how they became successful (Appelbaum, E., 2000).

Information Systems Personnel Take The Lead In The Development Of Knowledge Management And Sharing

The intention of this research is to emphasize the significance of a strategic approach to training, development and performance management as a natural opening for training, development and performance management in an organization. The chapter then turns to a more thorough conversation of the significance of the training, , development and performance management wants analysis to winning training, development and performance management planning, implementation, and evaluation. Dissimilar levels of training wants study and methods of collecting information on training wants are appraisal, along with tools that managers and training, development and performance management personnel can use to examine this information (Arthur, J. B., 2004, 670-687). The research has exacting value in planning, developing, or cleansing training, development and performance management initiatives by viewing that training , development and performance management wants analysis strategies, and the exclusive organizational individuality, can and have to be blended jointly to generate effectual training , development and performance management initiatives modified to meeting an NWS’ s special wants. Each organization like Partners HealthCare is then in a position to get bigger the application of training , development and performance management in a active manner to all its employees. The formation of such lively training, development and performance management programs can powerfully assert the development and completion of training , development and performance management initiatives geared on the way to rising the necessary employee’s Partners HealthCare and attitudes to help the organization attain its key results (Bailey D. A. 2000, pp. 38-42).

A strategic approach to training, development and performance management begins with the association among the organization’s mission, strategic agenda, and its HRD wants. Present and future HR-workforce necessities are resulting from an obvious and extensively shared sympathetic of what the NSW does and how it does it. A strategic approach continues with an appraisal of the present ability of its workforce what are the composition and interior competencies and NSW of current employees? From this appraisal, areas of special need and/or continuous upgrading can be identified, and appropriate training, development and performance management (and non-training) bring to those in need of it (Baird L., pp. 1-16).

Practical development for training, development and performance management must forever engage some self-assessment by the training, development and performance management function, looking at prospect trends that may collision the organization and the training ,development and performance management function, formative goals for the function, setting objectives, and upward training ,development and performance management plans that are receptive to the present and prospect training, development and performance management wants of the organization specified its strategic agenda (Bandura A. 2003). Practical planning permit the training, growth and performance management function to be in a place of serving to make things happen in the organization as opposite to watching things happen. With practical development, training, development and performance management personnel sight wants analysis as a tool for serving the organization recognize problems and opportunities that may be best addressed by either training ,development and performance management or non-training interference, or a mixture of the two. In short, the role of training, development and performance management wants analysis as sight by practical training, development and performance management workers is to work with further members of the organization to determine the nature and degree of performance problems or opportunities and possible solutions (Bardach K. C. 2003, pp. 18-25).

Project Management, Change Management & Risk Management

Within the NSW community, performance development continues to be a significant theme for its members and their organization. Health service specialists know that triumph in today’s facts economy depends on the performance of every single entity in his or her organization. For lots of, training is not just expenditure, but a way to equip employees with the essential ability and competencies that will assist them maintain a competitive advantage now and in the future (Barron J. M.,).

Many NSW members are doing further than just training, development and performance management their organizations’ employees; they are affecting into the position of performance guide. By having a sight of the whole system at the entity, unit, and organizational level performance consultants assist their organizations resolve business evils using a diversity of interference. Though performance consulting has been an area for a number of NSW members throughout the years, more and further practitioners are moving into this role (Becker T. E., 2005, pp. 307-312).

Policy Approaches

  1. Types of Training And Development (T&D) In Organization

The purpose of training and development of professional at Partners HealthCare highlights the importance of a strategic approach to training as a natural beginning for training and development in a Partners HealthCare organization. This issue has more detailed discussion of the importance of the training and development needs analysis to victorious training planning, implementation, and estimate. Different levels of training and development related to NSW services needs analysis and methods of collecting information on training and development needs are reviewed, beside with tools that managers and training and development personnel can use to analyze this information.

This major issue have particular value in planning, developing, or refining training initiatives by viewing that training needs analysis strategies, and the Partners HealthCare organizational characteristics, can and must be blended together to create effectual training initiatives tailored to meeting a Partners HealthCare organization’s special needs. Each NSW organization is then in a position to get bigger the application of training and development in a dynamic manner to all its employees. The creation of such dynamic training and development programs can powerfully confirm the development and completion of training and development initiatives geared near developing the essential employee’s of Partners HealthCare and attitudes to assist the organization achieve its key results (Bae, J. & Lawler, J. J., 2000, pp. 502-517).

A basic principle of Training and Development is like a general truth or law, basic to other truths; a inclusive or primary law, doctrine, or postulation. Many Partners HealthCare organizations are reconsidering their investments in human resource practices such as training and development as they begin to recognize that the knowledge, skills, and competencies of their employees give them an benefit that is difficult for competitors to replicate. Lets take an example of organizations such as Motorola, Southwest Airlines, and Sun Microsystems have dedicated significant expense to training and development, whether provided by in-house employees or out-of-house experts. They use training and development to facilitate training and development but also to retain employees, improve their culture, and create incentives for good performance. Yet although there is no extensive systematic evaluation of the efficiency of training, trainers are still accountable for making sure that managers precious by or in charge of training and developer have a positive ‘gut feeling” that the training and development works and makes good use of their budget dollars and employee time (Barney, J., 2001, pp. 99-120).

  • Analyze training and development program objectives to identify measurable outcomes. comprise both measures of training and development and transfer. Measures of training and development, counting paper tests, performance in work samples, and role-plays, should be carried out at the end of training and development for Partners HealthCare.
  • Do not give up evaluating efficiency, even if you cannot have a “rigorous “estimate design.
  • Consider using a cost-benefit analysis. Partners HealthCare organizations typically have accounting data that can be used to calculate direct costs, indirect costs, and development costs for training related to new product.

In a Partners HealthCare organization dedicated to creating a training and development environment, training is a top priority. Training and development organizations do not just appear. They are fostered by devoting time, energy, and possessions on a continuous basis to the training and development of employees. Taking steps to hearten training and development through training and development activities and forums is necessary to improved sympathetic, performance, and effectiveness (Barney, J., 2005, pp. 49-61).

To assist Partners HealthCare organizations learn requires the training and development function to shed its current roles and adapt to the organization environment of the future launched products. The training and development function must (1) adapt a further planned role in the Partners HealthCare organization; (2) deal with the demands of training and development and developing the further diverse, familiar workforce of the future; and (3) adapt and prove its value to the future of the Partners HealthCare organization by comprehending its new products.

The purpose of this vital section is to offer a concluding look at the future of training and development by discussing the issues above and other related issues that will carry on to shape what Partners HealthCare organizations will be expecting of their training and development professionals as we move into the next millennium. The chapter has discussed a number of ways in which trainers might react to the issues in the coming years.

    1. Personnel Performance Review Strategies

According to the expert review the performance management proposal pursue a number of years in which Partners HealthCare were expected to appraise trainers on a ordinary basis. Studies of assessment completed that few organizations had an effectual appraisal system. Research suggests that in the majority primary organizations appraisal did nothing to get better the excellence of teaching and that a number of both primary and secondary service organizations were not satisfying the legal requirements. In some cases the arrangements for appraisal were not adequately connected to the training and development plan and the require for professional development (Batt, R., 2002, pp. 587-597).

Numerous professionals explain performance management as ‘the procedure that relations people and jobs to the strategy and objectives of the organization. High-quality performance management leaves entire staff, teaching and non-teaching, feeling sustained in their work, confident by gratitude of their attainment, helped to conquer problems they may encounter, and content in emotion part of a team in which people care for every other.

During the training and development performance management, by recognizing the attainment of organizations and others and offer positive criticism on performance and serving them to recognize areas for development and development, ought to lead to amplified self-esteem and job approval. It ought to also proffer support in profession development. At the professional level the performance management system ought to link entity, departmental, year group and organizational aims, thus creating a more accomplished work force, whose training needs have been recognized and synchronized (Becker, B. E., 2004, 779-801).

Investments in Information Technology

In the design of management development programs it is useful to define objectives for what is to be taught as what is to be learned. The former objectives will drive the choice of content; the latter the choice of instructional method. Both are central to the management development process. The selection of appropriate methods in the planning and organization of a management development program requires one to consider many factors, including:

  1. The degree to which evidence indicates that the technique will be helpful for achieving program learning objectives (Becker, B. E., 2003, 53-101);
  2. The estimated acceptability of the technique to the participants and their organizations; a technique should not be used which is at variance with the value systems and cultural norms of either participants or organizations so as to set up counterproductive forces;
  3. The expected cost return for the technique compared with those for other available techniques, particularly with respect to such resources as time and participants’ energies;
  4. The competency of the management development staff in the use of the technique;
  5. The nature of the learning reinforcement;
  6. Reinforcement as a major force available to the staff to move a participant from superficial knowledge to ability to use knowledge;
  7. The possible effects of using the technique in other parts of the program;
  8. Program flexibility and the ability to change direction if feedback during the program indicates the need for change;

Potential Internal and/Or External Threats to Security

The performance management appraisal is a key part of the performance management procedure. It is anxious exceeding all with humanizing the skills of employees so that they in turn can elevate the levels of performance of the pupils they train, and these are the criterion by which the achievement of a performance management system ought to be judged. It ought to inspire and expand individuals and leave people with improved self-esteem and a emotion that they have been listened to and responded to with compassion. It ought to also leave them emotion that they have an obvious way for their future work. A very significant part of performance management is self-evaluation by individuals. This will frequently lead into action study as professional notes an exacting difficulty in his or her work and, in discussing it with the team leader, works out steps onward to resolve the difficulty and then evaluates the outcome.

For SWOT analysis of training and development and performance management there are the 7 – S approaches is stand upon the considerate of organizations inside the perspective of a structure. It encourages evaluator to believe not only concerning the strategy and formation of an organization but also ‘softer’ issues, such as management styles and culture. One apparent weakness of this model is that it doesn’t take into account the collision of the outside surroundings on the seven variables. Though, it is simple to memorize, use and converse and can offer a helpful structure for questionnaires, interviews, focus group discussions and SWOT Analyses or desk study. It provides a helpful formation also for presenting appraisal results (Busmeyer, J., 2003, 549-562).

Gap Analysis

The eventual standard of the gap analysis tool is to recognize gaps and areas for development to improve service delivery in an effectual way to indigenous people in the Boston. The Gap Analysis Tool is the primary step of a three-part plan for training development and performance management begin by the Partners HealthCare. The after that step to attain evidence-based ending comprise consultations with the local indigenous and Boston Area community in look upon to how they imagine their ideal future health service. Both these steps will conclude in health service development action perfection plans for each individual health unit (Cappelli, P., 2001, pp. 737-775).

The aspire is to generate essential resources/strategies to optimize the prospect position of your organization. There are 4 steps in the Forecasting phase; identifying key workforce assumptions, authenticate assumptions, utilizing assumptions for situation building and performing gap analysis. There are three questions that need to be addressed in the forecasting process.

The primary step is to recognize key workforce assumptions/issues for your basics based on the data/information composed from the information sources throughout the Analyzing Phase. Make sure that all of these forecasting suppositions explain the possible collision on your business constituent, any intrinsic risks and any probability of incidence based on constituent culture. The subsequent step is to authenticate these assumptions by utilizing center groups or administering questionnaires/ interviews to a variety of leaders in Partners HealthCare organization. The criticism offer will make sure that congregate assumptions are suitable and based on the best data obtainable. Additionally, reaction should offer insight in the analysis behind the assumptions (Chamberlin, T. C., 2005, pp. 754-759).

The third step is exploiting these suppositions in scenario building. Scenarios are a way to expand substitute futures based on dissimilar combinations of assumptions, particulars and trends that will assist you assemble your forecasting goals mentioned previous. Scenarios are usually an evocative statement presenting a exacting picture of the future that includes comments on the likelihood of convinced events happening (Cooper, C., 2000, 28-34). Furthermore, scenarios are typically accompanied by qualitative or quantitative information. Expectantly after you have optional some scenarios it will assist you improved appreciate all of your options. The subsequent scenarios should be delineating based on your assumptions:

  • Best Case Scenario- Any warning indicators (metrics) during training and development
  • Worst Case Scenario- Any warning indicators (metrics) during training and development
  • Most likely Scenario- Any warning indicators (metrics) during training and development

Internal and/Or External Threats to Security

The subsequently step after demarcation best, worst and most probable scenarios is to make a favored scenario detailing what your organization needs as an conclusion taking into account the assumptions before recognized. Furthermore use the information from any caution indicators higher than which ought to be used to monitor changes reliable with your favored ending. It will be helpful to relate SWOT or PESTLE Analysis to assist health services throughout this phase. SWOT is a contraction for Strength, Weakness, Opportunities, and Threats. Strengths and weaknesses are internal factors. Opportunities and threats are external factors.

It is an easy technique as it uses four viewpoints for decision making and summarization. For instance what are the strengths, weaknesses, opportunities and possible threats of health service training and development and performance management scenario. This ought to be done for each scenario suggesting the finest, nastiest and most likely outcomes. PESTLE is basically the similar technique but is useful for probing the external factors

The exceeding tools (SWOT or PESTLE) are helpful for conduct qualitative data. Moreover tool will assist to organize and endorse thinking concerning issues or troubles that are facing your business rudiments. It will assist to elucidate/identify your future trends and to be relevant those trends to your organization to help openly identify any original assumptions and to set priorities. For instance in using the SWOT analysis, step one is to recognize your assumption(s) and exploit matrix using the demands and provide information obtained in the Analysis phase. Step 2 is to recognize assumptions/key workforce concern from step 1 and take into account the possible collision on business elements, possible collision of supposition, risk intrinsic in the supposition and the likelihood of its incidence (Delaney, J. T., 2001, 40, pp. 472-489).

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