{"title":"精简行政人员,但不会造成工作倦怠。","authors":"S A Finkler","doi":"","DOIUrl":null,"url":null,"abstract":"<p><p>In sum, the most direct route to avoiding burnout in downsizing is to change the philosophy of the department and organization. Narrowly defined jobs cannot persist when positions are being eliminated. Managers need to find ways to accomplish the goals of the hospital within the available financial resources. To gain the staff support and commitment for doing that, the hospital must become much more receptive to seeking advice from the employees themselves on how it can be done.</p>","PeriodicalId":79629,"journal":{"name":"Hospital cost management and accounting","volume":null,"pages":null},"PeriodicalIF":0.0000,"publicationDate":"1995-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Downsizing administrative staff without causing burnout.\",\"authors\":\"S A Finkler\",\"doi\":\"\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p><p>In sum, the most direct route to avoiding burnout in downsizing is to change the philosophy of the department and organization. Narrowly defined jobs cannot persist when positions are being eliminated. Managers need to find ways to accomplish the goals of the hospital within the available financial resources. To gain the staff support and commitment for doing that, the hospital must become much more receptive to seeking advice from the employees themselves on how it can be done.</p>\",\"PeriodicalId\":79629,\"journal\":{\"name\":\"Hospital cost management and accounting\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":0.0000,\"publicationDate\":\"1995-10-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Hospital cost management and accounting\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Hospital cost management and accounting","FirstCategoryId":"1085","ListUrlMain":"","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Downsizing administrative staff without causing burnout.
In sum, the most direct route to avoiding burnout in downsizing is to change the philosophy of the department and organization. Narrowly defined jobs cannot persist when positions are being eliminated. Managers need to find ways to accomplish the goals of the hospital within the available financial resources. To gain the staff support and commitment for doing that, the hospital must become much more receptive to seeking advice from the employees themselves on how it can be done.