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This chapter demonstrates (1) divergence between spending based upon a budget ratcheting model and a benchmark spending model, (2) that this divergence affects organizational performance, and (3) that internal benchmarking enables unit-to-unit performance comparisons, despite claims of organizational or unit uniqueness. We contrast two spending models to examine whether the divergence, or cost estimation gap, affects operating performance across inpatient (n=4,536) and outpatient departments (n=8,438) in 23 U.S. Army hospitals. Using a fixed-effects panel data methodology for fiscal years 2004–2006, we find that unit managers’ spending in this setting is more closely approximated by budget ratcheting. Using multiple performance metrics measured via a DuPont-like decomposition, we find that, within a specified range, operating performance generally improves as resources become constrained. Outside that range, however, we find nonlinear performance effects that approximate a quadratic loss function. Our benchmark model enables clinical department comparisons while controlling for facility, clinical specialty, and case mix severity. The resulting departmental comparability facilitates identification and communication of best practices across the entire Army hospital system. These results should be of interest to corporate executives, government officials, and agency managers who have responsibility for establishing funding mechanisms that include performance-based components.

This mixed methods multiple case study examines the knowledge, understanding, and awareness of 25 health board/facility oversight managers and 20 health professional association directors about privacy and security issues important to achieving health information exchange (HIE) in the state of Nebraska. Within case analyses revealed that health board/facility oversight managers were unaware of key elements of the federal agenda; their concerns about privacy encompassed broad definitions both of what constituted a “health record” and “regulations centeredness.” Alternatively, health professional association leaders were keenly aware of national initiatives. Despite concerns about HIE, they supported information exchange believing that patient care quality and safety would improve. Cross-case analyses revealed a perceptual disconnect between board/facility oversight managers and professional association leaders; however, both favored HIE. Understanding state-level stakeholder perceptions helps us further understand our progress toward achieving the national health information interoperability goal. There is an ongoing need to assure adequate patient privacy protection. Licensure and facility boards at the state level are likely to have a major role in the assurance of patient protections through facility oversight and provider behavior. The need for these boards to take an active role in oversight of patient rights and protections is imminent. Similarly, professional associations are the major vehicles for post-graduate education of practicing health professionals. Their engagement is essential to maintaining health professions knowledge. States will need to understand and engage both of these key stakeholders to make substantial progress in moving the HIE agenda forward.

The first part of the chapter discusses the premise that “wearing many hats” impedes a professional’s ability to get successful project results in a library setting. Offering their own experience as an example, the authors explore the issues that led to the implementation of project manager as a full-time position at Hesburgh Libraries. Part two of the chapter offers practical suggestions for incorporating a project management office (PMO) into a library setting. It includes the definition of the virtual PMO model, how this model fits into the organizational structure, and why this model might be preferred in a library environment. It includes descriptions of basic project management tools, techniques, and methods as well as graphic representation of division and overlap of responsibilities.

The methodology of this chapter is based on a review of the literature as well as a description of the authors’ experience with implementing project management at their institution.

Project management is a profession that requires dedicated personnel and resources. Actively involved project sponsors and dedicated project managers play a critical role in assuring project success. Basic project management tools, techniques, and approaches can be successfully implemented in libraries.

Full-time project management in libraries is still a novel concept. Readers will benefit from Hesburgh Libraries’ implementation of new methodology and learn about tools and approaches to introduce project management in their organizations.

Introduction: Human resource management (HRM) is going through a transformation phase due to the pandemic. The COVID-19 crisis compelled the employees to work virtually. To mitigate the effects of COVID-19, several organisations heavily invested in artificial intelligence (AI) in the realm of HRM.

Purpose: With limited studies on the paradigm shift in HRM post-pandemic and the role of AI, the study investigates and proposes a conceptual framework for the paradigm shift in HRM practices post-COVID-19 pandemic and the significance of AI. Furthermore, the study investigates the outcomes of the use of AI in HRM for organisations and employees.

Methodology: A comprehensive review of the literature based on the guidelines of Tranfield, Denyer, and Smart (2003) and Crossan and Apaydin (2010) has been followed. A systematic literature review assisted in critically analysing, synthesising, and mapping the extant literature by identifying the broad themes involved.

Findings: COVID-19-related economic disruption has led to a paradigm shift in HRM practices. AI-enabled HRM practices are now centred around remote and contingent workforce management, mindfulness, social capital, increasing employee engagement, reskilling and upskilling towards new competencies, etc. AI is making remote work seamless through smooth recruitment and selection process, onboarding, career and development, tracking and managing the performance, facilitating learning, and talent management. Post-pandemic, AI-powered tools based on data mining (DM), predictive analytics, big data analytics, natural language processing (NLP), intelligent robots, machine learning (ML), virtual (VR)/augmented reality (AR), etc., have paved the way for managing the HRM practices effectively, thereby leading to enhanced organisational performance, employee well-being, automation, and reduced cost.

This chapter discusses the project to investigate, recommend, and create user-focused solutions for opening and operating Severn Library, a high-density storage facility, at the University of Maryland in College Park, MD.

This chapter takes the case study approach, discussing the practical application of project management techniques to various stages of a large-scale project to plan for a high-density storage facility.

Although the Severn Library project began with a large project team, lack of formal project management expertise and the massive nature of the project led to its breakdown into smaller constituent projects, with the two authors filling the roles of “accidental project managers” to complete the work on time. Although this approach was ultimately successful, the overall success of the project could have been improved through more formal application of project management techniques.

This chapter discusses the experience of the authors at one large, public state university. The experience of other libraries and library managers may vary based on institutional context.

This chapter will be valuable to library managers interested in project management techniques in libraries, and/or in planning for high-density library storage facilities.

To the authors’ knowledge, this is the only writing on the application of project management techniques to construction and operation of a high-density library storage facility.

This study investigates the relationship between lean manufacturing practices, management accounting and performance measurement (MAC & PM) practices, organizational strategy, structure, and culture, and facility performance. We extended past research by examining the relationships between lean manufacturing, MAC & PM practices and performance in a broader organizational context. Our study was performed using survey data provided by managers and executives at 368 facilities that had contacted the Shingo Institute for information or that had entered a Shingo Prize competition. Consistent with past research we found a significant positive association between lean manufacturing practices and lean MAC & PM practices. We found that greater employee empowerment, use of process performance measures, and use of lean accounting practices were driven primarily by lean strategy and secondarily by the extent of lean manufacturing practices. We also found that changes in organization structure to support lean are driven primarily by lean strategy and secondarily by lean manufacturing practices. Change toward lean culture, on the other hand, is driven by the extent of lean manufacturing practices. Further, we found that emphasizing process performance measures does not reduce emphasis on results performance measures and emphasizing results performance measures leads to improved financial performance. Process and results measures are being used in tandem and value stream costing has not replaced traditional accounting. The results of our study provide important insights for managers of companies engaged in lean transformation and for academics who teach or research lean accounting.

This chapter describes the efforts of a team of health care workers to make a sub-acute health care facility (SCF) serving profoundly damaged children into a high reliability organization (HRO). To obtain this goal, the health care team implemented change in four behavioral areas: (1) risk awareness and acknowledgment; (2) defining care; (3) how to think and make decisions; and (4) information flow. The team focused on five reliability enhancement issues that emerged from previous research on banking institutions: (1) process auditing; (2) the reward system; (3) quality degradation; (4) risk awareness and acknowledgment; and (5) command and control. These HRO processes emerged from the change effort. Three additional HRO processes also emerged: high trust, and building a high reliability culture based on values and on beliefs. This case demonstrates that HRO processes can reduce costs, improve safety, and aid in developing new markets. Other experiences in implementing high reliability processes show that each organization must tailor make processes to its own situation (e.g. BP, U.S. Chemical Safety and Hazards Board, Federal Aviation Administration, U.S. Navy Aviation Program, and Kaiser Permanente Health Care System). Just as in the flexibility called for in organizing for high reliability operations, flexibility is called for in deciding which HRO processes work in specific situations.