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ABOUT THE AUTHOR

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Dr. Holdford is a professor at Virginia Commonwealth University (MCV campus) School of Pharmacy in Richmond. Dr. Holdford received his BS in Pharmacy from University of Illinois, MS from Ohio State University, and PhD from University of South Carolina. Prior to entering academia, he practiced as a hospital pharmacist in Chicago and South Carolina. At Virginia Commonwealth University, Dr. Holdford conducts research, teaches professional and graduate students, and consults in the areas of pharmaceutical marketing, pharmacoeconomics, and health outcomes research. He is the author of the books Marketing for Pharmacists (3rd edition) and coauthor of Introduction to Hospital & Health-System Pharmacy Practice.

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LEARNING OBJECTIVES

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LEARNING OBJECTIVES

After completing this chapter, readers should be able to

  1. Explain the importance of human resources management in providing high-quality pharmacist services.

  2. Describe the role of the Civil Rights Act of 1964 in managing human resources.

  3. Identify critical steps in the recruitment and selection of employees.

  4. Compare and contrast job orientation, training, and development.

  5. Discuss the roles of motivation and rewards in employee performance feedback.

  6. List the steps involved in progressive discipline.

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SCENARIO

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Scot Phinney has just accepted a position as Pharmacy Director for a 200-bed community hospital in a fast-growing suburb of a southern city. Scot has a Doctor of Pharmacy degree and 3 years of work experience as a staff pharmacist at another hospital across town. Scot’s responsibility in his new position is to take care of the operations of the inpatient pharmacy department and an ambulatory care pharmacy. He is responsible for supervising approximately 20 full- and part-time employees on the day and evening shifts.

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After just 1 month on the job, Scot is faced with several personnel problems. Three pharmacists have left the department recently for other jobs. Many of the remaining pharmacists and technicians have expressed dissatisfaction with their jobs by complaining constantly about the smallest problems. Two frequent comments made by employees are “It’s not my job” and “I don’t get paid enough for this.” Some of the discontent has even led to serious arguments. Two times in the last week, Scot had to break up shouting matches between employees. In addition to their complaining, the pharmacists show little initiative and appear to be only going through the motions of their jobs. Technicians are not supervised properly and are allowed to disappear from the department for extended periods. To top it off, nursing administration has filed several formal complaints regarding rude behavior and poor service by pharmacy personnel.

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The tenures of pharmacists and technicians in their positions range from 5 to 20 years, making Scot the only newcomer to the department. Prior to Scot’s arrival, the pharmacy director, a man who retired recently after 20 years of service to the hospital, gave minimal feedback or guidance to employees. The former pharmacy director avoided confrontations, so he typically let ...

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