TO RECEIVE ACHE'S HAYHOW AWARD
February 2, 2004—William
G. Wallick, Ph.D., is the winner of the American College of
Healthcare Executives 2004 Edgar C. Hayhow Award for his article
"Healthcare Managers’ Roles, Competencies, and
Outputs in Organizational Performance Improvement." The
article appeared in the November/December 2002 issue of the
Journal of Healthcare Management.
will be presented on March 3, 2004, at the Wednesday Hot Topic
Session #2 during the American College of Healthcare Executives
47th Congress on Healthcare Management at the Hyatt Regency
grants the Hayhow Award annually to the author(s) of an article
judged the best from among those published in the Journal
of Healthcare Management, ACHE's official journal.
in honor of ACHE's 14th Chairman, the Edgar C. Hayhow Award
recognizes outstanding contributions to healthcare management
literature. The article was selected by ACHE's Article of
the Year Awards Committee.
article, Wallick summarizes the history of performance improvement,
highlighting the stages in the shift from basic employee training,
which improves individual employee performance, to workplace
learning and performance, which enhances overall performance
by using a variety of methods and addressing individual, group,
and organizational needs. Wallick then outlines seven contemporary
workplace learning and performance roles, explaining what
employees do in each role, what competencies are required,
and what the likely outcomes will be.
describes his research study, which focused on who bears responsibility
for improving organizational performance—a function
traditionally filled by trainers. In the study, Wallick conducted
telephone interviews to determine the way in which CEOs of
nonprofit, multihospital healthcare systems perceive how the
seven workplace learning and performance roles are carried
out in their organizations. His research revealed that most
CEOs believe healthcare managers should be responsible for
workplace learning and performance roles; some CEOs think
this responsibility should be shared between managers and
trainers or senior leaders. Wallick concludes his discussion
of study findings with recommendations for managers who are
expected to fulfill multiple roles.
is assistant professor and director, Undergraduate Human Resource
Studies Program, Department of Health Administration and Human
Resources, University of Scranton (PA).
Deborah A. Labb, (312) 424-9426