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For immediate release


CHICAGO, 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.

The award 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 Chicago.

ACHE 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.

Named 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.

In his 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.

Next Wallick 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.

Wallick is assistant professor and director, Undergraduate Human Resource Studies Program, Department of Health Administration and Human Resources, University of Scranton (PA).

CONTACT: Deborah A. Labb, (312) 424-9426