Hospital governance, performance objectives, and organizational form
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Hospital governance, performance objectives, and organizational form

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Published by National Bureau of Economic Research in Cambridge, MA .
Written in English

Subjects:

  • Hospitals -- California -- Administration.,
  • Hospital trustees -- California.

Book details:

Edition Notes

StatementLeslie Eldenburg ... [et al.].
SeriesNBER working paper series -- no. 8201, Working paper series (National Bureau of Economic Research) -- working paper no. 8201.
ContributionsEldenberg, Leslie., National Bureau of Economic Research.
The Physical Object
Pagination30, [6] p. ;
Number of Pages30
ID Numbers
Open LibraryOL22418394M

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Additional Physical Format: Online version: Hospital governance, performance objectives, and organizational form. Cambridge, MA.: National Bureau of Economic. Get this from a library! Hospital Governance, Performance Objectives, and Organizational Form. [Marta Wosinska; Leslie Eldenburg; Benjamin E Hermalin; Michael S Weisbach; National Bureau of Economic Research.;] -- This paper studies the governance of a sample of California hospitals. We document a number of empirical relations about hospital governance: The composition of the board .   Governance, performance objectives and organizational form: evidence from hospitals sources of funds, board composition and board size by type of hospital; Organizational form Important constituencies Sources of funds Board composition Board size; Church: and that differences in these groups lead to differences in the organization's Cited by: Downloadable! This paper studies the governance of a sample of California hospitals. We document a number of empirical relations about hospital governance: The composition of the board of directors varies systematically across ownership types; poor performance and low levels of uncompensated care increase board turnover, with this sensitivity varying by organizational type.

  Hospital Governance, Performance Objectives, and Organizational Form NBER Working Paper No. w Number of pages: 38 Posted: 31 Mar Last Revised: 11 Feb Hospital Governance, Performance Objectives, and Organizational Form Leslie Eldenburg, Benjamin E. Hermalin, Michael S. Weisbach, Marta Wosinska NBER Working Paper No. Issued in April NBER Program(s):Corporate Finance, Health Care This paper studies the governance of a sample of California hospitals. Hospital Governance, Performance Objectives, and Organizational Form Leslie Eldenburg University of Arizona Benjamin E. Hermalin University of California, Berkeley Michael S. Weisbach University of Illinois Marta Wosinska University of California, Berkeley J Abstract This paper studies the governance of a sample of California. Governance, performance objectives and organizational form: evidence from hospitals Leslie Eldenburga, Benjamin E. Hermalinb, Michael S. Weisbachc,d,*, Marta Wosinskae aUniversity of Arizona, Arizona, AZ, USA bUniversity of California, Berkeley, CA, USA cCollege of Commerce and Business, University of Illinois, Commerce Way Street.

Abstract. This paper studies the governance of a sample of California hospitals. We document a number of empirical relations about hospital governance: The composition of the board of directors varies systematically across ownership types; poor performance and low levels of uncompensated care increase board turnover, with this sensitivity varying by organizational type. governance and risk oversight implies a need for reliable methods of operationalizing governance. While the board is accountable for oversight of the governance process, management is responsible for implementing the policies and procedures through which governance occurs within the organization.   The role of governance in healthcare organizations looks a bit different than it does in other types of industries. The board and the executives have many things to juggle on both sides of governance. Both sides establish goals and objectives to strive for and they need to . A performance goal is a target for the work of an employee. These are typically agreed between the employee and their reporting manager at the start of a business year or quarter. These goals are used to evaluate the performance of employees at the end of a performance period.