The goals of this study were to identify how long term care administrative employees felt about communication, teamwork and stress in doing their work. Data from long term care administrative employees on their comparative opinions of receiving information and being asked for their input, giving help to others and receiving help in doing their jobs, and their opinions of the stress level in their jobs were collected through an online survey. Analysis provides an assessment of associations between demographic information and administrative employees' opinions. Results include statistically significant associations, using Pearson correlations. The differences between being told what they needed to know and being asked for their input, as well as the opinions about giving as opposed to receiving help from others and the level of stress in their jobs were found meaningful. Implications from these data include value and contribution in implementing health care management curriculum delivery based upon long term care administrative employees' perceptions.

Health care organizations seek successful leaders for their executive positions. Often, a psychologically-based assessment is used in an attempt to recognize factors that cannot easily be seen in applicants during the screening and selection process. There are a variety of assessments available for this purpose, each with its own approach and cost to administer. DiSC is one such instrument used for assessing traits of applicants. Using measures of Dominance, Influence, Steadiness, and Compliance, DiSC is currently used in business settings for the purpose of employee development and team building. Dr. William Marston, a physiological psychologist writing in the 1920s and 1930s, explored the meaning of normal human emotions by relating how a person perceives himself or herself in relation to the environment and describing how the person is likely to behave in response. However, it is questioned whether the assessments used, and the results they produce, can be associated with the success of the leader. In order to address this question, data on the results from the DiSC assessment for a small number of senior leaders of a health care organization is compared to their overall success in that organization. Granted that while the sample is small, 18, and the measures for success are not universal, there is some evidence to study. Other questions that arise are how do the traits of other organizational leaders compare to senior leadership traits, and are these traits indicators of their individual success. Effectively, in terms of success, does it pay to be like the boss or is it better to differ in your traits? KEYWORDS: Leadership, psychological screening, DiSC, INTRODUCTIONHealth care organizations seek successful leaders for their executive positions. Often, a psychologically-based assessment is used in an attempt to recognize factors that cannot easily be seen in applicants during the screening and selection process. As Ryan and Ployhart (2014) state, "Over 100 years of psychological research on employee selection has yielded many advances, but the field continues to tackle controversies and challenging problems, revisit once-settled topics, and expand its borders." In fact, Diekmann and Konig (2015) review why people either love personality assessment, choose to leave it alone, or simply do not understand the results. Nonetheless, there are a variety of assessments available for this purpose, each with its own approach and cost to administer. DiSC is one such instrument used for assessing personality traits of applicants. Using measures of Dominance, Influence,

The management of human resources in long term health care is challenging. Whether it is home care, skilled nursing care, hospice care, rehabilitation, case management, medical supply, or pharmacy, the work force consists of skilled, licensed professionals. In a case study of a vertically integrated long term care organization operating in several states, the turnover rates for various positions and types of organization were calculated and analyzed. The results point to acuity level, type of long term care provider, and the possibility of low pay as factors for turnover rates from an acceptable level to extremely high and unacceptable levels.Keywords: Turnover, Long term care, Human Resources, INTRODUCTIONOne of the most perplexing human resource management problems among health care organizations is employee turnover. This is costly and is a problem that impacts the quality of care. In the long term care arena, turnover is an even more exacerbating problem. The proportion of entry level employees to professional health care providers is larger than in other areas of health care. While it might be assumed that replacement costs for entry level health care employees is lower than those for professional level employees, the volume of entry level turnover makes employee turnover expense even larger than for professional health care employees.

Achieving diversity is a necessity in any organization but is especially important in long-term care. The care delivered is to a diverse group of patients and their families. Therefore, this case allows the analysis of diversity in one long-term care company. While Federal EEO requirements include a report of diversity annually for employers and contractors, this is a further analysis of the diversity data used for reporting. Looking into frequency and distributive statistics allows a better understanding of the diversity of this company.