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Training, wage growth and job performance: evidence from a company database
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Year: 1992 Publisher: Cambridge, Mass. National Bureau of Economic Research

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Labour economics


Book
Productivity gains from the implementation of employee training progralms
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Year: 1991 Publisher: Cambridge, Mass. National Bureau of Economic Research

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Digital
Human resource management and performance in the service sector: the case of bank branches
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Year: 2000 Publisher: Cambridge, Mass. National Bureau of Economic Research

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Technological change and the skill acquisition of young workers
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Year: 1995 Publisher: Cambridge, Mass. National Bureau of Economic Research

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Labour economics


Digital
Technological change and wages: an inter-industry analysis
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Year: 1997 Publisher: Cambridge, Mass. National Bureau of Economic Research

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Book
Technological change and the careers of older workers
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Year: 1990 Publisher: Cambridge, Mass.

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Digital
Ownership versus environment: why are public sector firms inefficient?
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Year: 1999 Publisher: Cambridge, Mass. National Bureau of Economic Research

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Ownership versus environment: disentangling the sources of public sector inefficiency
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Year: 2000 Publisher: Washington, D.C. World Bank Development Research Group

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Digital
Human Capital and Organizational Performance : Evidence from the Healthcare Sector
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Year: 2011 Publisher: Cambridge, Mass. National Bureau of Economic Research

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This paper contributes to the literature on the relationship between human capital and organizational performance. We use detailed longitudinal monthly data on nursing units in the Veterans Administration hospital system to identify how the human capital (general, hospital-specific and unit or team-specific) of the nursing team on the unit affects patients' outcomes. Since we use monthly, not annual, data, we are able to avoid the omitted variable bias and endogeneity bias that could result when annual data are used. Nurse staffing levels, general human capital, and unit-specific human capital have positive and significant effects on patient outcomes while the use of contract nurses, who have less specific capital than regular staff nurses, negatively impacts patient outcomes. Policies that would increase the specific human capital of the nursing staff are found to be cost-effective.


Digital
Should Hospitals Keep Their Patients Longer? The Role of Inpatient and Outpatient Care in Reducing Readmissions
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Year: 2014 Publisher: Cambridge, Mass. National Bureau of Economic Research

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Twenty percent of Medicare patients are readmitted to the hospital within 30 days of discharge, resulting in substantial costs to the U.S. government. As part of the 2010 Affordable Care Act, the Hospital Readmissions Reduction Program financially penalizes hospitals with higher than expected readmissions. Utilizing data on the over 6.6 million Medicare patients treated between 2008 and 2011, we estimate the reductions in readmission and mortality rates of an inpatient intervention (keeping patients in the hospital for an extra day) versus providing outpatient interventions. We find that for heart failure patients, the inpatient and outpatient interventions have practically identical impact on reducing readmissions. For heart attack and pneumonia patients, keeping patients for one more day can potentially save 5 to 6 times as many lives over outpatient programs. Moreover, we find that even if the outpatient programs were cost-free, incurring the additional costs of an extra day may be a more cost-effective option to save lives. While some outpatient programs can be very effective at reducing hospital readmissions, we find that inpatient interventions can be just as, if not more, effective.

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