PLEASE USE THE SLIDE DECK AND YOUR TEXTBOOK TO ANSWER THE QUESTIONS BELOW. MINIMUM OF 1-2 PARAGRAPH PER DISCUSSION POST. USE APA FORMAT AND APPLY YOUR REFERENCES.

Uncategorized

PLEASE USE THE SLIDE DECK AND YOUR TEXTBOOK TO ANSWER THE QUESTIONS BELOW. MINIMUM OF 1-2 PARAGRAPHS PER DISCUSSION POST.

USE APA FORMAT AND APPLY YOUR REFERENCES. USE ONE SCHOLARLY SOURCE, TEXTBOOK, AND POWERPOINT FOR REFERENCES.

ASSIGNMENT DETAILS:

PLEASE USE THE SLIDE DECK AND YOUR TEXTBOOK TO ANSWER THE QUESTIONS BELOW. MINIMUM OF 1-2 PARAGRAPH PER DISCUSSION POST.

USE APA FORMAT AND APPLY YOUR REFERENCES.

Week One Discussion Question One

(CLO2)

In Chapter Two, we learned a number of possible models that can be used to frame the Human Resource function in organizations.

1. Describe either a positive or negative experience that you had had with the Human Resource function.

2. In the experience that you had, which model did you experience? Explain why you chose this model.

3. If you have not had an interaction with Human Resources, which of these models would work best for you as a future health care leader?

Week One Discussion Question Two

(CLO5)

In Chapter Five, we learned about the importance of a leader- employee relationship.

Simon Sinek is an ethnographer by training and an adjunct of the RAND Corporation. He writes and comments regularly for major publications and teaches graduate-level strategic communications at Columbia University.

He explores how leaders can inspire cooperation, trust, and change. He is the author of the classic

Start with Why; his latest book is
Leaders Eat Last.

1. Watch the video “Why good leaders make you feel safe”.

2. What do you think are the key takeaways for you as a future or current health care leader?

3. Explain why you made these choices and how they may affect you as a future healthcare leader.

image1

The Reason We’re All Here …

1

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
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Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
Contact Information:
Opal Reinbold, MBA
Office hours available by appointment.
Non-urgent requests / questions:
Email: Opal.Reinbold@natuniv.edu

Urgent requests / questions:
Cell/text: (858) 442-2505
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Week 1: Session 1 Agenda
Introductions
Course Overview
Review and discuss session topics
Review Assignments, due dates and expectations
Parking Lot items, if any
Q&A
Wrap-up
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Opal Reinbold, MBA
30 years experience in healthcare administration
Quality/Patient Safety, Clinical informatics, Risk Management, Infection control, Regulatory Compliance
Quality leader, healthcare systems (Scripps, Sharp, Palomar), consulting practice for 10 years in all phases of healthcare, teaching, publications and presentations
Bachelors in Communication/Education, MBA
Idaho transplant for 30 years
Introductions
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My Job: As I See it!
Copyright 2011 Health Administration Press
Provide guidance through the materials
Clearly communicate assignments and expectations
Help you participate fully
Help you be successful!
Help you “think like leaders”

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Introduction

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Post Pandemic –
From Evolution to Revolution!
You will be the drivers!

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The Why!
At this time in history, this is relevant topic in its importance to you, as future health care leaders.
We are living in unprecedented times – you will be the future leaders who takes us through post-pandemic health care leadership.
What is the work that will need to be done – post pandemic by you, as future health care leaders?
What will the future of healthcare look like?
These are critical questions for you as future health care leaders!
We will learn the basics of the Human Resource Management and what you need to do to be a good leader and partner.

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HCA 628 Course Description:
Study of healthcare organization, training, motivation and direction of employees while maintaining high level productivity and morale.
Includes selection, compensation, financial incentives, work standards, and leadership principles in healthcare organization.
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HCA 628 Course Description

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Describe deployment and management of human resources with the context of a management framework in healthcare organizations.
Assess the historical evolution of contemporary human resources management within the healthcare industry.
Classify current trends and critical human resource management issues associated with various categories of healthcare professionals in healthcare organizations.
Explain the social, legal, and economic environments impacting management of human resources in healthcare.
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HCA 628 Course Learning Outcomes

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Summarize the various socio-behavioral aspects of human resources management, including employee motivation, leadership development and practices, conflict resolution strategies, change management, and development of employee customer-centered focus.
Evaluate technical human resource management functions, including job design and analysis, staff recruitment and selection methods, employee training and development, performance management techniques and methods, and principles and practices of compensation and fringe benefit management.
Assess legal and regulatory issues involved in organized labor/collective bargaining units.
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HCA 628 Course Learning Outcomes

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Introductions – Reminder!
Copyright 2011 Health Administration Press
Welcome to HCA 628 – HA Human Resource Management!
As we get started in the class, I would like everyone to take the time to post a short introduction about yourself such as:
Your major, present position, family, hobbies and anything else you would like to share in the discussion area below:
Are you currently in health care?
Where you hope to be in the next 3-5 years in your career goals?
Does Human Resource Management have anything to do with you?
What do you hope to gain from this class?

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Required Textbook:
McConnell, C. (2021). Human Resource Management in Healthcare: Principles and Practices (3rd edition). Jones and Bartlett.
ISBN: 978-1-284-155113-6
HCA 628 Required Textbook
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About the text:
Manager – subordinates
Managers vs. HRM
Manager vs. leader
Good basic reference handbook

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Lecture Sessions:
April 5, 7, 12, 14, 19, 21, 26, 28
All from 6:00 – 8:00 PM Pacific time
These session are optional, but really bring the materials to life!
You will receive a Zoom invite via your National University email box.
Recordings of the session will be provided.
Class Schedule:
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Game Plan
Upon completion of this course, you will be able to competently articulate key concepts and uses of the fundamentals of human resources management in healthcare and the value they provide to the industry, staff, organizations, consumers and the communities they serve.
In order to be successful:
Complete required readings and other assigned course resources
Respond to weekly discussion threads and interact with other student posts
Develop thought-provoking case study responses which demonstrate knowledge of course topics
Take weekly quizzes/final
Complete the weekly activities
Complete course project assignments
Extra-credit!
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HCA 628 Week One Roadmap
√ Please read Chapter 1 in the required text prior to our first class
√ In order to get the most out of the course, pace yourself by completing something everyday
√ Catch up as needed over the weekend
√ All graded assignments must be turned in no later than Sunday at midnight PT each week
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HCA: 628 FUNDAMENTALS OF HUMAN RESOURCES – WEEK ONE ROADMAP
Monday Tuesday Wednesday Thursday Friday Sat/Sun
Themes Course Overview,
Overview of Human Resources (HRM),
How HRM Fits Into an Organization, HRM Activities and Managers, The Manager-Employee Relationship
The Healthcare Professional and Ethical and Legal Environment

Readings Review Course Outline and read all items under Week One tab Read Chapters 1, 2, 3, 4 and 5 in required text
Discussion
Questions Complete Student Introductions Complete DQ1
Initial Post
Complete DQ2
Initial Post
Final Posts Due
Class/
Activities Complete Week One Activity
Assessments Complete Quiz #1
Case Studies Prepare for Week Two Case Study

Course project Introduce Assignment

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HCA 628 Grades
Assignment Grade percent
Respond to 2 written discussion questions a week (including at least 2 responses to another student post for each DQ) 20%
Weekly Quizzes (Weeks 1-3) 15%
Final 20%
Week Two Paper
15%
Weekly Activities 10%
Signature Course Assignment 20%

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How to excel in discussion threads
Read the question/s carefully and make sure you have addressed all of them
Incorporate your opinions and reflection
Check for basic grammar, spelling and punctuation
Focus on quality vs. quantity, however a quality response will typically average between 200-250 words
Use complete sentences, APA format
Use at least one outside resource (besides the text or video) – Add references when citing sources
Do not use an attachment for your response. Copy and paste from Word if you need to work outside Brightspace.
Respond to at least 2 other student posts for each DQ
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Individual assignments
Minimum of 750 words
Complete sentences, APA format with title page
Appropriate use of reference citations
Quality more important than quantity, however, a quality response is typically 3-5 written pages
Usually no right or wrong answer, but requires strategic thinking and well-written response regarding your overall observations and opinions
Make sure all questions are addressed
HCA 628 Case Study Assignments
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Not comprehensive – only cover the material discussed that week
Open up on Friday morning and available until Sunday evening 12 midnight PT
10 questions – all T/F or multiple choice, (with the exception of the final)
Once you start, you have 60 minutes
HCA 626 Weekly Quizzes (Weeks 1-3)
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Introduction of Assignments – Thursday Lecture
Copyright 2011 Health Administration Press
Week Two Paper
Week Four Signature Assignment
Both are in Brightspace

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Additional Resources
Linkedin Learning
Videos
Exercises

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
Questions?

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Let’s get started!
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Week One – Chapters One – Five
Copyright 2011 Health Administration Press
Overview
How HRM Fits In
Legal Framework
What Does HRM Do?
The Manager/Employee Relationship

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An Overview of Human Resources
CHAPTER 1

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Introduction

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Change is Everywhere!
Copyright 2011 Health Administration Press
A goggle search for “health care change”
comes up with about 5,150,000,000 (Up from 751,000,000 in 6/19!)
Fried, Bruce, J. and Fottler, Myron, D, (2011) Fundamentals of Human Resources in Healthcare. Press, Chicago, Illinois: Health Administration

30

Why Study Human Resources Management (HRM)?
Copyright 2011 Health Administration Press
HRM:
the comprehensive set of managerial activities and tasks related to developing and maintaining a qualified workforce needed to achieve organizational effectiveness
Business strategies are linked to human resources strategies
Managing people strategically is crucial in enhancing organizational performance
All healthcare executives are human resources managers

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An Effective Healthcare Leader Understands and Is:
Copyright 2011 Health Administration Press
Knowledgeable about numerous systems and practices available to put together a skilled and motivated workforce
Staffing the organization with the “right people”
Designing jobs
Rewarding employees success

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An Effective Healthcare Leader Understands:
Copyright 2011 Health Administration Press
Issues that affect human resources to include (but not limited to)
Economic
Technological
Social
Legal and ethical

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Human Resources is a Service to the Organization
Copyright 2011 Health Administration Press
To maintain or enhance organizational performance, healthcare organizations should always consider:
employee recruitment
selection
retention
training/development
performance appraisal
compensation
Organizations should also consider legal issues and environmental factors that affect the management of human resources

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The ___?___ are always at the center!
Copyright 2011 Health Administration Press

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Key Finding!
Copyright 2011 Health Administration Press
Research Shows that the manner in which you conduct the human resource responsibilities of your job (below) – will be key to your effectiveness as a healthcare manager/leader!
employee recruitment
selection
retention
training
performance appraisal
compensation

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Benefits of HRM
Copyright 2011 Health Administration Press
Competitive advantage over other healthcare organizations
As a result of HRM, enhanced employee satisfaction can:
Improve clinical outcomes
Enhance service quality
Increase market share
Improve financial returns

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How would you define “human capital?”
Question!

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Which Comes First – the Chicken or the Egg?
Copyright 2011 Health Administration Press
Good HR Practices lead to good organizational
performance?
Good organizational performance leads to good
HR practices?

What do you think?

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Trends Affecting HRM
Copyright 2011 Health Administration Press
Post Pandemic Environment
Greater workforce diversity
Aging of the workforce
Labor Shortages
Changing worker values and
attitudes
Advances in technology

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Brief History of HR Function
Today – A leader’s best resource!

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
HR started as an employment office
This relieved managers of the responsibility for hiring employees
This freed up their time
Up until the first World War, people infrequently changed jobs
In a small business or organization, hiring required little supervisor time
As organizations expanded, the need for employees required increasing amounts of time
Initially, a part-time clerk was hired to help out by tending to the paperwork
As the volume of work increased, the position became full-time
Clerks from many areas within an organization were brought together in a single location
A supervisor was appointed to oversee the activities of several clerks
This led to consistency in hiring practices
As the volume of work increased, the position became full-time
Clerks from many areas within an organization were brought together in a single location
A supervisor was appointed to oversee the activities of several clerks
This led to consistency in hiring practices
Supervisors acquired additional duties
As the volume of work increased, supervisors became the first Personnel Managers
After being hired, employees had to be paid
Because all employees received pay, responsibility for payment was assigned to a Paymaster
Paymasters worked for business units or departments
Each had slightly different procedures

41

Moving Toward “Talent Management”
Copyright 2011 Health Administration Press

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
Benefits
Benefits were created to entice workers to stay with their employers
Because they related to workers, the task of administering fringe benefits was assigned to Personnel
Worker compensation and retirement programs were created
The size of payroll grew
Labor Unions
The National Labor Relations and Wagner Acts expanded opportunities for employees to form unions
Responsibility for complying with legal requirements related to unions was assigned to Personnel
The title Personnel was gradually replaced by Human Resources in recognition of growing and complex responsibilities related to employees
Required Training Programs
Passage of the Civil Rights Act introduced additional responsibilities related to employees
Academic training programs responded to the growing demand for people with expertise by creating training programs specifically for Human Resources

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Organizational Issues
HR presents an enigma to many organizational executives
HR provides services that free up the time of employees in other departments
HR can and should be an invaluable resource for leaders
The scope of HR is likely to continue to expand in the coming years
Size matter with HRM in organizations!
Unions!

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HR has not been as high a priority in healthcare as other industries
Can you think of why?
Copyright 2011 Health Administration Press

44

Key Points to Remember:
Copyright 2011 Health Administration Press
Managing HRM strategically is critical to the viability and success of any healthcare organization
HRM must be integrated and aligned with business strategy
Healthcare organizations identified as “best to work for” have a competitive advantage
HRM is a vital resource to any successful manager

45

Questions?

46

Chapter Two
How Human Resources Fits into an Organization

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Organizational Structures
The CEO
HR

VO:
HR typically reports to:
– Chief Executive Officer (CEO)
– Chief Operating Officer (COO)
The CEO is preferred:
– This strengthens the HR Department
– Preserves independence
– Limits conflicts of interest
– Avoids inter-departmental conflict
Line departments perform the work of an organization
Staff departments facilitate the work of an organization
Line creates product and generates revenue
Staff helps line departments to operate
Staff rarely generates revenue
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Organizational Structures
“Doing vs. Supporting“
Line departments actually perform an organization’s work (doing)
Staff departments facilitate the work, striving to enable overall efficiency and effectiveness (supporting)

49

Staff

In health care, staff departments include HRM, housekeeping, finance, environmental services and maintenance, quality, customer service, food services etc.

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
.
VO:
Staff departments can be removed, and product or services will usually continue to be produced for a time.
Such interruptions impair the efficiency of line operations.
In health care, staff departments include housekeeping, finance, environmental services and maintenance.
Starts with lowest person, often performing a simple job or task.
Reports to a supervisor.
Authority limited to department or persons directly supervised.
Each supervisor reports to a higher-level manager.
Eventually, the chain ends with the CEO.
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Human Resources
HR Strategic Planning
The HR department exists to provide advice, guidance, assistance, and whatever other services may be deemed appropriate according to the mission of the organization and the needs of other departments
Working partner to leaders

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Sample: Health Care Organizational Chart

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Remember:
If you have seen one health care human resources organizational chart – you have seen one health care organizational chart!

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What Influences HR Models?
Human resources may be viewed in a variety of ways depending on the department’s position in an organization’s hierarchy
Relevant aspects include:
the strategic maturity of the organization,
the traditional role of HR within an organization,
the expectations of senior managers,
the demands placed on HR by the larger organization,
how it is perceived by other employees,
the behavior of HR management and staff,
and
the education, training, and experience of the HR staff and personnel.

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HRM Models
HRM Models (DQ2)
Clerical Model
Legal Model

Counseling Model
Financial Model

Control Model
Humanistic Model

Industrial Relations
Behavioral Science Model

Consulting Model

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HRM Models
Mix!
All of the HR services provided by the models are needed
These services should be delivered without any single model dominating or overwhelming an organization
However, managers at all organizational levels must constantly work to make HR a true strategic partner in the achievement of an organization’s mission

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Manager’s Model – your role!

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Human Resource Model
Strategic HR Plan – People as Resources $
Advocate for employees
Provide resource to managers for people problems
Resolve disputes and disciplinary issues
Place a high priority on preserving privacy and confidentiality
Organizational Development
Stress training and development
Maintain a posture that is primarily reactive
?

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Key Question/Consideration
Generalist vs Experts?

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HR in Larger Organizations
Employment
Compensation & Benefits
Employee Relations
Organizational Development
Labor relations
Equal Employment Opportunity (EE)
Safety
Security
HRM Strategic Plan
What is the single biggest health care budget item?

Employ mix of specialists and generalists
As the size of an organization increases, the number of specialists increases
Common areas of specialization include:
– Employment
– Compensation and benefits
– Employee relations
– Training and development
– Labor relations
– Equal Employment Opportunity (EEO)
– Security
– Safety
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Healthcare Human Resources and the Changing Scene
As with any other organizational activity, HR must adapt to a frequently changing environment
Changes external to the healthcare industry and changes within the industry itself affect the ways that health care is being delivered.
Four kinds of changes are faced by a modern healthcare organization: technological, financial, and social – unknown realities – post pandemic!

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Four Kinds of Changes are Faced by a Modern Healthcare Organization
Technological change encompasses:
advances being made in methods of diagnosis and treatment, including all new or improved equipment,
new procedures, and
new or improved drugs.
In short, this encompasses most advances made in any dimension of restoring health and preserving life.

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Four Kinds of Changes are Faced by a Modern Healthcare Organization
Financial:
Technological challenges collide with finance because the cost of having the benefits of the latest and best equipment and the pressures experienced to stem the rapid increase of healthcare costs
Social change:
Becomes a strong influence as the population ages and society experiences the changing attitudes of contemporary generations

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Four Kinds of Changes are Faced by a Modern Healthcare Organization
Unknown realities – the post pandemic work force
There has never been an event like this in modern health care
How will the present workforce recover?
The pros and cons of the pandemic for the future health care workforce?
*The four major categories of change mutually affect each other

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Healthcare Human Resources and the Changing Scene – Other Issues
Other Issues:
There is a growing emphasis on outpatient care
Corporate restructuring is occurring as provider organizations consummate mergers or other affiliations and form ever-larger health systems
Turnover rates among healthcare executives are increasing. *The average turnover rate for a health care CEO is around 17%!
Chronic shortages of critical caregiving staff
*Experts often suggest that managers at all levels should be agents of change.

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CEO Turnover Rates
(2021, June 28). Hospital CEO Turnover Rate Shows Small Decrease.
https://www.ache.org/about-ache/news-and-awards/news-releases/hospital-ceo-turnover-2021

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
HR and Executives
“If you want to be a CEO…..”
CEO’s attitude toward HR emulated by subordinates
Human resources departments that have power or influence are respected and vice versa.

CEO’s attitude toward HR emulated by subordinates.
Establishes standing of HR within an organization including the respect given to HR by others.
Determines how much power or influence an HR department will be able to exercise.
Human resources departments that have power or influence are respected and vice versa.
Respect leads to involvement and interdependence throughout an organization.
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People as capital!

“Talent management” – i.e. Sharp!
Week Two Paper

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Expectations of CEOs
HR Strategic Plan
People as Capital
Key leadership resource
Most expect HR to supervise recruitment, administer compensation and benefits programs, and maintain personnel records.
Some want HR departments to provide advice and counsel on employee matters.
*Reengineering and Outsources – Chapter 10

Most expect HR to supervise recruitment, administer compensation and benefits programs, and maintain personnel records.
Some want HR departments to provide advice and counsel on employee matters.
Some expect HR head to serve as a personal advisor for personnel issues.
CEOs may expect someone in HR to monitor activities related to labor relations in unionized working environment.t
Occasionally, HR is ignored.
69

Questions?

70

The Reason We’re All Here …

71

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
71

Introduction of Assignments – Wednesday
Copyright 2011 Health Administration Press
Week Two Paper
Week Four Signature Assignment
Both are in Blackboard

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Week Two Assignment
Week Two Individual Paper Assignment
In our course work we are learning some of the best practices in human resources management that are validated by research and practical outcomes.
In order to understand the practical aspects of these practices and how they have been applied by successful organizations in healthcare and other service industries, we will review a number of key practices that have been identified in Fortune’s Best Companies to work for over time.
1. Read the attached article “What Makes it So Great? An Analysis of Human Resources Practices among Fortune’s Best Companies to Work For”.
2. Identify at least two of the practices presented that you, as a healthcare leader, believe are of the most value.
3. Choose one of the healthcare organizations presented in the article and provide an overview of how they have put one or more of the practices that you chosen into practice.
4. Explain why you choose the practices that you did and how they may affect you as a future healthcare (or present) leader.

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
Week Four Signature Assignment
Read through the provided scenario for Diagnostic Medical INC (DMI).
Dr. Jones admires your strategic skills and proven accomplishments. Dr. Jones is excited to move forward and has requested a proposal from you about your best thinking in aligning the HR function with the new strategic direction. Your job in this signature assignment is to develop a proposal including the following nine strategic considerations for DMI’s future success.
Based on the scenario, and what you have learned in your course work and research:
The importance of talent acquisition and retention when based
on current cultural consideration of DMI
The importance of learning and development of employees
The importance of collaboration, teamwork and futuristic
discovery in healthcare

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
Week Four Signature Assignment (cont.)
Organizational effectiveness, innovation and total rewards
Diversity and Inclusion
Business and Human Resource Strategy
Creation of a business case that includes the business objectives you hope to achieve by aligning the HR organization with the new strategic direction, a strong focus on growth
Analysis of legal and ethical considerations related to necessary functional and practical areas
Create 3-5 frequently asked questions (FAQs) with answers in preparation for discussion with other members of Dr. Jones’ executive team
3. Design your proposal in 1250-1400 words, 5-8 double spaced pages with attention to APA.
4. Please use the attached National University Case Study Template. Research information on Human Resource Strategic Planning using the National University Library.

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
Questions?

76

Chapter Three
The Legal Framework of Contemporary Human Resources

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.
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CHAPTER OBJECTIVES
After studying this chapter, readers will be able to:
Understand the evolution of the regulated environment in which human resources must work in serving a healthcare organization.
Trace the chronology of legislation affecting employment with a brief explanation of each pertinent law.
Agree that 1964 was a pivotal year in legislation affecting human resources.
Understand the highlights of legislation enacted in 1964 and beyond.
Acknowledge the 1964 as the beginning of an effort by the federal government to shift considerable social responsibility to employers.
Describe the cumulative effects of employment legislation to date.

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Key Leadership Function
Copyright 2011 Health Administration Press
Understanding the impact of many laws and regulations affecting the workplace is critical for healthcare managers
US Laws tend to emphasize protection for the employee
When an individual in the organization violates the laws, senior managers and the Board members may be liable
Compliance implies good management practice
*An important consideration is the ambiguity of laws and regulations

79

A Good Current Example:

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
The Nature of Employment Laws
Copyright 2011 Health Administration Press
Employment laws govern the relationship between employer and employee.
Goal is to achieve a balance between management’s right to pursue its business goals and employee freedom from injury, prejudice, and duress.
Rights and responsibilities that govern the workplace are documented in federal and state statutes, administrative agency regulations, case law interpretations, written and verbal employment agreements, and employee handbooks.
Like much legislation, employment laws have been subject to extensive and far-reaching interpretation by the courts and other administrative entities, such as the National Labor Relations Board and the Equal Employment Opportunity Commission.

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Impacts of Legislation
There has been a shift from the pre-1964 concerns with collective bargaining and wage-and-hour issues to the growing post-1964 concerns with social responsibility
The accumulation of more than four decades of legislation affecting the employment relationship has transformed HRM from the days of an employment office to the modern HRM department
Greater responsibilities and increased costs for organizations
Increased complexity of administration for HR employees
Has not eliminated discrimination in the workplace

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History – Employment-at-Will
Copyright 2011 Health Administration Press
Before 1964, businesses were free to treat employees essentially any way they chose to treat them, with only two exceptions: wage-and-hour laws and labor-relations laws
Employment-at-will:
Principle that both employee and employee have the right to sever the work relationship at any time
Work relationship may be severed for any reason (or for no reason)
The concept of employment-at-will has eroded considerably in the United States

83

Introduction
Prior to 1964, managers did not have to be knowledgeable of more than a scant few regulatory requirements
Few legal restrictions impinged on HR operations or on managers in general – other than unions rules
This legislation in 1964 and beyond marked the beginning of significant changes in relations between government and business
It marked a change in philosophy that resulted in a completely new direction for government in its concern for the citizens of the United States

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The Growing Regulatory Environment: Chronology of Legislation
Some of the legislation included in the following chronology receives little more than a brief description because it is addressed more thoroughly in subsequent chapters.
These laws will be so identified. For others, implications for HR and department managers are briefly reviewed.

85

Key Equal Employment Opportunity Law
Copyright 2011 Health Administration Press
Fifth, (1791) Thirteenth, 1865) and Fourteenth Amendments, (1868) US Constitution
The Fair Labor Standards Act (1938)
Civil Rights Acts of 1964 (Title VII) and 1991 Amendments
Equal Pay Act of 1963
Executive Orders 11246 (1965) and 11375 (1967)
Race, Color. Religion, Sex, National origin, Gender
Age Discrimination in Employment Act of 1967
Americans with Disabilities Act of 1990 and 2008 Amendments
Family and Medical Leave Act (1993)

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Key legislation that has affected HR:
Norris-LaGuardia Act (1932) – encouraged union formation and activities
National Labor Relations Act (1935) – compelled management to negotiate with unions (also known as the Wagner Act)
The NLRA established a number of rules for the conduct of both unions and employers in labor organizing and collective bargaining situations.
Social Security Act (1935) – established social insurance

87

Key legislation that has affected HR:
Fair Labor Standards Act (1938) – established a minimum wage
Labor Management Relations Act (1947) – amended Wagner Act and established 80- day “cooling off” period during a strike (also known as the Taft-Hartley Act)
Labor-Management Reporting and Disclosure Act (1959) – imposed reporting and disclosure requirements (also known as the Landrum-Griffen Act) (Conflict of Interest)

88

Key legislation that has affected HR:
Equal Pay Act (1963) – requires that all persons performing the same job receive the same wage
Civil Rights Act (1964) – Title VII prohibits discrimination in the workplace; created Equal Employment Opportunity Commission (EEOC) to enforce antidiscrimination requirements of Title VII
This legislation has led to greater regulation of the employer–employee relationship by the government. Title VII provided the legal basis for all people to pursue the work of their choosing and to advance in their chosen occupations subject only to the limitations imposed by their own individual qualifications, talents, and energies.
The act prohibits setting limits, segregating, or classifying employees or applicants for employment in any way that deprives them of employment opportunities or otherwise adversely affects their status as employees because of race, color, religion, sex, or national origin.

89

Key legislation that has affected HR:
Age Discrimination in Employment Act (1967) – prohibits discrimination on the basis of age for all people over 40
The ADEA has had a direct effect on retirement. Before ADEA, employers were free to mandate retirement at a specific age
Occupational Safety and Health Act (1970) – established standards for worker safety; created National Institute of Occupational Safety and Health to establish standard and Occupational Safety and Health Administration to enforce them
The OSHA is authorized to promulgate legally enforceable workplace safety standards, respond to employee complaints, and, as necessary, conduct on-site inspections to follow up on employee safety complaints or on lost-workday injury rates that are considered excessive.
*As a leader, you need to know the OSHA requirements for your real estate.

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Key legislation that has affected HR:
Health Maintenance Organization (HMO) Act (1973) – eliminated barriers to HMO formation
Rehabilitation Act (1973) – prohibited discrimination in hiring and promoting handicapped persons
Employee Retirement Income Security Act (1974) – established requirements for employee retirement plans

91

Key legislation that has affected HR:
Taft-Hartley Amendments (1975) – extended requirements of the Taft-Hartley Act to non-profit organizations – open health care to unionization
Pregnancy Discrimination Act (1978) – prohibits discrimination of pregnant women
Consolidated Omnibus Budget Reconciliation Act (COBRA)(1986) – requires employers to offer health insurance to discharged employees (paid for by the employees) for up to 36 months

92

Key legislation that has affected HR:
Immigration Reform and Control Act (1986) – prohibits employers from hiring persons in the USA illegally
Pension Protection Act (1987) – requires adequate funding of pension plans
Drug-Free Workplace Act (1988) – requires employers to maintain drug-free working environments
Employee Polygraph Protection Act (1988) – prevents most employers from using polygraphs during hiring
Worker Adjustment and Retraining Notification Act (1988) – requires employers to provide advance notice of layoffs

93

Key legislation that has affected HR:
Americans with Disabilities Act (1990) – prohibits discrimination of people with disabilities; requires employers to make reasonable accommodations for persons with disabilities
Older Workers Benefit Protection Act (1990) – allowed employers to reduce retirement benefits when additional costs were incurred to modify working environments for affected employees
Civil Rights Act (1991 Amendments) – allowed employees to receive punitive compensation for persons that had been discriminated against

94

Key legislation that has affected HR:
Family and Medical Leave Act (1993) – mandates employers to grant unpaid leave to employees experiencing family medical problems
Retirement Protection Act (1994) – increased premiums for government-provided pension insurance
Small Business Job Protection Act (1996) – simplified pension administration requirements

95

Key Points:
Copyright 2011 Health Administration Press
Laws and regulations are:
Complex
Interdependent
Conflicting
*HR is your resource and partner!

96

Key Points:
Copyright 2011 Health Administration Press
Wise managers realize the convoluted nature of their job and concede to the necessity of ongoing education
When dealing with employment issues, manager should seek advice from experienced human resources personnel, in-house legal counsel, external legal advisers, or a combination of these experts

97

Chapter Summary
Many laws with far-reaching effects have been enacted
These have increased protection for individuals
They have increased the workloads and complexity of HR positions
Many HR professionals have become specialists

98

Questions?

99

Chapter Four
Human Resource Activities and Managers

100

Learning Objectives
After studying this chapter, readers will be able to:
Identify the services that are almost always, often, and occasionally provided by a human resources department.
Subdivide human resource services according to the major tasks of acquiring, maintaining, retaining, and discharging or separating employees.
Identify the activities for which a department manager can expect contact and involvement with human resources, and the likely extent of that contact and involvement.
Compare and contrast line management and human resource management as to background.
Interpret perspective and other characteristics for the purpose of explaining some of the tensions that develop between the two groups.
Understand and eventually overcome the apparent differences between human resources personnel and line managers.

101

Introduction
A human resources (HRM) department is involved in a number of activities that together compose four major groupings:
acquiring employees,
maintaining employees,
retaining employees, and
separating employees.

102

Reminder!
If you have seen one HR function – you have seen one HR functions!

Human resources tasks performed by HR personnel may be quite varied
Only within the past 2–3 decades have educational programs been created to prepare people for careers in the field of human resources

103

Common HR Tasks
Strategic HRM Planning
Nearly universal HR tasks:
Employment and recruitment
Combined role?
MD Recruitment
Compensation and benefits administration
Employee relations
Training and Development
Not quite as common:
Labor relations
If unionized, managers must know union basics and when to contact HR

104

Less Common HR Tasks – 1
Depending on the size of a particular institution, the way in which it is organized, and how its activities are distributed, some of the following may exist as separate departments:
Employee health and safety – Worker’s Compensation
Training and development – Organizational Development
Award and recognition programs
Equal Employment Opportunity / Affirmative Action
Security – ?
Child care – ?

105

Less Common HR Tasks– 2
Executive compensation administration
Succession Planning
Organizational development
Employee assistance
Outplacement services
Outsourcing
I.e. – HR, IT,
Risk management – ?
Payroll – ?

106

Exhibit 4 – Human Resources Department Organizational Areas or Activities
Human Resources Department Organizational Areas or Activities
Category I: Typical HR Activities
Category II: Frequent HR Activities
Category III: Infrequent, Occasional, or Outsourced Activities

Employment or recruitment

Employee health and safety
Executive compensation administration
Compensation and benefits administration Training and development – Organizational Development Organizational development
Employee relations Award and recognition programs Employee assistance programs

Labor relations (if one or more unions are present)
Equal Employment Opportunity/Affirmative Action
Outplacement services

Security – ? Risk management – ?
Child care – ?
Payroll – ?

Outsourcing – ?
I.e. – HR or IT

107

Important Reminder
This Chapter is a good management resource – keep this for later use!

108

Where Department Managers and Human Resources Professionals Meet
This section initially identifies the points at which a department manager can expect to come into regular contact with employees from HR or with the programs and activities that HR coordinates
A department manager will benefit by learning how to optimally utilize the services offered by HR to the fullest extent possible
Some basic HR knowledge and involvement with HR are necessary for individuals who want to supervise and coordinate their department’s employees in an effective manner

109

Intersection: Managers and HR
Most routine HR activities:
employee hiring,
evaluation and
discharge
Employee compensation and benefits administration
When HR provides basic information to managers: future interactions and relations tend to be easier

110

Employment
A successful manager must remain involved in recruitment and employment processes as a normal part of departmental activities
The intensity of this activity will depend on the turnover rate in the department and on how much employment activity is necessary
Procedures – *Job descriptions
HR provides guidance
HR may screen applicants
HR usually processes documents for the selected applicant

111

Benefits
A department manager should have no active role in administering employee benefits, but, the department manager is ordinarily an individual employee’s primary source of information about the organization as well as the job (or is at least perceived as such by most employees).
managers can expect to receive regular questions about benefits from their employees
a manager should become familiar with commonly used benefits such as paid time off (vacation, sick time, personal time, and holidays) or who in HRM to refer the questions to

112

Compensation
A department manager must be familiar with an organization’s compensation structure
Managers should know basic organizational policies and guidelines
HR should assist with writing or reviewing position descriptions
HR should conduct wage and salary studies; deviations should be undertaken only after discussion and permission has been granted

113

Employee Relations
*Reminder – as a manager – your most important customers are your staff!
Each time a problem arises concerning an employee, the potential exists for a department manager to interact with HRM
Managers must know their limits and boundaries before becoming involved in employee problems
HR should administer an employee appraisal program
HR should coordinate discipline issues

114

Personnel Records
These must be maintained by HR
The exception are informal brief notes about recent activities or issues maintained by a supervisor
These should be transferred to HR within a reasonable time (commonly each year)
Personnel records MUST be secure
Access must be restricted

115

Conclusion – Key Points
Leaders must remember that all HRM departments or operations are not the same
A top priority of HRM should be communicating how HR can be an important resource for all employees
This must be demonstrated to rank-and-file employees as well as managers

116

Conclusion – Key Points
Human resources represents employees and is an advocate for them
Human resources must ensure that managers are aware of employee needs and are motivating them to perform; HR must continually propose and champion programs and services that appear to be most needed by the employees of the organization that they serve.

117

Questions?

118

Chapter Five
The Manager-Employee Relationship

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VO: Chapter Five: The Manager-Employee Relationship
119

CHAPTER OBJECTIVES
After studying this chapter, readers will be able to:
Recognize that groups composing the majority of healthcare organization departments are typically heterogeneous.
Appreciate the value and importance of employee participation and input.
Compare and contrast production-centered management and people-centered management, recognizing that most healthcare activities require people-centered management.
Understand the importance of having a department manager remain visible and be available to the staff.
Explain the value of a true open-door policy.
Describe a manager’s essential downward (toward the employees) orientation as opposed to an upward (toward higher management) orientation.
Appreciate the importance of establishing and maintaining a solid one-to-one relationship with each employee and the need to know each as a whole person.
Understand the department manager’s key role in employee retention.

120

Introduction
This chapter advances the belief that in addition to many other responsibilities, every manager is of human resources (HR) manager/leader!
Healthcare activities must be more people focused
Managers/leaders must lead by example, remaining visible/available to employees while encouraging them and depending on their participation and input

121

Introduction
A healthcare manager/leader must cultivate a genuine open-door attitude toward employees and must exhibit an orientation that says, “the department manager’s/leader’s primary concern must be for the organization’s clientele and the employees who provide services”
A manager’s/leader’s task is to ensure that all employees are valued for what they can contribute

122

What is Leadership?
When you think of a leader, who comes to mind?
What are the characteristics that make them a leader in your mind?
Copyright 2014 Health Administration Press
123

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
What is Leadership?
To begin our discussion of the importance of leadership, I invite you to ponder two questions:
When I think of a “leader”, who is the first person who comes to my mind. This might be a boss, a former mentor or colleague, an historical figure or current leader or even a family member.
Why did you choose this person? What are the characteristics that make this person a good leader?
Keep this in mind as we walk through the material.
123

An effective healthcare leader understands:
Copyright 2011 Health Administration Press
Human behavior
Identifying approaches to improve performance and customer satisfaction
“Servant leadership”*
Works with employees effectively
Building teams
Developing employee skills and
talents

124

Great Resource!

125

A Little History
Management has evolved for decades and will continue to do so
At the start of the 1900s – authoritarian
In most settings, the boss was the only person in charge and was to be obeyed without question
In the 1930s – the human relations movement in management, a 20th-century phenomenon, began to take hold
It expanded steadily throughout the 1940s and 1950s

126

Today
Managers/leaders have been educated specifically for management
However, they have acquired much of their perspective from role models they observed and worked for
There is still residual authoritarianism among many who manage today – based on their role models
Authoritarianism in management is progressively weakening, but it is far from gone
Employee participation should be valued and promoted
When it comes to sources of knowledge about how to perform work better/faster/more economically, the person who knows the inner workings of a job best is one who performs the duties day in and day out

127

Key Point!
Successful department managers remember this fact: the most successful managers are those who have learned how to tap into this source of knowledge

128

Good Staff/Teams Do Not Happen By Accident!

129

Why Teams In Health Care Are Important!
If the key elements necessary for teams to perform are not addressed:
teams can easily exhibit poor communication,
member dissatisfaction,
patient dissatisfaction,
disjointed care provision, and inefficient and ineffective operations nested in a cumbersome bureaucracy.
Copyright 2011 Health Administration Press

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
If the organizational structure does not support the teams appropriately, the results may be poor communication, staff and patient dissatisfaction and in many cases, un-safe care.
130

Leadership
Two Levels of Leadership
Studies of leaders and leadership have produced many theories and models of what is required to “work with people and systems to produce needed change” (Bass 1990).
Level 1. Individual leadership: “being”:
Who You Are
Authentic embodiment of core values
Trustworthy: consistent in thought, word, and deed
Adds energy to the team instead of draining it
Copyright 2011 Health Administration Press

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
Two Levels of Leadership
Our exploration of leadership begins with a review of the two levels of leadership.
The first level of leadership can be characterized as individual leadership – or “being”. This encompasses who we are as leaders: our personal values, our characteristics such as being humble, but not insecure, our relationship building skills and our passion for the mission of the organization.
131

132

Leadership
Two Levels of Leadership (cont.)
1. Level One – cont.
Humble, but not insecure
Focused on results rather than popularity
Capable of building relationships
Passionately committed to the mission
2. Level 2 – Individual leadership: “doing”:
What you do
Explains how the work of the team fits into the aims of the whole system
Develops new leaders
Explains and challenges the current reality
Inspires a shared vision
Models the way
Encourages the heart

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
The second level of leadership may described as “what we do”. Do we “walk the talk”, provide a clear path to goals, use the tools and concepts as well as train others in their use, and encourage future leaders in our day-to-day practice?
133

Important Concepts and Definitions
Leadership – working with people and systems to produce needed change
Management – working with people and systems to produce predictable results
Governance – the process through which representatives of the owners of an organization oversee the mission, strategy, executive leadership, and financial stewardship of the institution
Copyright 2014 Health Administration Press
134

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There are important differences in the role of leaders and the role of managers. The leaders work with people and systems to produce needed change, and managers work with people and systems to produce predictable results.
There are different definitions for leadership based on the challenges facing the organization such as technical leadership, adaptive leadership and change-focused leadership. But, in order to move the organization forward leadership development at all levels and transformational leadership are explored.
134

Paradigm Shift

Managing
Leading
Control
Coaching
Quantity
Quality
Opinion
Data
Resistance to Change
Open to Change
People as commodities
People as Resources
Suspicion Trust
Compliance Commitment
Internal Focus Customer Focus
Individual Team

(Bridges, 1986)

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
This concept is further explored by comparing the paradigm shift from managing to that of leadership. This includes important distinct between managing and leading such as moving from control to coaching, people as commodities to people as resources and moving staff from compliance (doing something because I am told to) to commitment (doing something because you are committed to providing the best and safest care for your patients
136

Visibility and Availability
In providing the people systems, literally the processes/procedures for serving all employees, HR simply provides a framework within which relations with employees should be conducted.
Visibility of a supervisor is often interpreted as being synonymous with caring about employees.

Reality and perception of employees often differ
Physical visibility is important to many employees
Managers that are visible often have better rapport and standing with their employees than those who remain in an office
Visibility of a supervisor is often interpreted as being synonymous with caring about employees
Absentee management should be avoided
137

Show, Don’t Tell
Successful leaders demonstrate their beliefs rather than talk about them
A lack of congruence between actions and words usually leads to resentment by employees

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Successful supervisors demonstrate their beliefs rather than talk about them.
A lack of congruence between actions and words usually leads to resentment by employees.
If plans must be changed or unusual actions must be taken, employees appreciate being so informed.
Most will understand and usually be forgiving.
138

Essential Individual Relationships
A successful supervisor cultivates and maintains one-to-one relationships with all employees.
Increase visibility by walking around.
Frequent informal or one-on-one conversations facilitate positive employee relations.

Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com
A successful supervisor cultivates and maintains one-to-one relationships with all employees.
This usually enhances productivity.
Noticing less productive employees often boosts both morale and productivity.
Increase visibility by walking around.
Frequent informal or one-on-one conversations facilitate positive employee relations.
139

Conclusion
Supervisors/leaders who take the time for one-on-one relationships are usually rewarded with positive employee attitudes and increases in productivity that far exceed the time invested in employee interactions
Though 20% of employees require 80% of supervisory time, effective managers are able to devote some time and attention to all their employee partners
Understanding employees as persons facilitates earning their loyalty and respect
Regular communication with all employees, even if it means walking around and having brief conversations, promotes respect for supervisors by their subordinates.
Conscientious and caring supervision can augment a team’s strength and utility to an organization

140

Questions?

141

Week Two – Chapters Seven, Eight, Nine, Ten & Twelve
Copyright 2011 Health Administration Press
Directions in Employee Relations
Compensation and Benefits
Performance Appraisals
Succession Planning
Department Managers and the Recruiting Process

142

HCA 628 Week Two Roadmap
√ Please read Chapter 1 in the required text prior to our first class
√ In order to get the most out of the course, pace yourself by completing something everyday
√ Catch up as needed over the weekend
√ All graded assignments must be turned in no later than Sunday at midnight PT each week
143
HCA: 628 FUNDAMENTALS OF HUMAN RESOURCES – WEEK TWO ROADMAP

Monday Tuesday Wednesday Thursday Friday Sat/Sun
Themes Directions in Employee Relations, Compensation and Benefits, Performance Appraisals
Succession Planning, Department Managers and the Recruiting Process

Readings Review Course Outline and read all items under Week One tab Read Chapters 7, 8, 9, 10, 12 in required text
Discussion
Questions Complete DQ3 Initial Post Complete DQ4
Initial Post
Final Posts Due
Class/
Activities Week Two Activity Due
Assessments Complete Quiz #2
Case Studies Prepare for Week Two Case Study Week Two Case Study Due
Course project

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