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.

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2204_CH01-5.pptx

The Reason We’re All Here …

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Contact Information:

Opal Reinbold, MBA

Office hours available by appointment.

Non-urgent requests / questions:

Email: [email protected]

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

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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

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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!

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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

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Moving Toward “Talent Management”

Copyright 2011 Health Administration Press

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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

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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

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Questions?

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Chapter Two

How Human Resources Fits into an Organization

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Organizational Structures

The CEO

HR

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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)

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Staff

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

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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?

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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

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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.

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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

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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.

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Questions?

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The Reason We’re All Here …

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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.

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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

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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.

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Questions?

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Chapter Three

The Legal Framework of Contemporary Human Resources

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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

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A Good Current Example:

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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

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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.

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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

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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)

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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.

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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

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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

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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

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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

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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

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Key Points:

Copyright 2011 Health Administration Press

Laws and regulations are:

Complex

Interdependent

Conflicting

*HR is your resource and partner!

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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

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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

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Questions?

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Chapter Four

Human Resource Activities and Managers

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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.

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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.

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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

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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

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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 - ?

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Less Common HR Tasks– 2

Executive compensation administration

Succession Planning

Organizational development

Employee assistance

Outplacement services

Outsourcing

I.e. – HR, IT,

Risk management - ?

Payroll - ?

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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

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Important Reminder

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

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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

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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

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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

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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

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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

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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

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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

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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

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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.

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Questions?

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Chapter Five

The Manager-Employee Relationship

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Developer Notes: Align text with VO. Add continue button to continue to next slide.

VO: Chapter Five: The Manager-Employee Relationship

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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.

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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

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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

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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?

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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.

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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

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Great Resource!

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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

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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

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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

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Good Staff/Teams Do Not Happen By Accident!

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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

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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.

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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

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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.

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“Walks the Talk!”

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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 2011 Health Administration Press

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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?

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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

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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.

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Which “head” am I wearing today?

Manager or leader?

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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

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(Bridges, 1986)

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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

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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.

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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

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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.

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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.

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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.

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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

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Questions?

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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

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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

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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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