Assignment 11: Final Research Paper

Curtis Hill

Assignment 07.2: Final Paper Phase III

HA4300D - Healthcare Management and Supervision

Robert Kane

May23,2021

SUPERVISORS POLICIES AND PROCEDURES MANUAL

Supervisors' Guidelines on ensuring compliance with legal regulations regarding hiring and labor practices.

According to Umiker et al. (2006), several legislations guide managers and supervisors on the legal frame of hiring and labor practices. Supervisors must within these rules and regulations while hiring workers. These legislations ensure that recruitment and hiring of employees, retention, and promotion decisions are clear and transparent. Employees benefit from hiring, retention, and promotion based on their level of competence. The rules and regulations include;

1. Affirmative Action

2. Unlawful inquiries

3. Age discrimination in unemployment act of 1967

4. The rehabilitation act of 1973 and the American disabilities act of 1992

5. Recruitment source

Affirmative Action

The civil rights Act of 1964 and executive order 11246 demand that supervisors look for areas where the minority and the females are less represented. Supervisors should therefore consider hiring female employees in areas where they are underrepresented.

The executive order paper demands that all the supervisors' affirmative action must be put in writing.

Unlawful Enquiries

According to this civil rights act, supervisors are forbidden from obtaining specific personal details from employees during recruitment. These may include;

1. Employee's spouse's occupation and the place of work

2. Employee's pregnancy state and plans regarding her pregnancy state

3. Inquiry about membership in other organizations not related to the current organization and many others

For more information, the supervisor should refer to title VII of the civil rights act of 1964.

Age Discrimination in Employment act of 1967

Supervisors are forbidden from inserting age limits on applicants. They are also prohibited from placing a specific age for retirement. In to avoid child abuse, 18 years is put as the minimum age limit.

Supervisor's user guide on dealing with complaints and grievances voiced by employees and applicants not selected for their positions

Employee grievances refer to the employees' dissatisfaction with how management is done. Employees use different avenues to voice their concerns. These may include suggestion boxes, directing their grievances to higher management ranks through their representatives. The supervisor can employ the following eight steps in handling these situations;

1. Create the system:

This involves creating the channel by which employees should use in channeling their complaints. The handbook issued to the employees should have well-stipulated channels for lodging grievances. Platforms, where grievances are to be lodged must be within reach to all employees. The complaints highlighted must be handled within the shortest time possible.

2. Acknowledge the grievances

The supervisor should listen more keenly to the employee grievances. He or she should spend more time listening than talking.

3. Investigate

The supervisor is to assess the validity of the grievance. If the grievance involves other staff members, they should be brought on board for interrogations.

4. Hold formal meeting

Involved parties should be summoned for a formal hearing. The offended parties should table any evidence and provide the desired solution. In the process, the supervisor should take minutes and circulate them later on.

5. Take your decision and act accordingly

This is a critical stage involving decision-making. The supervisor might accept the grievance fully, partially, or reject it. This should be communicated to the employees in writing with backup explanations on the decision made.

6. Appeal process

The employee must be given the right to appeal if they are not satisfied by your decision-making. Supervisor policy should stipulate the terms and conditions of the appeal process. New evidence should be provided, and the employees must be clearly informed of the decision made in writing.

7. Review the situation

It involves evaluating employees' reactions to the decision made. If the employee agrees with the resolution, it signifies good management skills.

8. Uproot the leading cause of grievance

This is done with the aim of providing a long-lasting solution to the tabled grievances. This prevents the recurrence of grievances.

Conclusion

Good handling of grievances requires experience, involves keeping precise records, and ensuring justice prevails. In certain circumstances, the guidelines mentioned above might not apply. The supervisor, therefore, must assess every situation independently (Sarma.,2021)

Supervisors' policies and procedures manual on orientation program for new and existing employees

Timing of the orientation

Every new employee should be incorporated into the system to ensure that the employee is comfortable. The orientation program should start on the exact day of reporting. In a hospital setup, the orientation program should be divided into two parts, namely, general orientation and departmental orientation (Umiker et al.,2006).

General orientation program

The general orientation program in a hospital setup should include the following;

1. The organization's mission, vision, and values

2. The history of the organization

3. The organization's leadership structure

4. Organization's properties and their usage

5. Disaster management and preparations for emergencies

6. Rules governing the use of social media

7. Patient information confidentiality

8. Grievances channeling

9. Management of risk

10. Right of the patients

11. Management of security

12. Control of infections

13. Employee handbook review

The departmental orientation programs should cover some of the aspects of the general orientation program.

The orientation program objectives

The supervisor should accomplish the following in planning the orientation;

1. Create a good impression of himself and the organization

2. Stipulate the responsibilities of the new employees

3. Provide a detailed explanation of the organization's rules and regulations

4. Issue orientation checklist

5. The supervisor should provide clear information on employment terms, working environment, training programs, and opportunities for advancement.

References

McConnell, C. R., & Umiker, W. O. (2006). Umiker's management skills for the new health care supervisor (4th ed.). Jones and Bartlett Publishers.