MHA6999 WEEK 3 LECTURE, DISCUSSION, AND PROJECT INSTRUCTIONS

MHA6999 WEEK 3 LECTURE, DISCUSSION, AND PROJECT INSTRUCTIONS

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Human Resource in Healthcare

The healthcare sector has changed a lot in the past five to ten years, due to new trends in the industry. Correspondingly, Human Resource (HR) departments have also transitioned in the past years. To maintain normalcy, HR departments have had to fine-tune their measures so as to keep pace with the fluctuating trends. Trends in healthcare include increased employee diversity, globalization of healthcare, improved patient care, teamwork, and technology (Nica, 2013). In order to adapt to the changes, HR departments have had to incorporate more sophisticated strategies in the management of employees’ issues.

Various Methods Developed by HRD to Keep Healthcare Facilities Competitive

The HRD of a hospital is where the uncertainties of healthcare transformation intersect with the realities of current skills shortages. The HRD has to meet the workforce demands of today while positioning the organization for an uncertain tomorrow.

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Changing hiring practices

Description

Hiring practices need to change because the workforce pool is changing. In the next ten years, one-third of the nurses working today are expected to retire and the physician shortage will swell to between 46,100 and 90,400.

Example

Millennials value benefits and scheduling flexibility more than salary and have high expectations for receiving training, development, and a clear career path.

Retention and development ideas

Description

The recognition that interpersonal skills are becoming more important to individual and organizational success (Hospitals & Health Networks, n.d.).

Example

Create a new hiring methodology that includes the use of an assessment solution intended to predict an employee's success.

Shifting Roles

Description

One way to keep employees engaged is to give them new roles. Role changes are also a pragmatic strategy that hospitals are using to cover skills shortages by better utilizing the staff skills that are available.

Example

Telehealth is an example of how care delivery and care provider roles are shifting, as are mentoring programs, school partnerships, and the rise in hospital-employed physicians (Hospitals & Health Networks, n.d.).

Reference Hospitals & Health Networks. (n.d.). How hospitals are reinventing HR approaches. Retrieved from https://www.hhnmag.com/articles/8101-how-hospitals-are-reinventing-hr-approaches

An effective HR department comprises several characteristics. According to the Society for Human Resource Management (SHRM) competency model, there are nine competencies that an HR department should possess to be successful. These nine competencies include HR expertise, relationship management, consultation, leadership and navigation, cultural effectiveness, ethical practices, critical evaluation, business acumen, and communication skills (SHRM, 2012).

SHRM Competency Model

SHRM Competency Model: Description

According to the Society for Human Resource Management (2012),

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HR Expertise

Description

The knowledge of principles, practices, and functions of effective HRM

Examples

· Identifies ways to improve operational efficiency

· Serves as the HR subject matter expert to managers

· Provides expertise to support staff development

· Establishes criteria for compliance responsibilities

Relationship Management

Description

The ability to manage interactions and to provide service and support to the organization

Examples

· Listens effectively to potential issues before reacting with solutions

· Oversees transactional and/or preliminary stage of employee relations issues

· Provides opportunities for employees to interact and build relationships

· Designs strategies for improving relationship management performance metrics

Consultation

Description

The ability to provide guidance to organizational stakeholders

Examples

· Develops a proactive perspective on consulting projects

· Conducts the initial investigation of HR issues

· Supports business unit leaders on major HR projects

· Listens to business leaders' challenges

Leadership and Navigation

Description

The ability to direct and contribute to initiatives and processes within the organization

Examples

· Listens actively to identify potential challenges or solutions

· Supports critical large-scale organizational changes

· Promotes HR capabilities to the organization

· Leads HR staff in maintaining or changing organizational culture

Cultural Effectiveness

Description

The ability to value and consider the perspectives and backgrounds of all parties

Examples

· Possesses general knowledge of local cultural issues

· Resolves conflicts due to cultural differences

· Aligns and manages local, regional, and global advantages

· Fosters the organization's cultural norms

Ethical Practices

Description

The ability to integrate core values, integrity, and accountability throughout all organizational and business practices

Examples

· Demonstrates accountability for actions

· Develops and supports systems for reporting unethical behavior

· Responds promptly and appropriately to reports of unethical behavior

· Champions organizational values

Critical Evaluation

Description

The ability to interpret information to make business decisions and recommendations

Examples

· Reports on data entry and key metrics

· Analyzes data and seeks root causes

· Identifies critical messages from research, pilot study findings, or best practices

· Challenges assumptions and critically examines all initiatives and programs

Business Acumen

Description

The ability to understand and apply information to contribute to the organization's strategic plan

Examples

· Develops basic knowledge of HR metrics

· Maintains functional knowledge of organizational business units

· Develops HR business strategies to drive key business results

· Benchmarks the competition and other relevant comparison groups

Communication Skills

Description

The ability to effectively exchange information with stakeholders

Examples

· Demonstrates support for HR organizational initiatives in communication with stakeholders

· Delivers well-organized, impactful presentations

· Fosters the organizational vision for HR practice and policy

· Comfortably communicates with audiences of all sizes

Reference Society for Human Resource Management. (2012). SHRM competency model. Retrieved from https://www.shrm.org/LearningAndCareer/competency-model/Documents/Full%20Competency%20Model%2011%202_10%201%202014.pdf

In order to assure that patients receive the highest level of care, employees must be given the resources and education they need to perform their jobs well (HealthcareSource, 2018). Healthcare organizations (HCOs) must establish training and development programs to ensure that the employees are successful in providing quality standardized care to their patients. To maintain a competitive edge in the marketplace, HCOs must invest in the training and development of their employees.

Human Resources Development (HRD) focuses on both training employees for their current jobs and developing skills for their future roles and responsibilities (strategic HR inc., 2018). HR departments in HCOs have also grown by introducing changes within the HCOs.

When the Patient Protection Affordable Care Act was introduced in 2010, the HR departments began implementing ways to help keep the healthcare facilities competing within the market. Not only is the HR staff responsible for hiring competent and professional employees, but they are also responsible for making sure the patients are given quality healthcare during their stay within the facility.

References:

Healthcare Source. (2018). HR initiatives that can improve patient safety. Retrieved from http://education.healthcaresource.com/hr-initiatives-that-can-improve-patient-safety/

Nica, E. (2013). The importance of human resources management to the healthcare system. Economics, Management, and Financial Markets, 8(4), 166–171.

Society for Human Resource Management [SHRM]. (2012). SHRM competency model. Retrieved from https://www.shrm.org/LearningAndCareer/competency-model/Documents/Full%20Competency%20Model%2011%202_10%201%202014.pdf

strategic HR inc. (2018). Training & development. Retrieved from https://strategichrinc.com/training-development-services/

Additional Materials

From your course textbook, Cases in Health Care Management, review the following cases:

· Case 46: Sleeping on the Job: A Managerial Challenge

· Case 47: How Dare You Testify?

· Case 48: Sleeping on the Job in the OR

· Case 49: Inappropriate Social Networking?

Healthcare Turnover

Turnover is inevitable in all health organizations. However, when there is high turnover over a longer period of time, an HR manager tries to determine the issues within an organization that may be affecting the turnover rate. These issues may include:

· Benefits (pay rate, medical/dental insurance)

· Engagement in their job (not feeling challenged)

· Poor management

Turnover has a significant impact on patient satisfaction, treatment outcomes, and staff productivity. There are also financial implications to turnover. The cost of replacing a single nurse can range anywhere from $22,000 to more than $64,000 (Barajas, 2014).

Healthcare employees are especially prone to work-related threats to their physical health. Their work environment is often stressful and filled with potential risks of exposure to biohazards, diseases, and other physically demanding tasks that can lead to health problems (Kramer & Son, 2016). Above all, situations like fluctuating work schedules make the most experienced employees leave healthcare organizations. Effectively, a wealth of human capital leaves prematurely, increasing instability in the workplace.

Retaining key employees constitutes a salient human resource management (HRM) issue. In response, a growing number of companies are upgrading their reward strategy by complementing their traditional benefits package with perquisites, a tangible form of organizational rewards (Renaud, Morin, & Béchard, 2017). There are two types of rewards, identified as tangible and intangible. Tangible rewards focuses on the basic needs ex. (financial), whereas intangible rewards focuses on the psychological needs ex, (nonfinancial). Healthcare employees operate in a highly demanding work environment that affects outcomes for both organizations and their employees. Many of the work characteristics in healthcare organizations are beyond the direct control of the individual organization (Kramer & Son, 2016). Particular occupational positions like that of nurses have been found to have increased numbers of turnover/burnout. The goal here is to find work-life balance and match the rewards to what matters most to employees to help increase job satisfaction.

Nurse Turnover Rates

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· Relationships

Example

If the relationships among nurses in a unit or between nurses and their managers or physicians are strained, the nurses are more likely to leave that hospital.

Potential Solution

There are several reasons these relationships might turn sour. For instance, some nurse managers are promoted without actually being qualified for the position.

Frequent employee satisfaction surveys can help reveal if nurses in individual units are satisfied or not.

· Staffing

Examples

· Many nurses are prone to leave hospitals that they feel do not have proper staffing levels.

· Some nurses may leave a job if they feel they are receiving inequitable assignments.

· Some nurses feel that they are taking care of difficult patients more often than their colleagues.

Potential Solution

· Having a software-based staffing system that can help prevent staffing snafus.

· These systems can keep track of what types of patients each nurse is assigned to, virtually preventing inequitable assignments.

· Nurses are more likely to feel that staffing is adequate and fair and that the hospital has data to back up its staffing practices (3 biggest causes of nurse turnover, 2013).

· Personal Reasons

Example

When a nurse leaves a hospital for personal reasons, it may seem out of the hospital's control. However, the nurse may be having some personal problems that the hospital can help mitigate.

Potential Solution

Some personal reasons nurses have for leaving a position are unavoidable, but there are some things hospitals can do to make sure their nurses are content.

For instance, hospitals can try to prevent compassion fatigue by making sure nurses are not working with high-risk, extremely sick patients on every shift, every day.

Reference 3 biggest causes of nurse turnover. (2013). Retrieved from https://www.beckershospitalreview.com/human-capital-and-risk/3-biggest-causes-of-nurse-turnover.html

References:

Barajas, B. (2014). How to reduce staff turnover in hospitals and healthcare facilities. Retrieved from https://www.precheck.com/blog/how-reduce-staff-turnover-hospitals-and-healthcare-facilities

Kramer, A., & Son, J. (2016). Who cares about the health of health care professionals? An 18-year longitudinal study of working time, health, and occupational turnover. ILR Review, 69(4), 939–960. doi: 10.1177/0019793916640492

Renaud, S., Morin, L., & Béchard, A. (2017). Traditional benefits versus perquisites: A longitudinal test of their differential impact on employee turnover. Journal of Personnel Psychology, 16(2), 91–103. doi: 10.1027/1866-5888/a000180

Additional Materials

From your course textbook, Cases in Health Care Management, review the following cases:

· Case 50: An Affair at Work

· Case 51: Another California Wildfire

· Case 52: Back to School

· Case 54: Super Natural Medical Center’s Staffing Crisis

· Case 55: The Lesser of Evils

Stage I

Emergence of the Term "Personnel"

Stage I: Stage Pre–World War II Era and Emerging Personnel Management

Personnel management (the precursor of the term HRM) can trace back to prehistoric times, when tribal members were assigned for specific jobs of hunting or gathering. The households of ancient Chinese emperors had employment tests to identify servants with special talents for special jobs.

Stage II

Employee Morale

Stage II: Post–World War II Era (1945–1960)

The period of 1945–1960 is characterized by the importance of employee morale while personnel are a part of operating costs but not yet in the mainstream of operations.

Stage III

Emerging HRM

Stage III: Legislative Era (1960–1980)

During the period of 1960–1980, social issues changed HR; the increased paperwork and reporting requirements; protector of employees; advent of MIS in computer world; introduction of IBM/360; HR are now more in mainstream of operations.

Stage IV

HRIS as Simple Record Keeping

Stage IV: Low-Cost Era and Emerging Human Resource Information System (HRIS) (1980–1990)

The HRIS has evolved from simple record keeping to complex analytical tools to assist management decision making. The 1980s saw a shortage in skilled workers, especially in the technology sector.

Stage V

Strategic Human Resource Management (SHRM)

Stage V: Tech Era and Emergence of Strategic HRM (1990 to the Present)

SHRM evolved from personnel management in two-phased transformation: from personnel management to traditional human resource management (THRM) and then from THRM to SHRM. Firms today realize that innovative and creative employees who hold the key to organizational knowledge provide a sustainable competitive advantage because unlike other resources, intellectual capital is difficult to imitate by competitors (Bhuiyan, Chowdhury, & Ferdous, 2014).

Reference Bhuiyan, F., Chowdhury, M. M., & Ferdous, F. (2014). Historical evolution of human resource information system (HRIS): An interface between HR and computer technology. Human Resource Management Research, 4(4): 75–80. doi:10.5923/j.hrmr.20140404.01. Retrieved from http://article.sapub.org/10.5923.j.hrmr.20140404.01.html

HR management evolved from the practice of hiring and paying personnel to a function of the company’s strategic plan. In the 1980s, the HR department focused on employee records and payroll (Niles, 2013). While the start of HR management can be dated back to a couple of centuries, HR really began to make significant strides in the 1980s. As with many things, there will likely still be stumbling blocks along the way.

As HR began to make advancements in the 1980s, the primary objective was shifting the focus toward how the employees were treated and trying to develop systems that would make the employee feel more valued as well as changing the employee expectations with the hopes of improving their overall productivity (Nayab, 2011). During that time, some of the major milestones that were achieved were focused on discrimination, equal rights, and sexual harassment in the workplace.

If we were to fast-forward to the 2000s, we see an abundance of policy changes that are centered on the same issues. We still witness discrimination, unequal rights, and sexual harassment in the workplace; however, there are more groups of people who must be considered (Niles, 2013). Whereas back in the 80s, the focus was primarily on race and women entering the workforce. Today we experience the same conversations centering on gender and immigration. HR professionals still have their hands full. It is only the primary focus that has shifted slightly.

The 2000s brought a new purpose for the HR department with talent acquisition and competency becoming the new focus aiding in the organization’s ability to achieve its goals and putting the right people in the right positions to increase profitability. Nayab (2011) wrote there is a “direct linkage of compensation to the profitability of the enterprise and the employee’s contribution towards such profitability.” Employers have moved to at-will employment, which leads to high turnover and lack of employee retention. The onboarding process is expensive, which leads HR departments to focus on acquiring and retaining talent. In the 1980s, the HR department focused on personnel management, while in the 2000s, it focused on HR management.

References:

Nayab, N. (2011). Walking down the timeline of HR management: How has it evolved? Retrieved from https://www.brighthubpm.com/resource-management/77199-walking-down-the-timeline-of-hr-management-how-has-it-evolved/

Niles, N. J. (2013). Basic concepts of health care human resource management (1st ed.). [Vital Source digital version]. Retrieved from https://online.vitalsource.com/#/books/9781284089585/

Additional Materials

From your course textbook, Cases in Health Care Management, review the following cases:

· Case 56: What Did You Say?

· Case 58: What Should I Do About Freddie?

· Case 59: The Foibles of Communication

· Case 60: The Dream Job Interview

Week 3 Discussion

 Supporting Lectures:

Review the following lecture:

· Healthcare Turnover

Discussion Questions

Before beginning work on this discussion forum, please review the link “ Doing Discussion Questions Right ” and any specific instructions for this topic.

Before the end of the week, begin commenting on at least two of your classmates’ responses. You can ask technical questions or respond generally to the overall experience. Be objective, clear, and concise. Always use constructive language, even in criticism, to work toward the goal of positive progress. Submit your responses in the Discussion Area.

Introduction:

Case Study Forty-Five: Nurse Bullying: Unprofessional Conduct

Raymond was one of the two male nurses working in an ICU in an inner-city hospital. The nurse manager always put him in charge of the ICU whenever he worked his twelve-hour shift. When Raymond was in charge, problems were handled quickly and without drama. His efficient demeanor during a code comforted families, staff nurses, and even the medical interns and residents. Attending physicians requested that Raymond care for their sickest patients as well as their family members. In addition, letters were often written to the hospital about his outstanding care and his attention to details. His exceptional customer service and outstanding patient care made Nordstrom’s customer service department look bad!

However, if there was a question that needed an answer, Raymond knew it and wasn’t shy about letting everyone else around him know it too. His self-assured behavior came across as overconfident and conceited. It didn’t help him win any popularity contests as he was the only master’s-prepared nurse on the unit; most of the nurses didn’t even have their bachelor’s degree. He tried to fit in with the other nurses by joking with them or giving the best assignments to the most popular nurses. Raymond didn’t realize it, but the nurses in the most popular group were always putting him down and criticizing him behind his back. During morning rounds with physicians, the other nurses would challenge Raymond and try to embarrass him or roll their eyes whenever he spoke.

Raymond wanted to join the “in gang” and so started to share some personal information with the other nurses about his deteriorating relationship with his wife. She was unable to work due to a chronic medical condition and was becoming increasingly needy with repeated hospitalizations. The other nurses rallied around him pretending to offer support when they were actually scheming to teach him a lesson since he was a “know it all.” One nurse got his personal e-mail, while the other nurse planned the prank.

A few weeks later, Raymond started receiving e-mails from a secret admirer named Terry. Their e-mail relationship lasted several months before he told his coworkers about it. He shared stories with his interested coworkers about the admirer and told them that he was actually thinking about leaving his wife for her. Later, Raymond found out that not only did the entire staff in the ICU know about this prank but his e-mail conversations were distributed to the unit’s nursing and support staff.

Tasks:

Discussion Questions

· What are the facts of this case?

· What is the nature of the organizational behavior problem?

· Which theory or theories do you believe best explain the behavior of Raymond’s coworkers?

· As the nurse leader, what interventions would be useful in dealing with workplace bullying?

· What types of workplace behaviors define bullying?

· Have you ever experienced or observed workplace bullying? Describe what happened and how it was managed.

· How does bullying impact the workplace morale? Productivity? Patient care? Can you think of the other effects of bullying in the workplace?

· How does the leadership or management team contribute to bullying?

· What types of ethical issues are identified in this case study?

· What kind of financial impact do you think the behavior of the nurses and their supervisor may have on the hospital?

· Provide your reflections and personal opinions as well as your recommendations for addressing this problem.

Submission Details:

To support your work, use your course and textbook readings and also use the  South University Online Library . As in all assignments, cite your sources in your work and provide references for the citations in APA format.

Your initial posting should be addressed at 500–1000 words as noted in the attached PDF.

Week 3 Project

 Instructions

Supporting Lectures:

Review the following lecture:

· Human Resource in Healthcare

Project

The project assignment provides a forum for analyzing and evaluating relevant topics of this week on the basis of the course competencies covered.

Introduction:

The Nursing Home Administrator has set up a meeting with his team of administrators and asked for their input on a test of their All Hazards Continuity of Operations Plan. Bob believes there is no substitute for experiential learning and wants to have a real-time scenario, acting out an All-Hazards Disaster.

Tasks:

Case Study Fifty-Three: Is Whispering Willows Nursing Home Prepared for a Disaster?

Read the above case study; your task would be to evaluate this case study utilizing the format below. Make sure to include at least two scholarly/peer-reviewed articles to help support your evaluation.

Case Study Evaluation

· Prepare a written report of the case using the following format:

· Background Statement: What is going on in this case as it relates to the identified major problem?

· What are (only) the key points a reader needs to know in order to understand how you will “solve” the case?

· Summarize the scenario in your own words—do not simply regurgitate the case. Briefly describe the organization, setting, situation, who is involved, who decides what, etc. Specifically identify the major problems and secondary issues.

· What are the real issues? What are the differences? Can secondary issues become major problems?

· Present an analysis of the causes and effects.

· Fully explain your reasoning. Declare your role in a sentence or a short paragraph explaining from what role you will address the major problem and whether you are the chief administrator in the case or an outside consultant called in to advise.

· Regardless of your choice, you must justify in writing as to why you chose that role. What are the advantages and disadvantages of your selected role? Be specific.

· Recognize the strengths and weaknesses of the organization.

· Identify the strengths and weaknesses that exist in relation to the major problem. Again, your focus here should be in describing what the organization is capable of doing (and not capable of doing) with respect to addressing the major problem. Thus, the identified strengths and weaknesses should include those at the managerial level of the problem. For example, if you have chosen to address the problem from the departmental perspective and the department is understaffed, that is a weakness worthy of mentioning. Be sure to remember to include any strengths/weaknesses that may be related to diversity issues.

· Find out alternatives and recommend a solution.

· Describe the two to three alternative solutions you came up with. What feasible strategies would you recommend? What are the pros and cons? State what should be done—why, how, and by whom. Be specific. Evaluate how you would know when you’ve gotten there. There must be measurable goals put in place with the recommendations. Money is easiest to measure; what else can be measured? What evaluation plan would you put in place to assess whether you are reaching your goals?

· TIP: Write this section as if you are trying to “sell” your proposed solution to the organization. Convince the reader that your proposed solution is the best available and that it will work as planned. Make sure that the goals you identify are worth the effort required to achieve them!

To support your work, use your course and text readings and also use the  South University Online Library . As in all assignments, cite your sources in your work and provide references for the citations in APA format.

Submission Details:

· Name your file as SU_MHA6999_W3_Project_LastName_FirstName.

· Your assignment should be addressed in a 4- to 6-page document.

· By the due date assigned, submit it to the Submissions Area.