The document is a certificate of originality for a team presentation for a university course. It includes signatures from the five student team members certifying that the attached presentation is their original work and complies with the university's academic integrity policy. It also provides image credits for any images used in the presentation. The full presentation covers human resources functions and processes at a fictional hospital, including recruitment and retention goals, performance evaluations, employee files, and disciplinary procedures.
Running Head Quality Improvement Project1QUALITY IMPROVEMEN.docxtoltonkendal
Running Head: Quality Improvement Project 1
QUALITY IMPROVEMENT PROJECT 7
Quality Improvement Project
Jerome Phillips
Kaplan University
HS460
Professor Sexton-Tosh
September 22, 2017
The topic on continuous quality improvement for my final project that I selected is Patient Administration. There are many health care sectors that are involved with patient administration.
Some of those heath care sectors consist of:
1. Hospital Management Firms
2. Health Maintenance Organizations
3. Health Information Technology
4. Long Term Care Facilities
5. Public Health
6. Healthcare Network
While CQI implementation is slowing down in some health care sectors after the impact of early adopters may have worn off, other sectors of health care, such as public health (see Chapter 16) and nursing (see Chapter 17), are embracing and expanding CQI concepts and methods. (Sollecito 70)
There are many disciplines involved with patient administration.
1. Public Health
2. Physical Therapy
3. Pharmacy
4. Nursing
This process is real. Patient Administration is an area that Continuous Quality Improvement can make a difference in how patient’s view the healthcare they receive. Healthcare will always be needed, because not many are willing to try the alternative of not getting healthcare.
References:
Sollecito, William A. McLaughlin and Kaluzny's Continuous Quality Improvement In Health Care, 4th Edition. Jones & Bartlett Learning, 20110929. VitalBook file.
As an individual, you have our own wants needs and desires you want to pursue and achieve. Even though you are an individual, you are simultaneously also part of a larger society. Being part of a larger society includes the understanding that our society also has needs it must achieve and maintain if it is going to operate in an orderly manner that is beneficial to the greatest majority of society.
For this assignment, you will write a 1-2 page essay that identifies the key social issues contributing to the need for Criminal Justice practitioners. In your paper, identify and define three key social issues. Also, discuss how the issues impact your role as a criminal justice professional. Provide 2-3 illustrative examples to support your position.
Format your paper with an introductory paragraph, an explanation of the three key social issues, and then a concluding paragraph.
View the Unit 2 Assignment Checklist
NOTE: This assignment will require outside research (at least two outside resources). You may consult the Kaplan Online Library, the internet, the textbook and other course material, and any other outside resources in supporting your task.
Keep in mind that college students are expected to have strong writing skills, and you should put forth your best writing effort for this assignment. You may not be at a point where you have strong writing skills, but you will have every opportunity to develop them as you continue through your program of study. Be sure to use the resources available to you t ...
Running Head Quality Improvement Project1QUALITY IMPROVEMEN.docxtoltonkendal
Running Head: Quality Improvement Project 1
QUALITY IMPROVEMENT PROJECT 7
Quality Improvement Project
Jerome Phillips
Kaplan University
HS460
Professor Sexton-Tosh
September 22, 2017
The topic on continuous quality improvement for my final project that I selected is Patient Administration. There are many health care sectors that are involved with patient administration.
Some of those heath care sectors consist of:
1. Hospital Management Firms
2. Health Maintenance Organizations
3. Health Information Technology
4. Long Term Care Facilities
5. Public Health
6. Healthcare Network
While CQI implementation is slowing down in some health care sectors after the impact of early adopters may have worn off, other sectors of health care, such as public health (see Chapter 16) and nursing (see Chapter 17), are embracing and expanding CQI concepts and methods. (Sollecito 70)
There are many disciplines involved with patient administration.
1. Public Health
2. Physical Therapy
3. Pharmacy
4. Nursing
This process is real. Patient Administration is an area that Continuous Quality Improvement can make a difference in how patient’s view the healthcare they receive. Healthcare will always be needed, because not many are willing to try the alternative of not getting healthcare.
References:
Sollecito, William A. McLaughlin and Kaluzny's Continuous Quality Improvement In Health Care, 4th Edition. Jones & Bartlett Learning, 20110929. VitalBook file.
As an individual, you have our own wants needs and desires you want to pursue and achieve. Even though you are an individual, you are simultaneously also part of a larger society. Being part of a larger society includes the understanding that our society also has needs it must achieve and maintain if it is going to operate in an orderly manner that is beneficial to the greatest majority of society.
For this assignment, you will write a 1-2 page essay that identifies the key social issues contributing to the need for Criminal Justice practitioners. In your paper, identify and define three key social issues. Also, discuss how the issues impact your role as a criminal justice professional. Provide 2-3 illustrative examples to support your position.
Format your paper with an introductory paragraph, an explanation of the three key social issues, and then a concluding paragraph.
View the Unit 2 Assignment Checklist
NOTE: This assignment will require outside research (at least two outside resources). You may consult the Kaplan Online Library, the internet, the textbook and other course material, and any other outside resources in supporting your task.
Keep in mind that college students are expected to have strong writing skills, and you should put forth your best writing effort for this assignment. You may not be at a point where you have strong writing skills, but you will have every opportunity to develop them as you continue through your program of study. Be sure to use the resources available to you t ...
In September, the IAASB held two webinars on its recently proposed International Standard on Sustainability Assurance 5000. The webinars featured presentations and discussions from IAASB members, including those who helped draft the standard.
Find more information on ISSA 5000 on the IAASB website: iaasb.org/ISSA5000
Assessment Instrument Showcase Presentation RubricDue Day 7 .docxgalerussel59292
Assessment Instrument Showcase Presentation Rubric Due Day 7 of Week 4
Content/Organization (7 points)
Points Earned:
Comments:
All key elements of the assignment are addressed in a substantive way.
Your 10- to 12-slide Microsoft® PowerPoint® Assessment Instrument Showcase Presentation is designed to familiarize the team with 3 different instruments that are used in the correctional system, and should include the following information:
Locate 3 assessment instruments/tools used to assess different areas of need for individuals involved with the correctional system. These can be related to mental health, substance abuse, education, etc.
Create a 10- to 12-slide Microsoft® PowerPoint® presentation to showcase these instruments, in which you do the following for each assessment tool:
· Describe the purpose of the assessment instrument.
· Identify the population the instrument is meant to assess.
· Explain how this assessment instrument is utilized.
· Describe the type of information the results will yield.
Include detailed speaker notes for each slide.
Include a minimum of 3 sources.
Format any citations within your presentation according to APA guidelines.
/7
* The content is comprehensive, accurate, and/or persuasive.
* The presentation develops a central theme or idea, directed toward
the appropriate audience.
* The presentation links theory to relevant examples of current
experience and industry practice and uses the vocabulary of the
theory correctly.
* Major points are stated clearly; are supported by specific details,
examples, or analysis; and are organized logically.
* The introduction provides sufficient background on the topic and
previews major points.
* The conclusion is logical, flows from the body of the presentation,
and reviews the major points.
Readability and Style (1.5 points)
Points Earned:
Comments:
* Paragraph transitions are present and logical and maintain the flow
throughout the presentation. 0.2
/1.5
* The tone is appropriate to the content and assignment. 0.2
* Sentences are complete, clear, and concise. 0.2
* Sentences are well-constructed, with consistently strong, varied
sentences. 0.2
* Sentence transitions are present and maintain the flow of thought. 0.2
Mechanics (1.5 points)
Points Earned:
Comments:
* The presentation, including the title page, reference page, tables, and
appendices, follow University of Phoenix incremental formatting
guidelines. 0.2
/1.5
* Citations of original works within the body of the presentation follow
University of Phoenix incremental formatting guidelines. 0.2
* The presentation is laid out with effective use of headings, font styles,
and white space. 0.2
* Rules of grammar, usage and punctuation are followed. 0.2
* Spelling is correct. 0.2
Total Points
Points Earned:
Comments:
Points.
Internal Investigations
Chapter 11
Learning Objectives
Situations requiring investigation or audit
Steps in conducting an internal investigation
Interviewing employees and third parties
Reviewing documents and records
Contents of a thorough investigation report
Sources of a government investigation
Responses to a government investigation
When to conduct an internal compliance audit
Taking advantage of attorney-client privilege
Introduction
An organization conducts an internal investigation to discover whether a violation of law has occurred or is likely to occur.
Internal sign or report that a violation has occurred
Organization learns that a government agency has launched an investigation
As a preventive measure, the organization conducts periodic audits
Investigations in a Compliance Program
Key component of an effective compliance program
Discover problems before a government agency learns of them
Opportunity to control resolution of the problems
Once government initiates its an inquiry, the organization is compelled to conduct its own parallel investigation
Multi-Step Investigation Procedure
Use trained, trusted employees to carry out the investigation
Consider using an attorney and a consultant
Fit the investigation to the suspected misconduct
Investigative techniques: personnel interviews, records and document reviews
Report based on investigation findings
After the investigation is complete
Use Trained, Trusted Employees
Starts with the Compliance Officer. Other staff should be ….
Trained in investigation techniques
Knowledgeable about area where misconduct suspected, but preferably not working there
People of good judgment and discretion
Willing to make hard decisions
Able to maintain confidentiality
Consider Using an Attorney
For all but trivial incidents, consult an attorney
For serious matters, conduct investigation under the guidance of an attorney
Take advantage of work-client or work-product privileges whenever possible
Attorney will direct the investigation, communicate with top management, and control information flows about the events
7
Consider Using a Consultant
If the organization lacks the time, the experienced personnel, or the expertise to carry out the investigation
Consultant performs work that is channeled through the attorney
Consultant lacks close relationship with the organization
Consultant duties should be carefully defined
Fit the Investigation to the
Suspected Misconduct
As the investigation proceeds and the gravity of the misconduct is revealed, efforts can be scaled up or down.
Investigative techniques should be discussed with management and the attorney.
Anticipate effects of the investigation on workforce morale and productivity.
Focus of the Investigation
Nature and scope of the problem incident
Statutes and regulations related to the incident
Clarity or ambiguity of the relevant st ...
Introduction to Staffing - An Essential Human Resources Function - Aditya Das...Aditya Dasgupta
The above presentation is an introduction to Staffing, its components and processes. Every great organization has an equally insightful staffing practice. Hope this effort will help in learning the basics of this very important Human Resources Function.
Disclaimer : The above presentation and all its contents have been prepared through secondary sources and contain no proprietary information, and hence can be freely used for research purposes. In case there should be any discrepancy, please contact me on aditya@keyqual.com.
IAASB Webinar on Assurance on Sustainability Reporting
In September, the IAASB held two webinars on its recently proposed International Standard on Sustainability Assurance 5000. The webinars featured presentations and discussions from IAASB members, including those who helped draft the standard.
Find more information on ISSA 5000 on the IAASB website: iaasb.org/ISSA5000
MEDICAL AUDIT
Evaluation of data, documents, and resources to check performance of systems meets specified standards
PRESCRIPTION MONITORING, ADR, DRUG RELATED PROBLEMS, staff safety, data,defining standards,
collecting data,
identifying areas for improvement,
making necessary changes
back round to defining new standards.
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
1. TEAM B CERTIFICATE OF ORIGINALITY
I certify that the attached presentation is my original work. I am familiar with, and
acknowledge my responsibilities which are part of, the University of Phoenix Student Code of Academic
Integrity. I affirm that any section of the paper which has been submitted previously is attributed and cited as
such, and that this paper has not been submitted by anyone else. I have identified the sources of all
information whether quoted verbatim or paraphrased, all images, and all quotations with citations and
reference listings. Along with citations and reference listings, I have used quotation marks to identify
quotations of fewer than 40 words and have used block indentation
for quotations of 40 or more words. Nothing in this assignment violates copyright, trademark, or other
intellectual property laws. I further agree that my name typed on
the line below is intended to have, and shall have, the same validity as my
handwritten signature.
Student Signatures:
Evelyn Quijano
Kristen Ault
Nicole Hejl
Thomas Edwards
Jennifer Reynolds
2. Patton Fuller Hospital
Team B
Human Resource Management Presentation
Evelyn Quijano, Kristen Ault, Nicole Hejl
Thomas Edwards & Jennifer Reynolds
HCS/341
August 12, 2013
Diane Rodriguez
Image Credit: www.oxforddevelopment.com
3. Human Resources at Patton Fuller
Hospital
Image A Credit www.5elementsrpo.com
Image B Credit pdxmim.com
4. Patton Fuller Hospital Human Resources Mission Statement &
Overview
Human Resources Mission Statement
“To develop, establish and maintain policies and
programs that ensure the successful recruitment,
employment and retention of a diverse, well qualified
workforce to serve the patients”(Patton-Fuller, n.d.).
Overview
“The Human Resources Department is responsible for
recruitment, selection, classification, compensation,
benefits, professional development, employee
relations, legal compliance and record keeping for all
employees at Patton Fuller Hospital” (Patton-Fuller,
n.d.).
5. Patton Fuller Hospital Human
Resources Goals
Strategic Goals
• “Recruit, retain, and retain the very best employees that the organization can afford”(Patton-Fuller).
• “Grow/enhance a participative employee culture that includes a focus on diversity and
• sensitivity awareness programs” (Patton-Fuller).
• “Be an employer of choice” (Patton-Fuller).
• “Create the environment for our employees success” (Patton-Fuller).
• “To create and maintain a risk management program to keep in compliance with legally
• mandated federal, state, and local laws, regulations, rules, and procedures to reduce
• litigation exposure to the company in a diligence manner, achieved through policy and
• procedure development and enforcement” (Patton-Fuller).
Operational Goals
• “To retain our employees by providing competitive and equitable compensation through modern
marketplace surveys and research methods”(Patton-Fuller).
• “Offering skill enhancement and leadership development training opportunities through effective
training and development methods such as licensure, qualification, recurring, and certification
programs” (Patton-Fuller).
• “To create and maintain a equitable personnel policies and procedures to ensure a fair workplace for
our employees” (Patton-Fuller).
• “Create systems for reducing litigation exposure to employee-driven adverse actions” (Patton-Fuller).
• “To administer cost effective health care programs which provide for the well being of employees”
(Patton-Fuller).
• “To provide a safe working environment for all employees through OSHA and JCHCO-driven
procedures” (Patton-Fuller).
(Patton Fuller, Virtual-Organization, n.d.)
10. Performance Appraisal Barriers
Communication
Personal Bias
Misinterpretation of/
Lack of Pertinent Data
Image Credit A www.regent.edu
Image Credit B www.linkedin.com
11. Simple Employee Appraisal Guiding Principles
1. Open lines of communication by putting the employee at ease
2. Establish the purpose of the discussion.
3. Review the employee’s overall job requirements and responsibilities.
4. Review the performance objectives and goals established during the last
performance meeting
A. Discuss objectives/goals
B. Discuss objectives/goals that need further work.
C. Discuss obstacles
5. Provide recognition for desirable behavior
6. Seek Employee Feedback.
A. Do not interrupt the employee’s commentary. (Listen Actively)
B. Thank the employee for his/her input.
7. Outline Areas of Improvement
A. Preserve positivity while remaining honest and accurate.
B. Avoid using subjective, vague, or overly broad descriptions,
C. Be consistent
.
8. Absenteeism and Tardiness should be handled as they occur, not as part of the
performance appraisal.
9. Outline and discuss action plans for improvement with the employee.
10. Discuss employee’s career objectives/goals
11. Seek any additional employee feedback
12. Set future appraisal goals (University of Northern Iowa, n.d.)
12. Document Progressive Discipline & Due Diligence
Employee File
Contents
Application,
Resume
&
New Hire
Information
Credentials,
Education,
&
Training
Appraisals
&
Disciplinary
Actions
* It is essential to maintain hospital
organization and consistency.
* Employee files must be reviewed
for accuracy and completeness.
Image Credit lifehacker.com
13. Employee File Review Bennie
Bellamy
Date of Hire: NOT ON FILE
Job Title: C.N.A.
Performance Appraisal Dates:
– May 20, 2003
– May 21, 2004
– May 20, 2005
Disciplinary Report
Corrective Actions Taken: (1)
Corrective Action Summary:
Date of Incident
• (Multiple Occasions) January 14, January 18, February 3, and February 6
Incident Description
Employee failed to obtain a patient’s vital signs as directed every four hours.
(Stable Patients have a Q4HR Protocol.)
Previous Incidents Involving Similar Corrective Action
• (None) Verbal warning was waved due to the severity of the incident.
Course of Action: Employee Counseling
Employee is expected to follow all job duties and protocols in a timely manner, if for some reason duties
cannot be fulfilled, employee will notify the Charge Nurse immediately.
Due Diligence:
• Failure to abide by these expectations will result in further corrective action up to and including
termination.
(Patton Fuller, Virtual-Organization, n.d.)
14. Employee File Review Alva Branham
Date of Hire: April 3, 1995
Job Title: Security Officer
Performance Appraisal Dates:
April 9, 1996
April 11, 1997
April 10, 1998
April 5, 1999
April 10, 2000
Disciplinary Report
Corrective Actions Taken:(2)
Corrective Action Summary
Date of Incident 1:15 total days in 8 months
Date of Incident 2: February 7, 1998
Corrective Action Summary 1: Excessive Absenteeism
Corrective Action Summary 2: Suspected Theft
Previous Incidents Involving Similar Corrective Action
• Verbal Counseling in November Referred to HR for FMLA approval (FMLA not applicable) Referred to Physician for
Absence Documentation (documentation never received.)
Course of Action: Incident 1: Warned of Absence Policies, informed termination will result if absenteeism continues.
Previous Incidents Involving Corrective Action
• Absenteeism Counseling (none of similar relation)
Course of Action: Incident 2: Given benefit of doubt, insufficient evidence of wrong doing. Counseled on proper procedures
for patient valuable collection.
Due Diligence:
• Incident 1: Further absences to exceed the policy will result in further corrective
action up to and including termination
• Incident 2: Warned another occurrence within the next 3 months will result in further corrective action up to and
including termination.
(Patton Fuller, Virtual-Organization, n.d.)
15. Employee File Review King Lovell
Date of Hire: March 6, 2007
Job Title: RN Staff Nurse
Performance Appraisal Dates:
• March 20, 1998
• March 18, 1999
Disciplinary Report
Corrective Actions Taken: (1)
Date of Incidents:
• June 4, 2007 – Tardiness
• June 10, 2007 - Tardiness
• June 21, 2007 - Tardiness
• July 4, 2007 – Tardiness
• July 7, 2007 – Patient Complaint
• July 8, 2007 - Tardiness
• July 22, 2007 – Tardiness
• August 2, 2007 – Failing to Document on Patient Record
• August 10, 2007 – Physician Complaint
Date of Counseling: August 12, 1998
Corrective Action Summary:
• On July 7, 2007- management received a complaint from a patient that employee was rude to a patient’s family.
• On August 2, 2007- management was alerted by EMR documentation was lacking employee sign in for 9 separate occasions.
• On Aug 10, 2007- management received a complaint from a physician that employee was rude to him.
Previous Incidents Involving Similar Corrective Action
• Verbal warnings given on July 10, 2007 and August 2, 2007
Course of Action: Counseled Employee, Advised Employee on Hospital Protocol
• Management Required Employee to return with documentation of two educational requirements within 24 hours of completing the
courses
Due Diligence:
• Warned additional correctional action could result in termination.
TERMINATED EFFECTIVE 10 A.M. ON MARCH 18, 1999.
EMPLOYEE IS INELIGIBLE FOR REHIRE AT THIS TIME.
(Patton Fuller, Virtual-Organization, n.d.)
16. Employee File Review Louise McFate
Date of Hire: September 9, 2007
Job Title: Chief Nursing Officer
Performance Appraisal Dates:
• July 14, 2007
• October 12, 2007
• January 14, 2008
Disciplinary Report
Corrective Actions Taken: (1)
Date of Incident: November 7, 2008
Corrective Action Summary: Improper Needle Disposal
• (Infection and Safety Control Violation)
Previous Incidents Involving Similar Corrective Action- N/A
Course of Action: Counseled on Infection Control Standards
Due Diligence: Failure to comply with these expectations will result in further corrective action up to and
including termination.
Notes:
Employee Refused to Sign Write-Up Citing “I am very upset that I have been singled out unfairly for this
write-up. Mr. Adair has targeted me for retaliation after I declined a dinner invitation from him. The needle
disposal issue was because of housekeeping policy issues, not because of infection control”. Louise
McFate - November 7, 2008
(Patton Fuller, Virtual-Organization, n.d.)
17. Review of Employee Files Summary
Bellamy –File missing New Hire Info, Regular performance evaluations, showed due
diligence of progressive discipline.
Branham– Complete File, Regular performance evaluations, Showed due diligence
of progressive discipline.
Lovell- Complete File, Regular performance evaluations, Showed due diligence of
progressive discipline.
Mcfate- Complete File, Regular performance evaluations, Showed due diligence of
progressive discipline.
(Patton Fuller, Virtual-Organization, n.d.)
18. the changing role of human resources
at PATTON FULLER HOSPITAL
TRIGGERED BY variations in the health care industry
Baby-
Boomers are
aging into the
need for
chronic
healthcare
Patient
Increase
Demands
Qualified
Staffing
Increase
Health Care
Reform
Changes and
Economic
Climate
People are
living longer
and need
more health
care
Population’s
Long Term
Care needs
are
increasing
Image Credit A www.babyboomersvitamins.com Image Credit B www.gogaminggiant.com Image Credit C www.quizzle.com
Image Credit D www.sanfranciscosentinel.com Image Credit E www.longtermcare.com
20. REFERENCE
• Anderson, A. (2013). What Are the Barriers to Effective Performance Appraisals?. Small Businesses, (), .
http://smallbusiness.chron.com/barriers-effective-performance-appraisals-1257.html
• Bundy, R (1997) Changing role of human resources has vast implications retrieved from
• http://www.bizjournals.com/wichita/stories/1997/07/14/focus1.html?page=all
• Coman, A., & Ronen, B. (2009). Focused SWOT: diagnosing critical strengths and weaknesses. International Journal Of
Production Research, 47(20), 5677-5689. doi:10.1080/00207540802146130
• Grice, K. L. (1992). Effective employee appraisals. Journal of Property Management, 57(5), 46. Retrieved from
http://search.proquest.com/docview/216389251?accountid=458
• Progressive Discipline . (2010). Retrieved from http://www.pmsl.org/home/askpmsl/127-progressive-discipline.
html
• University of Phoenix. (2013). Patton-Fuller Hospital, Virtual Organizations Portal [Multimedia]. Retrieved from
• https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Healthcare/PFCH/employeefiles.asp
• University of Northern Iowa. (n.d.). Retrieved from
http://www.vpaf.uni.edu/hrs/supervisors/documents/supperfappguide.pdf
Editor's Notes
This is a power point discussing Patton Fuller Hospital along with the many functions of their human resource department. It will also discuss the different functions of the management including the employee appraisals evaluations, the employee appraisal process, performance appraisal barriers including the employee appraisal guiding principles. The human resource mission statement and overview along with their goals will be discussed. There will be four employees in particular that will be discussed, along with a summary. Than lastly, the changing role of human resource at Patton Fuller Hospital because of the variations in the health care industry will be talked about.
The human resource management at Patton Fuller Hospital is in charge of many different sections. They must do recruitment, selection, and introduction of each and all employees. Personnel administration is the regulation and coordination of all of the company’s employees, this is a big part of what the human resource department does. Employees are always needing new training and development done, human resource management needs to keep track of which employee is needing what. Human resource also needs to make sure that the performance, reward, and talent of the employees is managed. Succession and career planning for the employees is something else that the human resource department will help manage, this keeps employees happy with the company. Labor relations also needs to be closely watched, human resource management needs to make sure that every labor issue is followed and that every law is not being broken. Human Resource planning is also very important for every company to have. This helps ensure that the company has been evaluated to make sure that the goals are being met.
The main mission is to have the best qualified employees as possible and to be able to retain the employees. This means having a trained and educated staff on hand in order to provide the best possible care for every patient that comes to Patton Fuller hospital. Without quality health care providers Patton Fuller Hospital will not be able to be successful. The human resource department is responsible for many different things, including recruiting quality health care providers, making sure that they are placed in the right classification. They also need to make sure that every employee is receiving proper benefits and compensation. All records need to be kept current and that the professional development, the relations, and legal compliance is done.
The human resource has both strategic and operational goals that they need to reach. Recruiting and retaining the best employees possible, having employees grow including the diversity and sensitivity awareness, employee success are just a few of the strategic goals. Another important strategic goal is to have a risk management program so that all legal issues are in compliance. Some of the operational goals including providing competitive compensation, offering enhanced and developmental training, ensuring a fair and safe workplace, and providing cost effective health care programs.
As a human resource manager the goal is to build up the employer-employee relationship. This objective is supported by various functions with the human resource management system throughout the institution. Patton-Fuller Community Hospital’s Chief Human Resource Office will be responsible for demonstrating leadership in support of the overall business plan and the direction of the organization. They will also be responsible for developing and executing human resources strategies; especially in the areas of talent management, succession planning, organizational and performance management, change management, training and development, and compensation.
Human Resource Management also requires knowledge and understanding of federal and state employment labor laws and regulations that apply to their department. An example would be, understanding legislation regarding HIPPA laws and medical and health-related records for the workplace. He will also be in steady communication executive management in regards to ensure that company is moving in the right direction.
Employee relations play a major role in the human resources manager’s job function. It requires strong interpersonal skills to establish trust and confidence through daily interaction with the employees and addressing and concerns or issues that the manager has influence. The human resource manager relied upon to be both human resources specialist and employee advocate.
Planning - Planning is the foundation of all the functions of management. All other functions are built this foundation. Planning involves managements to evaluation of the organizations current standing, and its goals for the future. A suitable plan of action is then determined and implemented to reach those goals.
Organizing- In order for this course of action to be implemented management must first organize all its resources during the planning. Through this process management will determine the complex nature of the workplace, establish and maintain relationships, define jobs, support staff and other necessary resources.
According to Coman, A., & Ronen, B. (2009). “The focused SWOT methodology distils the strengths and weaknesses into core competences and core problems, by using the core-competence tree and the current-reality tree. The core competences and core problems are then linked into a plan of action aimed at preserving and leveraging the organization's core competences, while defending against exposure to core problems.”
Leading - Through leading, management is can guide and supervise the performance of its staff in achieving the organizations goals and objectives, as well as supporting them in achieving their own career goals. This influence can be gained through encouraging activities that support goals, and influence others to do their best work on the organization’s behalf by motivation, communication, and department leadership.
Controlling – Is the process of establishing performance standards based on the organizations objectives, and assessing and interpreting actual job performance. This process will allow management to use this information to plan constructive and corrective action.
When conducting performance appraisal evaluations giving feedback can be effective if done correctly and in a timely manner, whether it’s positive or constructive. Effective feedback should be detailed, not general. For example, you would want to go into specifics like, “Good job on observing infection control protocols and preventing and the spread of infection.” You should not give positive feedback like, “Good job on doing your job.” Acknowledging effective performance can be an influential motivator. “An ongoing and meaningful performance appraisal process is a consistent element that links employees to a common goal and enhances their effectiveness and productivity.” (Grice 1992) Timely, specific and frequent positive feedback will foster more appreciated actions.
When a performance appraisal is not up to standard the same feedback holds true. Instead making a constructive observation would be needed. Constructive feedback should point areas in which improvement is needed but is not criticism. For example, “Dependability - Does not follow through on assignments such as getting vitals done every four hours.” It is descriptive The reason for constructive feedback is to give a better understanding where they stand in relation to productive and expected job performance. This feedback should be descriptive and should always be directed to the act and not the individual. Sharing information and observations, sincerely and honestly, will allow the employee or team to work on particular actions or behaviors that need improvement.
Planning and Reviewing
When the evaluation period begins supervisors review the job’s necessary functions, management’s performance expectations, and establish appropriate job-related objectives and goals for the evaluation period. During this process the supervisor should review previous performance evaluations, job requirements and essential functions. Define management’s expectations and appropriate, goals and objectives for the next evaluation period.
Assessing
The supervisor and the employee should meet periodically throughout the year to reassess and discuss the employee’s progress towards achieving necessary goals and objectives or possible modifications in order to meet management’s performance expectation.
Performing and Developing
The employee will then be required to complete the self-appraisal and submit for review. The supervisor will then review the self-appraisal, necessary functions, and relevant materials needed to complete the evaluation and then write an appraisal of the employee’s performance. When complete, the supervisor will then meet with employee to discuss the written evaluation and discuss possible training and ways to enhance performance and personal enhancement.
Sharing information and observations, sincerely and honestly, will allow the employee or team to work on particular actions or behaviors that need improvement. After providing the feedback, make sure the employee fully understands what was discussed by asking them a few questions or by observing their behavior. Each department unit is responsible for ensuring written appraisals are completed annually and kept in the appropriate office.
Performance appraisal barriers are what hinder employees from adjusting their work to fit the expectation of the job duties. Performance appraisals create a blueprint to which the employee will follow in the coming year.
One form of barrier is ignoring interaction, which pertains to when a manager and employee gets caught up in the forms and the process of a performance appraisal. A productive performance appraisal calls for both parties to give input and work together to create the final evaluation.
Generalizing can become a barrier as the manager assumes an employee is proficient at a task because the employee shows proficiency at a similar task. This can reduce the performance appraisal to a set of assumptions on good or bad performance that may not be accurate.
Also, lack of preparation can become a barrier when managers do not spend time reviewing the job duties of the employee they will be reviewing. To assist the manager, employees can spend time completing their self-assessment and keep notes throughout the year that they can bring to the appraisal meeting
While the slide shows in-process appraisal guiding principles, there are steps to prepare for the appraisal as a manager.
Pre Conference
The supervisor will:
1. Communicate with the employee
A. Intent to enter into the Performance Appraisal Process
B. Time and place of meeting
C. The process details
2. Gather information regarding employee's performance
3. Review the employee's job performance and prepare supporting documentation
Post Conference
The supervisor will:
1. Store documents as outlined in the Due Diligence Guidelines
2. Monitor performance and follow up plan.
The concept of progressive discipline holds that management responds to a first offence with minimal action but applies stronger or more serious penalties to repeated offences.
First infraction submits an oral warning, with which the employee should be informed of the infraction and the problem that this violation has caused.
Second infraction submits written warning, as with the oral warning the employee is informed of the rule violation(s) and the potential consequences of repeated violations. This is a serious step as the written warning becomes part of the employee’s official file.
Suspension becomes the call to action with a third infraction. The length of the suspension usually depends on the seriousness of the employee’s infraction and the prevailing circumstances.
Last but not least is the dismissal, which is the ultimate disciplinary penalty and is used when all else has failed it should be used only for the most serious infractions.
At Patton-Fuller Community Hospital, (2013), during the employment of B. Bellamy she received corrective counseling from management., “When questioned about the omission, you stated you just did not have time to perform that task. Your patient acuity level was the similar to the other CNAs. She did not ask for help or report that she had not taken the vitals. This is unacceptable behavior and puts the patient at risk” (University of Phoenix, 2013). This employee received no verbal warning because of the seriousness of his actions and was called in for immediate counseling. During the meeting with Eleanor Thacker, the Director of Medical/Surgical, Management stated “It is expected that the employee will follow all directions given within a timely manner, if for some reason she cannot fulfill her duties, she is to notify the Charge Nurse immediately. Failure to abide by these expectations will result in further corrective action up to and including termination” (University of Phoenix, 2013). While employed with the Patton-Fuller Hospital, B. Bellamy received three annual appraisals from 05/20/2003- 05/20/2005 and on each form the employee showcased that the overall evaluation average score for each evaluation period increased. These findings indicates that due diligence was followed in the disciplinary file of Bennie Bellamy.
In A. Branham’s employee file we find all of the required documentation. It is evident that all paper work has been filed correctly and the file included the employee application, the offer letter, annual performance appraisals, and two incidents of disciplinary action citing discipline and due diligence. The annual performance appraisals included satisfactory scores with the exception of the April, 1998 appraisal. Prior to this evaluation, there were two incidents that required disciplinary action forms. A. Branham was written up for several absences (15 days) within 8.5 months. A. Branham was referred to Human Resources to qualify for Family and Medical Leave Act (FMLA). According to the Human Resource Department, she did not due to no presented documentation from her physician. The second infraction occurred on 20 February, 1998, this involved suspected theft of patient valuables. A. Branham was written up because she had collected a patient’s valuables and allegedly placed them into the vault. The items were missing from the vault, her saving grave came from the hospital dispatcher who remembered her bringing something down to the vault. A. Branham was advised to follow policy and utilize the log book in the future.
K. Lovell’s file enclosed the mandatory documents for hire and appraisals. Timely performance appraisals were given; and disciplinary action documentation for violations against policies and procedures were included with the annual appraisals instead of at the time of occurrence on a separate corrective action form during the review period. This employee showed no improvement and was subsequently let go at the next evaluation.
L. McFate’s file also housed all essential documentation . L McFate has received well-timed performance appraisals at the 90 day, 6 month, and one annual review. This employee has received an adequate assessments on each review, and has one disciplinary action counseling form. Employee refused to sign and provided an explanation, and our human resource department is still investigating into this matter.
After reviewing the employee files that were selected I would say that none of them show due diligence of progressive discipline behavior Bennie, Alva, King, and Louise all committed petty disciplinary actions, but were not held accountable. They received verbal warnings, and was told to just do a better job, and to report to their supervisor when something is wrong or needs help. Bennie Bellamy, Alva Brahman, King Lovell, and Louise McFate, all ended up with a slap on the wrist, especially Brahman, who had two corrected disciplinary actions held against her. Bennie Bellamy was reported (2-7-03) because he failed to give patients their vitals every 4 hrs. A verbal warning was given after several incidents, but no other disciplinary action was taken against this employee. Alva Brahman had two different incidents, one on (1-4-98) in which case the first one was about the employee’s attendance. Despite the verbal warning they absentee’s kept coming with no other disciplinary actions being put into place. The second case (2-20-98) was about reported valuables missing from a safe that was a patient’s valuables. No disciplinary action was taken against the employee at all. Then there is King Lovell who had an incident on (8-12-98) and he had missed several days of work, along with being rude to physicians and to patient’s family members. Verbal warnings were given but nothing more was done to correct the issue. Last you have Louise McFate who had a disciplinary action taken against them on (11-7-08) in which case she was not disposing of needles properly, which is a liability, and it increases infections as well. No disciplinary actions were taken. All they asked is that she comply with certain procedures that require the handling of needles and disposing of them when finished.
The human resource department at the Patton-Fuller Hospital is forever rapidly changing competitive landscape and growing demands to better serve customers, to better separate themselves from their competitors and to better deliver value to the bottom line. The changing role of human resources has tremendous implications not just for businesses, but for the human resources function and for all human resources professionals (Bundy, R (2007)). A recent study by William M. Mercer, Inc. confirms that strategy and organizational issues are indeed becoming more important human resources responsibilities -- and are expected to become even more so in the years ahead. Administrative skills are no longer enough; human resources now demands a skill mix that also includes consulting, coaching and communication, along with broad understanding of business issues. Increasingly, organizations will seek human resource professionals who can align human resources strategy with business strategy to make a positive impact on the bottom line.
In this presentation we have reviewed how the Human Resources Department at Patton Fuller Hospital functions. We have reviewed the goals, mission statement, and management process of the Human Resources Department. We have focused on employee performance appraisals and following due diligence in disciplinary actions. We reviewed employee files and discussed their contents, purpose, and evaluated managements role in the employee appraisal process and subsequent discipline actions taken to remedy such situations. We heave discussed the changing health care industry and how Human Resources has a significant role in managing the influx of employees needed to care for increasing patient numbers. Human Resources is the engine that keeps the facility moving forward and running smoothly, the need for skilled HR staff is great but very much necessary. Thank you for your time today.