Hcs341 week 5 human resource management power point
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This document discusses human resource management practices at Patton-Fuller Community Hospital. It outlines the key functions of human resources including controlling, maintaining, and managing employee resources. It also discusses performance appraisal standards and guidelines for effective reviews. The document analyzes employee files for four individuals, assessing hiring dates, appraisal timeliness, disciplinary actions, and due diligence. It concludes by noting factors that influence human resource management in healthcare like industry changes, workforce demands, and types of patient care provided.
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Hcs341 week 5 human resource management power point
- 2. Introduction • What is Human Resource Management? • Roles and Responsibilities • Patton-Fuller Community Hospital Human Resource Department
- 3. Human Resource Functions • Control • Maintain • Manage
- 4. Management Functions • Organizing • Promoting • Leading • Planning
- 6. Identifying Barriers • Lack of Fairness • Lack of Communication • Lack of Details
- 7. Guidelines for Effective Performance Appraisals • Training • Job Description • Communication • Performance Standards
- 8. Progressive Discipline - Due Diligence - Employee Files should contain: • Application & Hire Letter • Training Completion & Certificates • Legal Documents • Appraisals, Disciplinary/Corrective Actions -Consistency throughout the Organization - Review of Employee File Results
- 9. Employee – B. Bellamy • Date of Hire– Not on file. • Timely annual performance appraisals– 05/20/2003, 05/21/2004, and 05/20/2005 • Corrective Action– included in appraisal comments on first appraisal. Employee failed to obtain a patient’s vital signs as directed every four hours on January 14, 18, Feb. 3 and 6, 2003. • Due diligence followed
- 10. Employee – A. Branham ate of Hire – 4/03/1995 imely annual performance appraisals –April, 1996 through April, 2005 irst Conference (4 Jan, 1998)- Too many days missed econd Conference (20 Feb, 1998)- Loss of patient’s valuables
- 11. Employee – K. Lovell ate of Hire – 3/17/1997 imely annual performance appraisals – 3/20/98 & 3/20/99 egality Issues – Corrective action included in appraisal comments on first appraisal – Terminated on date of second appraisal – No record of corrective action in file
- 12. Employee – L. McFate ate of Hire – 9/11/07 imely appraisals – 90 day, 6 mo., annual irst corrective action- First conference – employee refused to sign ue diligence followed
- 13. Human Resource Management Patton- Fuller Hospital • Changes in Health Care Industry • High demand for Health Care Workers • People Living Longer • People Requiring Advanced Treatment Around the Clock
- 14. Human Resource Management Patton- Fuller Hospital • Hospital Size • Hospital Geographic Location • Funding • Specific Care Given
- 15. Conclusion
- 16. nderson, P., & Pulich, M. (2001). A positive look at progressive discipline. Health Care • Manager, 20(1), 1-9. Apollo Group, (2013). Job Descriptions. Chief Human Resource Officer. Retrieved from https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Healthcare/PFCH/jobdescriptions astiaens, T.H.J., & Stijnen, P.J.J. (2008). Career Development through E-Learning: The • Importance of a Competence-Based Learning Approach.. Malaysian Journal of Distance Education, 10(1), 1-19. doi: Education Research Complete eisecker, A. E. (1990). Patient power in doctor–patient communication: What do we • know? Health Communication, 2(2), 105–122. eadrick, D.L. & Gardner, D.G. (1999). Performance Distributions: Measuring Employee Performance using Total Quality Management Principles. Journal Of Quality Management, 4(2),225. doi: Business Source Complete References
- 17. artley Medical. (n.d). Practice What You Preach! Perform Due Diligence. Retrieved from http://hartleymedical.com/blog/practice-what-you-preach-perform-due-dil igence ombardi, D. M., & Schermerhorn, J. R. (2007). Health care management: Tools and techniques • for managing in a health care environment. Hoboken, NJ: John Wiley & Sons. arshall, T. (2013). Patton Fuller. Prezi Inc.. Retrieved from http://prezi.com/d6afwvggdwkk/patton-fuller/ eferenceforBusiness.com, (2013). Human Resource Management (HRM). Retrieved from • http://www.referenceforbusiness.com/encyclopedia/Gov-Inc/Human-Resource-Management-HRM.html nited States Department of Labor (nd). Wage and Hour Division (WHD). Family and Medical Leave Act. Retrieved from http://www.dol.gov/whd/fmla/ niversity of Phoenix. (2013). Virtual Organizations Portal [Multimedia]. Retrieved from University of References cont.
Editor's Notes
- The Business Dictionary (2013), describes Human Resource Management as “the process of hiring and developing employees so that they become more valuable to the organization”. The Human Resource Department is in charge of conducting job analysis, recruiting, orientation and training of new employees, payroll, benefits and incentives, and performance evaluations. At the Patton-Fuller Community Hospital, the Chief Human Resource Officer is responsible for “providing leadership in developing and executing human resources strategy in support of the overall business plan and strategic direction of the Patton-Fuller Community Hospital, specifically in the areas of succession planning, talent management, change management, organizational and performance management, training and development, and compensation” (Apollo Group, 2013). Picture retrieved from http://veobit.com/products/vbit-hrm/
- HR is in control of trying to fulfill the goals and mission statement of Patton-Fuller by finding employees that fit the goals of the hospital. HR comes in and controls what employees are hired, fired, disciplined, rewarded, and so forth. HR then maintains and manages the training and education of employees so that they grow while we grow. We also take pride in caring about what our employees have to say. Employees opinions, suggestions, and feelings must also be tracked and maintained for potential business improvements (Gomez-Mejia, Balkin, & Cardy, 2010). Bastiaens and Stijnen (2008), training is important to employees and the employer furthering education, learning, and training because it builds competence between employees and the employer. Utilizing these functions is just another way HR thrives to make Patton-Fuller the best. Picture retrieved from http://brainware.tripod.com/cbmopensys.html
- There are four basic functions of management organizing, promoting, leading, and planning (Lombardi, & Schermerhorn, 2007). Planning is the most important functions above all others because it is needed to efficiently complete the other functions. Planning and proper management of situations go hand in hand (Hardin, 2002). Patton-Fuller is well planned on what we want and expect from employees that allows HR to organize which employees need what assistance to be their best and make Patton-Fuller the best. HR managers are here to promote the growth of the hospital and lead the employees down a path of success together. Managers have specific roles and expectations from lower level employees where the use of the functions listed above can increase communication and relations of employees for a better workplace and better business (Beisecker, 1990). Picture retrieved from Microsoft Clip Art
- The standards by which Patton-Fuller goes about performance appraisals for employees is to ensure that the employees are a good fit for the organization. For employees to be a ‘good fit’ they should have personalities that enable them to strive for goals similar to the hospitals. It is important during interviews before hiring an employee to ask questions that allow the hospital to know that the employee is like minded, diverse, and has a good moral standard and code. The performance appraisals consist of audits of employee work and random sit ins with the employee to take notes and observe their work ethic, productivity, and quality. Proper appraisals will help HR to know which employees need corrective action, training, education, or perhaps additional compensation for quality of work being performed. The appraisal where show where the employee is lacking and excelling at. The basis of the information for the appraisal should be from gathered information through out the year from random audits and sit ins with the employee. It is important to focus on making sure that right information is being utilized by the employee, to measure and congratulate on accomplishments as well as day to day work performance, and focus on the ‘nitty gritty’ of what really maters in order to succeed together, employee and employer. “Performance management systems are a cornerstone of human resource (HR) management practices and are the basis for developing a systems approach to organization management” (Deadrick & Gardner, 1999, 2). Photo retrieved from depositphotos.com
- The Marshall (2013) website indicates that a possible barrier to performance appraisals could be as simple as the management not liking a staff member (Marshall, 2013). This type of barrier is introduced when management looks at the achievements of certain employees, or even overlooks the employee’s shortcomings because they have favorites while the other staff member’s efforts remain overlooked (Marshall, 2013). Another barrier that management as well as staff members may encounter is lack of communication (Marshall, 2013). The lack of communication happens when a manager fails to provide the employee who is being appraised feedback on regular basis to ensure the employee can improve their on the job skills. The Marshall (2013) website indicates that a manager should not only provide excellent feedback on the annual appraisal but also throughout the year (Marshall, 2013). The website also stated that if a manager fails to pinpoint an employee’s faults and negative behavior there will be a lack of detail in the performance appraisal and will become a barrier in adequately creating a performance appraisal (Marshall, 2013). Picture retrieved from http://thumbs.dreamstime.com/z/overcome-barriers-6606876.jpg
- According to the Marshall, (2013), website indicates that the guidelines for effective performance appraisals are that the appraisal includes performance standards, a job description, the different types of training that are offered and the ones employees have already completed, and above all, the document functions as a platform for excellent communication within the organization (Marshall, 2013).The communication can be verbal or written, as long as feedback is given (Marshall, 2013). The importance of the job description is that all the requirements for the position are listed in the description like, job title, required duties, organizational goals, minimum qualifications, pay range, and educational requirements (Marshall, 2013). When managers are trained on how to provide constructive feedback to employees they learn how to pinpoint the staff member’s strengths and weaknesses, and that is why it is important for supervisors and managers to receive adequate training to conduct successful performance appraisals (Marshall, 2013). Performance standards are perfect for a guide on making sure employee can execute their jobs. According to the Marshall, (2013), website indicates that performance standards are used to see if employees are exceeding or meeting expectations and identify staff members who are not (Marshall, 2013).
- An employee file should contain all employment information pertaining to the individual. Primary examples are; employee application, hire or offer letter, any training documentation, required legal documents, appraisals, wage compensation changes, and documentation of disciplinary or corrective action. Consistency of counseling employees on policies and procedures throughout the organization is an important aspect of human resource management and supports training, safety, and legal compliance. Our human resources team randomly selected 4 employees to review their employee files for legal compliance with due diligence procedures. The following four slides reveal our results. Picture retrieved from http://smallbusiness.chron.com/importance-discipline-organization-16651.html
- In the University of Phoenix simulation for the Patton-Fuller Community Hospital, (2013), during B. Bellamy employment period he or she received corrective conferences one and on the form indicated that action needed to be taken because the employee failed to obtain a patient’s vital signs as directed every four hours. Also according to the sole corrective conference form, “When ask about the omission, you stated you just did not have time to perform that task. Your patient load was the same as the other CNAs with the same acuity. You did not ask for help nor did you report that you 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 the conference. During the staff members meeting with Eleanore Thacker, the Director of Medical/Surgical, “It is expected that you will follow all directions given to you in a timely manner, if for some reason you cannot fulfill your duties, you will 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 Community 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 corrective action file of Bennie Bellamy.
- The second employee ’ s file, A. Branham, had all of the required documentation. There was the application, the hire memorandum, annual performance appraisals, and two corrective action forms. The annual performance appraisals were mostly all acceptable ratings except for the April, 1998 appraisal. Prior to this evaluation, there were two incidents that required corrective action forms. One, was on 4 January, 1998 where A. Branham was written up for missing too many days (15 days) within 8.5 months. This many days missed goes against the organization’s policy. A. Branham was referred to Human Resources to see if she qualified for the Family and Medical Leave Act (FMLA). According to the Human Resource Department, she did not. According to the United States Department of Labor (nd), the FMLA allows employees to take “unpaid, job-protected leave for specified family and medical reasons with continuation of group health insurance coverage under the same terms and conditions as if the employee had not taken leave”. The Human Resources Department did not believe that A. Branham was eligible for FMLA under the entitlement of “a serious health condition that makes the employee unable to perform the essential functions of his or her job” (United States Department of Labor, nd) because they have not received any medical documentation from her physician. To date, there has not been any documentation turned in. The second corrective action form was on 20 February, 1998, because of lost valuables of a patient. A. Branham was written up because she had collected a patient’s valuables and supposedly placed them into the vault. A couple of days later, when the patient was being discharged, A. Branham was instructed to go get the patient’s valuables from the vault. It was at this time, A. Branham noticed that there was no valuables in the vault nor were they ever logged in. The dispatcher, however, did remember A. Branham carrying a package down to the vault so she was given the benefit of the doubt. A. Branham was advised to follow policy and utilize the log book in the future.
- The third employee ’ s file, K. Lovell, contained the required documents for hire and appraisals. Date of hire for K. Lovell was 3/17/1997. Timely performance appraisals were given; however, corrective action comments 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. The first annual employee evaluation given 3/20/98, shows the rating performance was slightly below acceptable, with two requirements for continued training in courses for proper documentation procedures and medication administration, and a request for participation in a nursing committee. There is no supporting documents for completion of required training or follow-up by manager nor any notation of participation in the committee. The second annual appraisal given on 3/20/1999, contains unacceptable performance rating and disciplinary comments on 7 out of the 11 job specific essential functions. The employee file does not contain any documentation or supportive evidence of counseling for poor performance issues; progressive discipline and due diligence was not followed for this employee and legal issues could be applied for lack of progressive discipline measures. Photo retrieved from Microsoft Clip Art
- The fourth and final employee file reviewed is that of L. McFate. All required documents are present in the employee file. L McFate has received timely employee appraisals at the 90 day, 6 month, and an annual review thus far. This employee has received an acceptable rating on each review, and one corrective action report. Employee refused to sign and provided an explanation, and our human resource department is still investigating into this matter. As far as the employee file is concerned, due diligence has been followed. Anderson, P., and Pulich, M. (2001) advise, “ Organizations that establish and adhere to high, but attainable, standards of behavior and performance can expect to experience increased productivity and a higher quality of health care service. ” This is evident with employee appraisals and corrective action counseling in our organization when progressive discipline and due diligence is followed. Photo retrieved from Microsoft Clip Art
- Health care field is the fastest growing job and will only continue to grow. More nurses, doctors, therapists, and pharmacist will be needed to meet the high demand. According to (Bureau of Labor 2011) “The healthcare industry includes establishments ranging from small-town private practices of physicians who employ only one medical assistant to busy inner-city hospitals that provide thousands of diverse jobs.” As Patton Fuller hospital grows and receives more and more patients HR will have to insure that enough health care employees get hired. HR will need to insure that every department of the hospital is fully staffed and the staff is well trained. Photo retrieved from dir.coolclips.com
- Since hospitals offer a variety of services human resource must insure that proper training is given to all employees. The best way to meet the high demand and the growing need for health care, HR needs to have training to stay up-to-date with all the changes in the health care industry. How to response to the changes in health care depends on how much funding, where the hospital is located, size, and what the hospital specializes in. Once funding is available HR must form a training program to help the employees get the best knowledge they can in treating the patients. According to (Bureau of Labor 2011) “Some hospitals have cross-training programs that train their workers—through formal college programs, continuing education, or in-house training—to perform functions outside their specialties.” . If Patton Fuller gets to big or busy it might be a good idea to offer out-patient services, or in home follow-up visits. By adding out-patient services or in home follow-ups it can the hospital can accommodate more patients and HR can train the current staff or hire new employees who are educated or trained in out patient/ home follow-up visits. With health care job in the rise, human resource may want to offer incentives to get people go into the health field or have current health care employees continue their education to keep up with the changes and high demand. Photo retrieved from Microsoft Clip Art
- The Human Resource Department at Patton-Fuller Community Hospital supports the organization through the development, planning, implementation, and managing of recruiting and training of their employees. The Human Resource Department’s goal is to “maximize the productivity of the organization by optimizing the effectiveness of its employees while simultaneously improving the work life of employees and treating employees as valuable resources” (ReferenceforBusiness.com, 2013). The Human Resource Department utilizes the strategic goals that the hospital has set established to gain the best possible advantage in recruiting and maintaining quality employees. The Human Resource Department is responsible for the performance appraisals of employees as well as other processes and tools in order to remain competitive with the right personnel. The Human Resource Department identifies barriers and guidelines to provide effective performance appraisals that are fair and quantifiable. The main purpose of the Human Resource Department at Patton-Fuller Community Hospital is to ensure that the patients receive the best and most quality health care can be provided to the patients. The Human Resource Department assists with that through the training and management of all personnel functions. The Human Resource Department is necessary to an organization because it provides support in the way of personnel management which gives managers the opportunity to focus on the big issues that come with running and managing a hospital. Picture retrieved from http://www.referenceforbusiness.com/encyclopedia/Gov-Inc/Human-Resource-Management-HRM.html