Please explain how you have met various BSN Essentials for each co.docx

Please explain how you have met various BSN Essentials for
each course listed below based on the completion of various
course assignments and/ or clinical practice experiences. I have
attached the BSN essentials as well as a course description for
each course. The paper needs to be 1.5 pages discussing a bit
about each class. The description of each class is listed below
along with an explanation of each BSN essential. Utilize as
many essential key point as possible for each course listed.
1.5 pages
12 Point Font (Times New Roman)
Care Management II
Nursing care management of diverse adult and elderly acute
care populations experiencing physiologic and psychological
illnesses. Proficiency is acquired in the classroom and in
clinical experiences across conditions that have a significant
effect on quality of life, are highly preventable, and/or
economically inefficient. Emphasis is placed on
interprofessional collaboration and advocacy to achieve optimal
outcomes.
Information Technology for Nursing
Information management and patient care technology skills,
including analysis of various applications of information
systems within the context of the healthcare system. Elements
covered include theoretical models; data acquisition and data
representation; nursing vocabularies and nursing knowledge
representation; managing organizational change; ethical and
social issues in healthcare and consumer information
technology.
Nursing Pharmacotherapeutics
Pre-licensure BSN course. Essential concepts and principles of
pharmacology as applied to baccalaureate level nursing

practice. Imparts knowledge and skills required for safe,
effective administration of therapeutic drugs (including herbal
and complementary medications). The course covers critical
skills related to dosage calculation and medication
administration that. must be performed without error to achieve
a passing grade for the course.
The BSN Essentials
Essential I: Liberal Education for Baccalaureate Generalist
Nursing Practice
A solid base in liberal education provides the cornerstone for
the practice and
education of nurses.
Essential II: Basic Organizational and Systems Leadership for
Quality Care and
Patient Safety
Knowledge and skills in leadership, quality improvement, and
patient safety are
necessary to provide high quality health care.
Essential III: Scholarship for Evidence Based Practice
Professional nursing practice is grounded in the translation of
current evidence
into one’s practice.
Essential IV: Information Management and Application of
Patient Care Technology

Knowledge and skills in information management and patient
care technology are
critical in the delivery of quality patient care.
Essential V: Health Care Policy, Finance, and Regulatory
Environments
Healthcare policies, including financial and regulatory, directly
and indirectly
influence the nature and functioning of the healthcare system
and thereby are
important considerations in professional nursing practice.
Essential VI: Interprofessional Communication and
Collaboration
for Improving Patient Health Outcomes
Communication and collaboration among healthcare
professionals are critical to
delivering high quality and safe patient care.
Essential VII: Clinical Prevention and Population Health
Health promotion and disease prevention at the individual and
population level are necessary to improve population health and
are important components of baccalaureate generalist nursing
practice.
Essential VIII: Professionalism and Professional Values
Professionalism and the inherent values of altruism, autonomy,
human dignity, integrity, and social justice are fundamental to
the discipline of nursing.
Essential IX: Baccalaureate Generalist Nursing Practice
The baccalaureate graduate nurse is prepared to practice with

patients, including individuals, families, groups, communities,
and populations across the lifespan and across the continuum of
healthcare environments. The baccalaureate graduate
understands and respects the variations of care, the increased
complexity, and the increased use of healthcare resources
inherent in caring for patients.
4/21/2020 Print Preview
https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=978
1285872643&id=30222985&nbId=116383&snapshotId=116383
&dockAppUid=101& 1/3
Chapter 6: Employee Selection: 6.3b Methods for Administering
Interviews
Book Title: Managing Human Resources
Printed By: Cedric Turner ([email protected])
© 2016 Cengage Learning, Cengage Learning
6.3b Methods for Administering Interviews
Most interviews take place in person. However, they can be
administered in other ways to
broaden the talent pool and make interviewing easier, faster,
and less costly.
Video and Phone Interviews
In an independent study of 500 HR managers at U.S. companies,
six in ten of them said
their firms often conduct video interviews (Interviews
conducted via videoconferencing or
over the web) via webcams and services such as Skype. Video
interviews are attractive

because of their convenience and low cost and because they
makes it easier to interview
people in different geographic areas, thereby expanding the
talent pool. However, a study
by DeGroote School of Business at McMaster University in
Ontario, Canada, found that
candidates interviewed via video came across as less likable.
Some candidates may be
more comfortable on camera or using the technology than other
candidates. The
researchers suggested that at a minimum all candidates be
treated the same in terms of the
methods by which they are interviewed.
In The Internship, Vince Vaughn and Owen Wilson’s characters
illustrate what can
go wrong when you don’t know how to do a live video
interview.
AF archive / Alamy
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Phone interviews can be effective and actually help expand a
company’s pool of talent as
well. Via phone, Pacific Islands Club, a resort in Guam, is able
to recruit people from around

the world who want to work for the resort. Rebecca Cummings,
a young woman living in the
United States, went to work for the Pacific Islands Club as an
activities director after
successfully interviewing via phone. A face-to-face interview
would have been cost
prohibitive.
Computer-Administered (Automated) Interviews
Nike, Safeway Cigna Insurance, and Pinkerton Security are
among the many companies
that have used computer-assisted, or automated, interviews to
gather information as well as
compare candidates. In a computer-administered (automated)
interview (Interviews in
which the questions are administered to applicants via
computers. The interviews can be
conducted at a firm’s facilities, using kiosks, online or via
phone) , the questions are
administered to applicants via a computer. The interviews can
be conducted at a firm’s
facilities using kiosks, online, or via phone. Some firms use
automated video interviewing
services like Vidcruiter or Job-applications.com. Applicants are
invited to interview by e-mail,
given passwords to log onto the sites, and then given questions
to answer, which are then
recorded and sent to the hiring firm.
Managers can then watch the interviews at their convenience. A
drawback is that they can’t
ask candidates follow-up questions based on their answers.
Consequently, organizations
have used automated interviews mainly as a complement to,
rather than as a replacement

for, live interviews. Highlights in HRM 3 lists some of the
blunders made by job
applicants in interviews.
Highlights in HRM 3
Hiring Managers Reveal Mistakes Candidates Make during Job
Interviews
Hiring managers often share the most memorable blunders that
caused them to
pass on a particular candidate. Below is a sample of some of
them.
“The candidate spoke no English, so he brought his mother to
translate for
him during the interview. It was for a customer-service
position.”
“She kept telling me about her marital problems.”
“The candidate knew nothing about the job being offered or our
organization.”
“One guy ate a sandwich.”
“The candidate asked me to hurry up because she left her child
in the car.”
“He told me the only reason he was here was because his mother
wanted him
to get a job. He was 37.”
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“One candidate did not wear shoes to the interview.”
“Body odor so bad I had to excuse myself midinterview and put
lip gloss in my
nose in order to get through the rest.”
“One guy mentioned his arrest during the interview after stating
on his
application that he had never been arrested.”
“One guy asked if we drug-tested and if we gave advance notice
(we are a
drug treatment facility).”
Sources: CareerBuilder.com, Reader’s Digest.
Chapter 6: Employee Selection: 6.3b Methods for Administering
Interviews
© 2020 Cengage Learning Inc. All rights reserved. No part of
this work may by reproduced or used in any form or by any
means -
graphic, electronic, or mechanical, or in any other manner -

without the written permission of the copyright holder.
http://careerbuilder.com/
Chapter 6: Employee Selection: 6.3a Types of Interviews
6.3a Types of Interviews
Interviewing methods differ in several ways. In highly
structured interviews, the interviewer
determines the course that the interview will follow as each
question is asked. First, in the
less structured interview the applicant plays a larger role in
determining the course the
discussion will take. Next, let’s look at the different types of
interviews from the least
structured to the most structured. Note that different types of
interview styles and questions
they utilize can be mixed and matched to yield a more complete
picture of candidates.
Nondirective Interviews
In a nondirective interview (An interview in which the applicant
is allowed the maximum

amount of freedom in determining the course of the discussion,
while the interviewer
carefully refrains from influencing the applicant’s remarks) ,
the interviewer asks broad,
open-ended questions—such as “Tell me more about your
experiences on your last job”—
and permits the applicant to talk freely with a minimum of
interruption. The greater freedom
afforded to the applicant helps uncover information a candidate
might not disclose during
more structured questioning. However, because the applicant
determines the course of the
interview the information gathered on one applicant can be
vastly different than the
information gathered on another. Thus the reliability and
validity of these interviews are not
likely to be as great.
Structured Interviews
A structured interview (An interview in which a set of
standardized questions having an
established set of answers is used) has a set of standardized
questions (based on a job
analysis) and an established set of answers against which
applicant responses can be
rated. Thus, it provides a more consistent basis for evaluating
job candidates. According to
a report by the U.S. Merit Systems Protection Board, a quasi-
judicial agency that serves as
the guardian of federal merit systems, structured interviews are
twice as likely as
nondirective interviews to predict on-the-job performance. HR
staff members of
Weyerhaeuser Company, a forest products firm, have developed
a structured interviewing

process used for all candidates. Candidates’ responses are rated
on a five-point scale
relative to those answers, and the interviewers take notes for
future reference and in case of
a legal challenge. Structured interviews are also less likely than
nondirective interviews to
be attacked in court.
Situational Interviews
A situational interview (An interview in which an applicant is
given a hypothetical incident
and asked how he or she would respond to it) is a variation of a
structured interview. An
applicant is given a hypothetical incident and asked how he or
she would respond to it. The
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applicant’s response is then evaluated relative to preestablished
benchmark standards.
Many organizations use situational interviews to select new
college graduates because they
may lack actual situations in the workplace they can describe.
Highlights in HRM 2 shows a
sample question from a situational interview used to select

systems analysts at a chemical
plant.
Behavioral Description Interviews
A behavioral description interview (BDI) (An interview in
which an applicant is asked
questions about what he or she actually did in a given situation)
focuses on actual work
incidents in the interviewee’s past and what the applicant did in
response. To assess a
potential manager’s ability to handle a problem employee, an
interviewer might ask, “Tell me
about the last time you disciplined an employee.”
A BDI assumes that past performance is the best predictor of
future performance. The
format also may be somewhat less susceptible to applicant
faking. In addition, research
indicates that the behavioral description interview is more
effective than the situational
interview for hiring higher-level positions such as general
managers and executives.
Sequential and Panel Interviews
A sequential interview (A format in which a candidate is
interviewed by multiple people,
one right after another) is one in which a candidate is
interviewed by multiple people, one
right after another. Sequential interviews are very common.
They allow different interviewers
who have a vested interest in the candidate’s success to meet
and evaluate the person one-
on-one. The interviewers later get together and compare their
assessments of the

candidates.
Highlights in HRM 2
Sample Situational Interview Question
Questions:
It is the night before your scheduled vacation. You are all
packed and ready to go.
Just before you get into bed, you receive a phone call from the
plant. A problem has
arisen that only you can handle. You are asked to come in to
take care of things.
What would you do in this situation?
Record Answer:
Scoring Guide:
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Good: “I would go in to work and make certain that everything
is OK. Then I would
go on vacation.”

Good: “There are no problems that only I can handle. I would
make certain that
someone qualified was there to handle things.”
Fair: “I would try to find someone else to deal with the
problem.”
Poor: “I would go on vacation.”
In a panel interview (An interview in which a board of
interviewers questions and observes
a single candidate) , the candidate meets with a group of
interviewers who each take turns
asking questions. After the interview, the interviewers pool
their observations and their
scores of the candidate. Because these interviews involve input
from multiple people, they
tend to more reliable and accepted as fair by candidates. If the
panels are composed of a
diverse group of interviewers, there is some evidence that hiring
discrimination is minimized.
A panel interview also results in a shorter decision-making
period than if each applicant
has to be interviewed by each interviewer separately.
Chapter 6: Employee Selection: 6.3a Types of Interviews
© 2020 Cengage Learning Inc. All rights reserved. No part of
this work may by reproduced or used in any form or by any
means -
graphic, electronic, or mechanical, or in any other manner -
without the written permission of the copyright holder.

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