Sheet1Assignment 1AvailableActualStudent Answer Sheet Complete ea.docx

Sheet1Assignment 1AvailableActualStudent Answer Sheet:
Complete each section as indicated. PointsPointsWhen creating
formulae, feel free to place "constant" numbers in separate cells
(e.g. in the first section, you may wish to put 8, 40, and 80 in
H7, H8, H9 to use the cell identifier in your
formulae.)Calculating Hours and Shifts: 10 pointsInsert
formulae to calculate appropriate hours and shiftsFTEsONE
WEEK HOURSONE WEEK SHIFTSONE PAY PERIOD
HOURSONE PAY PERIOD
SHIFTS0.2811620.420.620.821222Calculating Worked FTEs: 5
pointsInsert formulae to calculate missing shifts and FTEs.
Format FTE to 1 decimalSTAFF S M T W T F
SSHIFTSFTEsNM011111051.0RN56666651LVN43333341NA44
444441US11111111TOTAL141515151515141Calculating
NHPPD: 2.5 points:Insert formula in C29 to calculate NHPPD;
format to 2 decimal placesUnit 3A# 8 hr. shifts98# Pt.
Days61NHPPD:2.5Calculating Caregiver (Variable) Hours: 2.5
pointsInsert formula in C38 to calculate caregiver hours; format
to 2 decimal placesUnit 3A Caregiver hoursRN Shifts54LVN
Shifts14NA Shifts13Pt. Days61Caregiver Hours:2.5Calculating
Fixed Hours: 2.5 pointsInsert formula in C47 to calculate fixed
hours; format to 2 decimal places3A: # of shifts for Nurse
Manager, Clin. Spec., & Unit SecretariesNM5CNS5US7Pt.
Days61Fixed Hours:2.5Calculating Non-worked Hours: 5
pointsInsert formula in B58 to calculate the sum of non-worked
shifts;Then, insert a formula in B59 to calculate the number of
non-worked hours; format with 0 decimalsNumber of non-
worked 8-hour shifts per year:Sick leave = 12 shifts per
year12Vacation10Holiday6Training3Misc.3TotalShifts2.5Total
Non-worked Hours2.5Calculating Paid FTEs: 7.5 pointsInsert
formulae to calculate Paid FTEs using PWR of :1.18where
appropriate; format for 1
decimalSTAFFSMTWTFSSHIFTSWORKED FTEsPAID
FTEs*NM011111051.002RN5666665408.000.75LVN433333423

4.600.75NA4444444285.600.75US111111171.400.75TOTAL141
5151515151410320.602.5Calculating the number of required
positions: 4 pointsInsert formulae to calculate the number of
required positions (whole numbers)STAFF S M TW T F
SSHIFTSWORKED FTEsPAID FTEsPOSITIONS (given: NM,
CNS,
RN)NM01111105111CNS01111105111RN2333332193.84.484L
VN3333333214.24.961NA2444442244.85.661US3333333214.24
.961TOTAL10151515151510951922.061Putting it all
TogetherStaffing Pattern: 21 pointsComplete the information for
the following staffing pattern, by inserting formulae in
appropriate cells. Assume:Hours/shift:8PWR:1.15Pt.
Days:220for one-week periodSTAFF S M TW T F
SSHIFTSWORKEDPAID FTEsPOSITIONS
FTEs*NM01111101.5CNS01111101.5RN66666663.5LVN23333
323.5NA68888863.5US22222223.5TOTAL4Calculation of
NHPPD, Variable, and Fixed hours for staffing pattern above:
12 pointsInsert formulae in D105, D107, and D109 to:Calculate
NHPPD: 4Calculate Variable Hours: 4Calculate Fixed Hours:
4Determining Paid NHPPD: 12 pointsGiven the following data,
insert formulae in cells I114, I115, and I116 PWR=1.12What is
the Paid NHPPD with a Worked NHPPD of:154What are the
Paid Caregiver Hours with Worked Caregiver Hours
of:7.254What are the Paid Fixed Hours* with Worked Fixed
Hours of: 1.64*These fixed hours are for staff who are
replacedEffect of Acuity: Part A=5 points; Part B=11
pointsInsert formulae into cells J125 and J126 to answer the
questions below:StandardAdj. AcuityPatient
Volume1250012500NHPPD6.626.62Acuity Level (in RVU)03A.
How many FTEs are needed to care for this patient volume (in
column labeled Standard)?5B. What is the difference between
the number of FTE needed for the actual volume, when acuity is
taken into consideration?11Total Points1000
&P
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Course Syllabus
Course Description
Examines personnel administration for line supervisors and
managers and integrates a systems approach to government
regulation of employment, employment laws, conflict
resolution, and performance-based personnel management.
Course Textbook(s)
No physical textbook is required; resources are integrated
within the course.
Instructor recommended:
American Psychological Association. (2010). Publication
manual of the American Psychological Association (6th ed.).
Washington, DC: Author.
Credits
Upon completion of this course, the students will earn 3 hours
of college credit.
Course Learning Outcomes
Upon completion of this course, students should be able to:
1. Propose leadership theories that could advance employee
motivation.
2. Discuss the impact of employment law on an organization's

policy on equal employment opportunity.
3. Assess the role of culture in human resource management
practices within a global organization.
4. Develop a human resource plan to address employee conflict.
5. Evaluate performance-based review processes.
6. Appraise the impact of different compensation strategies that
relate to employee motivation.
7. Create a training and development module for midlevel
business managers.
8. Analyze the impact of different collective bargaining
strategies on employee morale.
CSU Online Library
The CSU Online Library is available to support your courses
and programs. The online library includes databases, journals,
e-books, and research guides. These resources are always
accessible and can be reached through the library webpage.
To access the library, log into the myCSU Student Portal, and
click on “CSU Online Library.” You can also access the CSU
Online Library from the “My Library” button on the course
menu for each course in Blackboard.
The CSU Online Library offers several reference services. E-
mail ([email protected]) and telephone
(1.877.268.8046) assistance is available Monday – Thursday
from 8 am to 5 pm and Friday from 8 am to 3 pm. The library’s
chat reference service, Ask a Librarian, is available 24/7; look
for the chat box on the online library page.
Librarians can help you develop your research plan or assist you
in finding relevant, appropriate, and timely information.
Reference requests can include customized keyword search
strategies, links to articles, database help, and other services.
LibGuides

Think of a LibGuide (a Library Guide) as a mini-website to help
you with your assignments. It has relevant information such
as databases, e-books, and websites specific to your courses. If
you have any questions, please reach out to your friendly
MHR 6451, Human Resource
Management Methods
MHR 6451, Human Resource Management Methods 1
mailto:[email protected]
library staff.
Click here for the LibGuide for this course.
Unit Assignments
Unit I Article Critique
For this assignment, you will read an article that discusses
interviewing techniques, and you will then apply what you have
learned by creating your own set of interview questions. To
begin, navigate to the Business Source Complete database in
the CSU Online Library, and locate the following article:
Oliphant, G. C., Hansen, K., & Oliphant, B. J. (2008). A review
of a telephone-administered behavior-based interview
technique. Business Communication Quarterly, 71(3), 383-386.
Part I: After reading the article, summarize the purpose of the
study, and then answer the questions below.
What are the authors’ main points for conducting the study?

Do you agree with the authors’ findings?
What evidence from additional sources supports your opinion?
What are the reasons employers use the employment interview
to fill job openings?
How effective do you think behavior-based interviews that are
conducted via telephone are?
Briefly describe the main features of equal employment laws,
and tell how this article demonstrates these features.
Part II: Using the knowledge you have accumulated throughout
this unit, develop a minimum of five (but no more than eight)
non-discriminatory interview questions that you would ask
when conducting a telephone interview. These questions should
be listed on the last page of your critique.
Use the guidelines below to prepare your article critique.
Parts I and II combined must be at least three pages in length.
Summarize the article on page one. Identify the main topic or
question.
Identify the intended audience.
Think critically about the article and how it applies to the
course when answering the questions.
Organize the material logically by using smooth transitions and
by grouping similar material together.
Submit Parts I and II as a single document. Format your article
critique using APA style. Use your own words, and avoid
plagiarism. At least one source other than the article must be
used. All sources used must be referenced; any paraphrased
and quoted material must have accompanying citations in APA
format.
Unit II Case Study
Read the following article from Unit II’s Required Reading

(located in the Unit II Study Guide):
Lytle, T. (2015). Confronting conflict. HR Magazine, 60(6), 26-
31. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://s
earch.ebscohost.com/login.aspx?
direct=true&db=bth&AN=103708484&site=ehost-
live&scope=site
After reading the article, analyze the scenarios provided below,
and choose one to discuss in your case study paper. In your
case study, be sure to address the following items:
Begin the discussion by identifying which of the scenarios you
chose.
Include a brief statement that identifies your style of conflict
management.
Use the information provided in this unit to develop a process to
resolve the conflict.
Describe how you would handle the workplace investigation for
the chosen scenario.
As a result of a merger, the organization decided to decentralize
its human resource management (HRM) functions and
create area human resource (HR) generalists across the United
States. One of their responsibilities is to handle all
employee relations issues. You report directly to the senior vice
president of HRM in the corporate headquarters in New
York, and there is a dotted line reporting relationship to the
vice president of field operations in your area, which is located
in
the Midwest. You just arrived at your new location for this
position about six days ago.
Armed with the information you have learned in Units I and II
and aided by your own experience and ability to research,

please read the scenarios below, and select one for this
assignment. Please answer the questions, and follow the
guidelines presented.
Scenario #1:
It is Sunday evening, and you receive a phone call from an
employee, Ellen, who lives several states away. However, she
lives and works in your area of responsibility. Ellen is
emotional and states that she can no longer tolerate her young
coworker being sexually abused by the manager in their three-
person office. She gives you the coworker’s name and phone
number, and she tells you that the young woman wants you to
call her later that evening when her husband will be asleep.
As requested, you call the coworker, Tammy, and she states that
she is afraid of losing her job. Tammy is emotionally
upset and says that she fears that if her husband knows about
what the manager is doing, he will confront him at the office,
and there may be violence. Tammy informs you that the
manager has a violent temperament and is prone to explosive
http://libguides.columbiasouthern.edu/hrgrad
earch.ebscohost.com/login.aspx?direct=true&db=bth&AN=1037
08484&site=ehost-live&scope=site
outbursts.
Based on your knowledge of employment law, conflict
management, and investigation procedures, what would be the
best
way to handle this situation? For example, what laws are
involved? Where do you start? Who do you notify? When do

you
start? What do you tell the coworker (Ellen) and the employee
(Tammy) who made the complaint?
In this situation, you are the employee relations representative
for the organization. What is your role in the investigative
process? Describe the steps you will take to investigate this
employee complaint.
Scenario #2:
While conducting HR audits in the offices throughout your area,
the newly promoted area director catches up with you to
see how his offices are doing, and he invites you to lunch.
While at lunch, he confides in you that he feels very
uncomfortable with a certain highly regarded branch manager
because she is always touching him inappropriately, and she
does this in private as well as in front of her staff and vendors.
He has politely asked her in private to stop this flirtatious
behavior, explaining that it was unprofessional and that it
makes him uncomfortable. Her response was to laugh it off, and
she told him he was just too uptight.
She is a top performer, and he does not want to lose her or fire
her; however, he asks you to talk with her to reinforce his
request to stop the behavior.
What is your response to the area director? Based on your
knowledge of employment law, conflict management, and
investigation procedures, what would be the best way to handle
this situation? For example, what laws are involved? Where
do you start?
process? Describe the steps you will take to investigate this

employee complaint, and explain how you will resolve the
conflict.
Scenario #3:
Your senior vice president (SVP) of HRM has received a
complaint from two branch managers in your geographic area.
They are separate but similar complaints concerning Robert, the
SVP of Area Operations. Both managers say Robert
touches them and other women in the office inappropriately by
rubbing their shoulders; the managers also report that Robert
makes remarks about their alluring attire and comments that he
is in love with them for the great job they are doing.
Knowing you are housed in the same area office with this SVP,
your boss asks you if you can objectively investigate this
complaint. You talk it over with your boss and know he will
support your efforts, and you agree to do the investigation.
Almost as soon as you give your answer to your boss, you
receive a phone call from the area SVP’s wife, who somehow
already knows you will be interviewing her husband for a
harassment complaint. She is irate and states that the charges
are
ridiculous. She becomes belligerent and begins to degrade the
female managers.
Based on your knowledge of employment law, conflict
management, and investigation procedures, what would be the
best
way to handle this situation? For example, what laws are
involved? Where do you start? Who do you notify? When do
you
start? What do you tell the area SVP’s wife?

process? Describe the steps you take to investigate this
employee complaint.
In your response to the scenario you have chosen, follow the
guidelines below:
Be sure to include academic sources to support your
positions/conclusions. You are required to use at least two
outside
sources beyond the required reading for this unit.
Be sure that your analysis is highly relevant, thorough, and
remains on topic.
Accuracy should be strong, with close attention to detail in all
parts of the assignment.
Writing should be clear and concise with solid sentence
structure and should be free of grammar, punctuation, and
spelling errors.
Your paper should be at least three pages in length.
All sources used must be referenced; paraphrased and quoted
material must have accompanying citations in APA format.
Unit III Essay
Imagine that you are a director of performance management.
With this role in mind, briefly compare and contrast the
traditional annual evaluation method of performance appraisals
with the new real-time feedback coaching format. State
which method you support, and explain why. How do you think
Frederick W. Taylor would respond to the real-time feedback
coaching system? Explain.
Be sure to follow the guidelines below.
Your paper should be at least three pages in length (not
counting the title page and reference page).

Writing should include proper grammar, sentence structure, and
writing mechanics.
Organization should be logical, clear, and appropriate.
You should provide strong evidence of critical thinking.
Paragraphs should contain strong topic sentences.
The essay should begin with an introduction to the topic.
You should make use of logical transitions.
You must find at least two additional references in addition to
any of the required readings that you use for a total of five
references.
material must have accompanying citations in APA
format.
Your paper should be formatted in accordance to APA format.
Unit IV PowerPoint Presentation
Compensation Strategy for Knowledge Workers
To prepare for this assignment, review Waring’s article about
employee compensation, which is also listed in the required
reading section of the Unit IV Study Guide. Note: both links
contain the same information; only one needs to be reviewed.
Waring, D. (2013). How to design an employee compensation
plan [SlideShare slides]. Retrieved from
http://www.slideshare.net/FitSmallBusiness/how-to-design-a-
compensation-plan-dave?
ref=http://fitsmallbusiness.com/how-to-pay-employees/
Waring, D. (2013). How to pay employees – The ultimate guide.

Retrieved from http://fitsmallbusiness.com/how-to-pay-
employees/
You are the director of compensation for a midsized
organization. Prepare a PowerPoint presentation that justifies
the
implementation of a new compensation strategy that will
support the motivational needs of knowledge workers and
reinforce
the real-time performance appraisal system that the organization
has embraced. While your goal is to retain, motivate, and
grow the current workforce of multi-generational knowledge
workers, you must also justify to your senior management that
this compensation strategy is competitive in the marketplace.
Your presentation should describe a compensation program for
knowledge workers. The title of the knowledge worker’s
position is entirely up to you (e.g., sales executive I, systems
engineer III, etc.). You may use various sources (including the
lesson materials), but you must use at least one additional
resource from the CSU Online Library. Include a reference
slide,
and cite any sources used in proper APA format. Your
presentation should be a minimum of 12 slides in length—not
counting the title and reference slides. You may also use the
slide notes function to explain slide contents as necessary, but
this is not required.
Be sure to address the questions below in your presentation.
What is the compensation strategy being proposed?
Did employees provide input?
Who else provided input?
What incentives are included in the plan? How will it motivate
the employees?
How will employees determine fairness of the pay structure?

Why do you believe the employees will be satisfied with this
plan? Justify the compensation strategy that supports the
motivational needs of knowledge workers.
What is your communication plan for rolling out the new
program?
If you have never created a PowerPoint or need to brush up on
your skills, click here to watch a how-to presentation created
by the CSU Writing Center. To learn PowerPoint best practices,
click here to watch another presentation created by the
CSU Writing Center.
Unit V PowerPoint Presentation
Imagine that you have been tasked with creating a training and
development program for midlevel business managers in an
organization (you can use your actual organization or one that
you create). A midlevel manager is defined as a manager of
managers. You have to present your proposed training program
to your supervisor. To do this, you must decide on a training
model, conduct a needs analysis, write learning objectives, and
create the content of the training. For your assignment, you
will create a 12- to 14-slide presentation (not counting the title
and reference slides) that includes specific information as
outlined below.
The topic of the training can be any subject relevant to a
midlevel manager that we covered in the course, such as how to
deliver real-time coaching feedback, how to communicate
unfavorable news to employees (e.g., compensation status
changes), or how to communicate that a complaint has been
made against an employee concerning harassment. If you are
unsure that your topic is appropriate, contact your professor for
approval.
Be sure to include the information below in your PowerPoint

presentation.
Discuss your selected training process model, and describe why
you recommend this model.
Explain the steps you would have taken to conduct a needs
analysis.
State how this training links to the organizational objectives.
Provide a sample of two measurable course objectives (from
input objectives through impact objectives).
Present one of the program’s completed modules. For example,
this should be one or two of the objectives that inform or
engage the participants in an activity.
Be sure to cite any sources used in a reference slide with proper
APA style. In addition, a minimum of one academic source
that was not used in the Unit III Lesson or listed in required
reading must be used, cited, and referenced. If you need
assistance, the CSU library staff can help you with your
research for this assignment. You may also use the slide notes
function to explain slide contents as necessary, but this is not
required.
Unit VI Article Critique
Locate the following article in the Business Source Complete
database in the CSU Online Library:
http://www.slideshare.net/FitSmallBusiness/how-to-design-a-
compensation-plan-dave?ref=http://fitsmallbusiness.com/how-
to-pay-employees/
http://fitsmallbusiness.com/how-to-pay-employees/
https://www.youtube.com/watch?v=YyOBClOA72w
http://columbiasouthern.adobeconnect.com/powerpointbestpracti
ces/

Hurd, R. W. (2013). Moving beyond the critical synthesis: Does
the law preclude a future for US unions? Labor History,
54(2), 193-200.
This article is a reflective essay that assesses the strength of
comments made by Christopher L. Tomlins in his book The
State and Unions (1985), which looks back over the past quarter
century. Various predictions were made concerning union
decline and failed revival efforts as well as counterfeit rights
offered to the U.S. working class.
Using all of the knowledge accumulated in this unit and in
previous units, write a critique of the article. You may use other
academic resources to support your points as necessary. Your
critique must be at least three pages in length.
Your critique should address the questions below.
What are the author’s main points?
Do the arguments presented by the author support the main
point?
What evidence supports the main point? For example, if
Tomlin’s thesis that the New Deal offered only a counterfeit
liberty to labor is true, what effect does that have on employee
morale?
Briefly describe two collective bargaining strategies companies
use when dealing with unions. How can these strategies
affect employee morale?
What is your opinion of the article?
What evidence, either from the textbook or from additional
sources, supports your opinion?
Be sure to follow the guidelines below.
Accurately identify the premise and supporting points from the

article.
Provide an insightful and thorough analysis of the information
from the article, including using evidence as well as
reasonable and compelling interpretations.
Link material to course content and real-world situations.
Organize the material logically by using smooth transitions and
by grouping similar material together.
Cite all sources used; paraphrased and quoted material must
have accompanying citations in APA format.
Unit VII Case Study
Review the case study below, and answer the questions that are
provided. Provide complete and detailed responses to
each question. Your paper must be at least three pages in length.
The Closing and Relocation of a Call Center
In this case study, you are the regional human resource director
for a Fortune 500 company. You receive an unexpected
visit from your vice president of human resources (VP of HR),
who informs you that there is a reorganization taking place
within your company. He starts by explaining that the president
of the company has decided to retire after 28 years, and the
new president has decided to move the current headquarters
from the Northeast to Texas. No business reason was
provided. There will be almost 1,000 employees redeployed
since the company has existed in the Northeast for more than
75 years. This information will be released to employees within
the next week. The call center—with more than 500
employees, including your office that is located within it—will
also be relocated to another southern state. All employees will
be offered their current positions and a relocation package if
they wish to move. Those who do not want to relocate will be
given a severance package with outplacement services provided.

Mr. Davis, your VP of HR, is aware that you hired most of the
individuals working in the call center and that you are very
familiar with the culture and employee status. This news will be
devastating to the employees because they have made this
the most productive and efficient call center within this global
corporation. Mr. Davis came to get your advice on how to best
handle the communications plan for announcing this news in
your region.
Mr. Davis has taken care of notifications to the state and federal
government (i.e., the 60-day notice required according to
the Worker Adjustment and Retraining Notification [WARN]
Act, which announces that the business is relocating and that
employees will be redeployed). From previous experience, Mr.
Davis shares with you that you will be contacted by the state
to set up meetings so that the state may address all of the
employees concerning the state benefits and services available
to the employees.
Mr. Davis shares two important messages from the new
president: (1) Although this news may be unsettling to many
employees, business must be conducted in the same professional
manner as always, with the least amount of disruption;
and (2) whether the employees decide to relocate or not, while
they are employed, they must maintain productivity levels,
and their metrics will be monitored as usual.
Mr. Davis informs you that Mr. Woods, senior vice president
(SVP) of the region, who is responsible for the call center, is
being told of this reorganization via a conference call with his
boss on the West Coast and the president of the company.
Mr. Woods will be joining you and Mr. Davis to plan the
communications shortly. Mr. Davis wants to get a head start on
planning with you because he has a flight scheduled back to
headquarters that afternoon.

You begin to outline a plan for the communications strategy; for
example, you include information that will assist Mr. Woods
in preparation for his meeting with his direct reports where he
will deliver the news. Other questions you think about during
the development of the outline are as follows: What information
will Mr. Woods give to his direct reports this afternoon, and
what will he give them to share with their managers and
employees? Mr. Davis sees your outline, and he encourages you
to
develop your outline into a communication plan/plan of action
and to continue to share it with Mr. Woods.
Before Mr. Davis leaves for the airport, he asks you to report
back to him with any issues or difficulties you are experiencing
with employees. Mr. Davis also asks that you report the
following information to him: How many employees do you
think will
want to relocate? What do they want to know about the new
location? What can he do to help answer these questions for
the employees? What can he do to assist you with the
communication plan or any activities you plan within the next
60-day
period? Mr. Davis gives you all of his contact numbers and
reminds you that he is available to you for questions and
concerns at any time.
Analyze the information presented in this case study, present
your communication plan, and answer the questions below.
Your case study paper should be at least three pages in length
and should follow APA guidelines.

Your communication plan should address the following
questions:
What are your concerns? For example, how will you motivate
the employees to stay throughout the 60 days if they have
other job offers? How will you motivate all employees to
maintain their productivity levels?
In the article “Semper Fidelis! A Recipe for Leading Others,”
which is part of your Required Reading for this unit, Aubrey
Daniels describes how a person earns leadership status and
explains the importance of positive reinforcement. How will
your plan help you to establish yourself as a positive reinforcer?
What leadership style does Mr. Davis exhibit?
Propose at least three leadership theories that could be applied
to this situation. How will these theories advance or
affect employee motivation?
You are required to incorporate information from at least three
sources in the required reading for the unit as well as two
additional sources in your response. All sources used must be
referenced; paraphrased and quoted material must have
accompanying citations and references. Your paper should be
formatted in APA style to include a title page and reference
page.
Unit VIII Essay
For this assignment, you will write an essay that assesses the
role of culture in human resource management practices
within a global organization. Give examples of how cultural
differences may affect at least two human resource (HR)
functions. Examples of these functions may include recruitment
and hiring, employee and/or management development,
performance reviews, promotions, compensation, and benefits,
but you are not limited to these functions.

Your essay should follow the guidelines below.
Writing should include proper grammar, sentence structure, and
writing mechanics.
The organization of the paper should be logical, and you should
include an introduction section with a clear thesis statement
as well as a conclusion section.
Your paper should be at least three pages in length.
You must use a minimum of two outside sources.
material must have accompanying citations in APA format.
Your paper must be formatted in APA style to include a title
page, running head, and reference page.
There are two additional references identified below that you
may find helpful when completing this assignment, but you are
not required to use them.
In order to access the following resources, click the links
below:
The Economist Intelligence Unit Limited. (2015). What's next:
Future global trends affecting your organization: Engaging and
integrating a global workforce. Retrieved from
http://futurehrtrends.eiu.com/report-2015/executive-summary/
Von Glinow, M. A., Drost, E. A., & Teagarden, M. B. (2002).
Converging on IHRM best practices: Lessons learned from a
globally distributed consortium on theory and practice. Human
Resource Management, 41(1), 123. Retrieved from

earch.ebscohost.com/login.aspx?
direct=true&db=bth&AN=13641428&site=ehost-
live&scope=site
APA Guidelines
The application of the APA writing style shall be practical,
functional, and appropriate to each academic level, with the
primary purpose being the documentation (citation) of sources.
CSU requires that students use APA style for certain papers
and projects. Students should always carefully read and follow
assignment directions and review the associated grading
rubric when available. Students can find CSU’s Citation Guide
in the myCSU Student Portal by clicking on the “Citation
Resources” link in the “Learning Resources” area. This
document includes examples and sample papers and provides
information on how to contact the CSU Success Center.
Grading Rubrics
This course utilizes analytic grading rubrics as tools for your
professor in assigning grades for all learning activities. Each
rubric serves as a guide that communicates the expectations of
the learning activity and describes the criteria for each level
of achievement. In addition, a rubric is a reference tool that
lists evaluation criteria and can help you organize your efforts
to
meet the requirements of that learning activity. It is imperative
for you to familiarize yourself with these rubrics because
these are the primary tools your professor uses for assessing
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Unit I Introduction to Human Resource Management and
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N5341 Staffing Module AssignmentN5341 Staffing Module

Assignment
Preliminary Data
Definition of Staffing Terms: To build a body of knowledge
regarding the development of a staffing budget and later be able
to create actual staffing plans, the registered nurse must first be
familiar with the following terms and their definitions.
Nursing Hours Per Patient Day (NHPPD): A unit of measure
that defines the average number of hours of nursing care
delivered to each patient in a 24-hour period.
Hours Per Workload Unit (HPWU): A unit of measure that
defines the average number of hours worked per workload unit.
The workload unit can be number of visits, number of meals
served, number of square feet cleaned, number of operating
room minutes, and others, depending on the department worked.
There is a direct relationship between the workload and the
amount of resources (RNs, LVNs, Aides, Dietary Aides, OR
staff, etc.) needed.
Patient Day (PD): One patient occupying one bed for one day.
Typically, counted at midnight. For example, a patient admitted
to a nursing care unit at 11:50 p.m. will be counted in the
midnight census for that unit; therefore will be counted as one
patient day.
Average Daily Census: Patient days in a given time period
(daily, weekly, monthly, or annual) divided by the number of
days in the time period. It is also used to define the average
number of total inpatients on any given day.
Variable Hours of Care: A component of NHPPD that measures

the amount, in time, of care directly provided to the patient by a
caregiver, e.g. RN, LVN, aide. It does not take into account
fixed hours of care. Variable hours of care are also referred to
as caregiver hours.
Fixed Hours of Care: A component of NHPPD that reflects the
indirect care provided by nursing staff, e.g. unit secretary, nurse
manager, clinical nurse specialist. This unit of measure is a
constant, meaning that it is not dependent upon the acuity of the
patient, or the volume of patients when calculating the staffing
pattern.
Full-Time Equivalent (FTE): The equivalent of one full-time
employee working for one year. It is calculated based upon 40
hours per week for 52 weeks, or 2080 hours. It includes both
productive and nonproductive time. One employee, working
full-time for one year (2080 hours) is one FTE. Two employees,
each working 20 hours per week for one year (1040 hours each),
are the equivalent of one FTE.
Replacement FTE: The number of FTEs required to replace non-
worked hours.
Worked Hours: The actual number of hours worked, including
both regular and overtime hours, orientation hours, on-call
hours, callback hours, and training/education hours. Also known
as productive hours.
Non-Worked Hours: The hours for which an employee is paid,
but are not worked. Examples include vacation, sick, jury duty,
holidays, funeral leave, paid time off, etc. The Fair Labor
Standards Act dictates what an institution must include as non-
worked hours. Also known as nonproductive hours.
Paid Hours: The total amount of worked and non-worked hours
an employee is paid for.

Position: One person working one job, regardless of the number
of hours that person works. A position is not the same as an
FTE.
Shift: A designated number of hours that an employee works in
a 24-hour period. A shift could be 4, 8, 10, 12, or even 16 hours
in length. In this module, one shift will be considered as 8
hours.
Paid to Worked Ratio (PWR): Paid hours divided by the
difference between paid and non-worked (nonproductive) hours.
The PWR is calculated to determine the number of paid
FTEsrequired. For example, one FTE is paid 2080 hours in one
year. This FTE has 265 nonproductive hours (vacation, holiday,
sick, etc.). PWR=2080/(2080-265)=1.15.
Worked FTE: The number of FTEs required to provide patient
care on a daily, weekly, monthly, or annual basis.
Paid FTE: The actual number of worked FTEs plus the
replacement FTEs needed during vacation, education, training,
etc. to staff a cost center.
Cost Center: A unit or department in an organization.Putting the
Definitions to Use
Use the Excel™ Spreadsheet provided to document your
answers. All calculations must be done using formulas in the
spreadsheet, where applicable. Be sure to check your worksheet
before submitting the assignment to ensure that when the reader
clicks in a cell, the formula used to calculate the response is
visible in the function bar.
Calculating an FTE
Remember, an FTE is based upon the designated number of

hours needed to cover a specified number of shifts during a
specific time period. The time period may be per week, per pay
period (usually two weeks) or per year. A shift is 8 hours of
worked time. Below are some examples of how an FTE is
calculated:
· FTE = Number of shifts assigned to work every pay period. A
Full-time employee works 10 shifts every two weeks, and this
equals 80 hours in a pay period. An employee who is full-time
would not necessarily have to work 10 shifts as long as they
worked 80 hours. However, for the purposes of this module, all
shifts are to be considered 8 hours long, so the employee must
work 10 shifts to be considered full-time.
· FTE = Worked hours hours per pay period for full-time
employee
FTE = 40 worked hours 80 hours = 0.50 FTE
· Hours = FTE x Hours paid per pay period for full-time
employee
· Hours = 0.50 FTE x 80 = 40 hours (number of hours that a
0.50 FTE would be scheduled to work in a pay period)
· Shifts = Hours per pay period Hours in a shift
Shifts = 80 hours per pay period 8 hours = 10 shifts per pay
period
10 shifts = 80 hours per pay period = 1.00 FTE
1 shift = 8 hours per pay period = 0.10 FTE
For each of the following scenarios, complete your answers
using your knowledge of Excel basic formulas on the Worksheet
provided in the Assignment Drop Box:

FTEs
ONE WEEK
HOURS
ONE WEEK
SHIFTS
ONE PAY PERIOD HOURS
ONE PAY PERIOD SHIFTS
0.2
8
1
16
2
0.4
0.6
0.8
1.0
2.0

Great!!! You have now mastered being able to calculate the
number of shifts and hours that a designated FTW works in one
week and in one pay period. Using the same principles, you
could also calculate the number of hours and shifts an FTE
would work in a month, quarter, or year.
The next step is to be able to compute the number of FTEs
needed to staff for one week based on the number of shifts
required. To be able to calculate this number, you need to know
the following:
· FTEs = Total Shifts 5 shifts (shifts worked by 1 FTE per
week)
· FTEs = An RN works 5 shifts per week. How many FTEs are
required?
FTE = 5 5 = 1.00 FTE
Now, it’s your turn again!!! Fill in the missing shifts and FTEs,
using Excel formulas:
STAFF
S
M
T
W
T
F
S
SHIFTS
FTEs*
NM
0
1
1
1
1
1

0
5
1.0
RN
5
6
6
6
6
6
5
LVN
4
3
3
3
3
3
4
NA
4
4
4
4
4
4
4
US
1
1

1
1
1
1
1
TOTAL
14
15
15
15
15
15
14
*Format FTEs to 1 decimal place.
Calculating NHPPD
Were the previous calculation exercises easy for you to
complete? Great!! The next few are just as easy, but they begin
to combine the elements of required nursing hours per patient
day and the unit’s FTE requirements. But, before we get to that,
you need to know how to derive the NHPPD and its related
components.
Let’s get started!
The numbers of FTEs allocated to a nursing unit are based
upon the NHPPD for that particular unit’s patient population
and acuity. A variety of sources are available to compare your
unit’s NHPPD with other units. In many cases there are national
nursing standards that can be used as comparative data (like
units, with the same type of patient population, are compared to
each other). These units with the same or similar patient types
usually have common nursing care requirements. When this is
true, those nursing unit’s NHPPD are averaged to create a

standard NHPPD. This number can only be used as a guide to
determine the NHPPD for your unit, because differences such as
geography, nursing care delivery system, support services
available, and other variables may not be accounted for.
Why is it important for RNs to understand the concept of
NHPPD and know their unit’s hours? Simply put, NHPPD
defines how much nursing care each patient on the unit requires
in a 24-hour period. In a sense, it defines the level of care
required. Without it, the staffing might be based upon volume,
rather than patient needs, and nursing care in acute care units
should be based upon the needs of the patient.
In one example, a total of 103 shifts were worked by the
distribution of staff given for one week. For a particular week,
this unit experienced 85 patient days. From this data, one can
calculate the NHPPD:
· NHPPD = Total shifts per week x 8 hours per shift
Number of Patient Days
NHPPD = 103 x 8 = 9.69
85
Now, here is one for you to figure out. Please calculate the
NHPPD for the following unit, using Excel formulas to
complete your calculations:
Unit 3A has had 61 patient days in the past week, with a total of
98 shifts staffed. What was 3A’s NHPPD for that time period?
NHPPD* = ___________________________________
*Format NHPPD to 2 decimal places.
As we said earlier, NHPPD is a compilation of different types
of hours, one of which is Variable Hours of Care or Caregiver
Hours. Remember, variable hours of care delineates those hours
of care that are directly provided to the patient by a caregiver,
defined as the RN, LVN, or nurse aide. Calculating Caregiver
Hours gives us how many hours within the NHPPD are spent
providing direct nursing care. It is calculated:

· Caregiver Hours = Total shifts of RNs, LVNs, & NAs x 8
hours per shift
Patient Days
In one example, the total shifts calculated = 103. There
were 12 non-caregiver shifts (NM and US), which leaves 91
Caregiver shifts. Assuming the same number of patient days
(85) from above, calculate the Caregiver Hours:
Caregiver Hours = 91 x 8 = 8.56
85
Using the situation described previously for Unit 3A, calculate
the Caregiver Hours where there were 54 RN shifts, 14 LVN
shifts, and 13 NA shifts. Use formulas in Excel for your
calculations.
Caregiver Hours* = __________________________
*Format the Variable Hours of Care (Caregiver Hours)
calculation to 2 decimal places.
We hope that you noticed that your Variable Hours of Care did
not equal the number you got for NHPPD. Great!! That is
because we have not taken into account yet the Fixed Hours.
Fixed Hours of Care are the hours required for indirect care for
every patient on a unit. Fixed hours are comprised of the
secretarial work, management of the unit, and non-direct patient
care (e.g. patient teaching done by a CNS). Remember, this
number is constant, since it is not affected by acuity or volume.
· Fixed Hours of Care = Total shifts of NM, US, etc x 8 hours
per shift
Patient Days
From our first example, calculate the number of shifts
worked by the NM and US. Using the same patient days of 85,

calculate Fixed Hours of Care for this unit:
Fixed Hours of Care = 12 x 8 = 1.13
85
Are you ready? Using the same situation for 3A and knowing
that there are 5 Nurse Manager shifts, 5 CNS shifts, and 7 Unit
Secretary shifts, calculate the Fixed Hours of Care: Again, use
formulas in Excel to complete your calculations.
Fixed Hours of Care* = ______________________
*Format calculation to 2 decimal places.
Hopefully, when you add your answers for the Caregiver Hours
and Fixed Hours of Care, you came up with the answer you
originally got for your NHPPD. Remember, this occurs because
NHPPD is a combination of Variable (Caregiver) Hours and
Fixed Hours of Care.
Calculating Paid FTEs and Positions
WOW!!! Your brain is probably already on overload, but the
best is yet to come!!! Now, if you believe that, we have some
beach front property in Arizona for sale… Interested?
Seriously, to complete the determination of staffing process,
you must know how to figure paid FTEs and the number and
type of positions needed. Paid FTEs differ from the FTEs you
have previously figured because paid FTEs include both worked
and non-worked hours. What you have done so far is to
calculate worked FTEs.
· Non-worked Hours = Total shifts non-worked x 8 hours per
shift
An example of calculating Non-worked Hours for a full-time

employee is as follows:
Sick leave = 10 shifts per year
Vacation = 15 shifts per year
Holidays = 8 shifts per year
Training = 5 shifts per year
Misc. = 2 shifts per year
Total = 40 shifts per year
Non-worked Hours = 40 shifts x 8 hours = 320 hours per
employee
Note: The number of non-worked hours for an employee is
determined by the organization, which ensures consistent
allocation of non-worked hours allocated. Although employees
with seniority might have more vacation hours than new
employees, for the purposes of this module, all employees have
the same allocation of non-worked hours.
Here goes! Is your computer smoking yet??? Calculate the
number of Non-worked Hours for any employee of 3A, using
formulas in Excel, based upon the following data:
Sick leave = 12 shifts per year
Vacation = 10 shifts per year
Holidays = 6 shifts per year
Training = 3 shifts per year
Misc. = 3 shifts per year
Total = 34 shifts per year
Non-worked Hours = _________________
Calculating the non-worked hours is essential prior to figuring
the Paid-to-Worked Ratio (PWR) for an organization. The PWR
allows you to determine the total number of paid FTEs required
to staff your nursing unit. As explained earlier, paid FTEs is a

combination of worked FTEs and the replacement FTEs needed
when, for example, someone is on vacation, ill, or at an
education seminar. Replacement FTEs are necessary in order to
maintain established staffing patterns by replacing an employee
(who is calculated in Caregiver Hours) who is off, on vacation,
etc. with a person of equal skill classification (RN for RN, LVN
for LVN, etc.). Replacement FTEs need to be budgeted when the
staffing pattern is established so that you are not using overtime
to staff the unit, or staffing at levels below requirements. Paid
FTEs is a requirement for being able to put a dollar figure to a
staffing plan.
· PWR = Annual Paid Hours for a full-time employee
(Annual Paid Hours) – (Non-worked Hours)
Using an example of 320 non-worked hours per employee,
PWR = __2080___ = 2080
2080-320 1760
PWR = 1.18
To calculate paid FTEs required, multiply the worked FTEs for
each classification of employee times the PWR.
· Paid FTEs = Worked FTEs x PWR
Using an example of having 6.6 worked FTEs of NA, and the
PWR calculated above, calculate the number of Paid FTEs
required:
Paid FTEs = 6.6 x 1.18 = 7.79
*Format Paid FTEs to 2 decimal places
Remember that when an employee who is off is not replaced
with another comparable employee, such as the nurse manager
or clinical specialist, the Paid FTEs are equal to Worked FTEs.

Calculate the Paid FTEs (Worked FTEs plus replacement) in the
following staffing plan, using PWR = 1.18. Put your formula in
the appropriate cells in Excel.
STAFF
S
M
T
W
T
F
S
SHIFTS
WORKED FTEs
PAID FTEs*
NM
0
1
1
1
1
1
0
5
1.0
RN
5
6
6
6
6
6
5
40

8.0
LVN
4
3
3
3
3
3
4
23
4.6
NA
4
4
4
4
4
4
4
28
5.6
US
1
1
1
1
1
1
1
7
1.4
TOTAL

14
15
15
15
15
15
14
103
20.6
*Format Paid FTEs to 2 decimal places.
Easy, isn’t it? Well, you are almost done with this section.
Close your eyes, take a deep breath, and forge onward! Now we
are going to learn how to assign positions to a staffing pattern.
Positions do not designate time: they designate space or the
number of employees needed for a specific skill type, e.g. RN.
A positionis not the same thing as a FTE! As obvious as it may
seem, let us say that it is important to have the correct number
of positions so that you will have the correct number of staff to
implement the staffing pattern.
In a staffing pattern that gives every other weekend off, the
number of positions required is equal to the total number of
shifts worked on weekends. As before, assume each shift
worked is an 8-hour shift. Let’s say that on a typical nursing
unit at your facility the number of RN shifts worked every
Saturday and Sunday are five, and six RN shifts are worked
Monday through Friday. The number of RN positions required
would be 10. For positions that are not replaced by another
comparable employee (e.g. Nurse managers), the number of
positions needed for that skill classification is equal to the
actual number of employees in that classification. For example,
if you have one Nurse Manager, you only need one position of
NM.

Determine the number positions required for each skill
classification in the staffing pattern below. Watch out!! If you
determine the total number of positions needed by adding the
total shifts for Saturday and Sunday you will be WRONG
because the NM doesn’t work on those days; you will not have
counted that “position!” To get the accurate number of total
positions, add the column of positions for each skill
classification:
STAFF
S
M
T
W
T
F
S
SHIFTS
WORKED
FTEs
PAID FTEs
POSITIONS
NM
0
1
1
1
1
1
0
5
1.0
1.0
1
CNS

0
1
1
1
1
1
0
5
1.0
1.0
1
RN
2
3
3
3
3
3
2
19
3.8
4.48
4
LVN
3
3
3
3
3
3
3
21
4.2
4.96
NA

2
4
4
4
4
4
2
24
4.8
5.66
US
3
3
3
3
3
3
3
21
4.2
4.96
TOTAL
10
15
15
15
15
15
10
95
19.0
22.06
PWR = 1.18

Putting it all Together
Okay. Now it’s time to give you a real brain teaser. Let’s see if
you can put it all together.
Complete the information for the following staffing pattern.
Assume 8 hour shifts, PWR = 1.15, and 220 patient days for a
one-week period:
STAFF
S
M
T
W
T
F
S
SHIFTS
WORKED
FTEs
PAID FTEs
POSITIONS
NM
0
1
1
1
1
1
0
CNS

0
1
1
1
1
1
0
RN
6
6
6
6
6
6
6
LVN
2
3
3
3
3
3
2
NA

6
8
8
8
8
8
6
US
2
2
2
2
2
2
2
TOTAL
Inserting the appropriate data from above, calculate the

following using formulas in Excel:
Calculate NHPPD: _____________________
Calculate Variable Hours: _________________
Calculate Fixed Hours: ____________________
Determining Paid NHPPD
Up to this point, you have been learning how to determine
Worked NHPPD and its components. Below are formulas for
calculating the Paid NHPPD. For each question below, use
formulas in the Excel answer sheet to display your answer.
· Paid NHPPD = Worked NHPPD x PWR
Using an example where a unit had a NHPPD of 9.69, and the
allocated PWR of 1.12, calculate the Paid NHPPD:
Paid NHPPD = 9.69 x 1.12 = 10.85
What is the Paid NHPPD with a Worked NHPPD of 15?
· Paid Caregiver Hours = Worked Caregiver Hours x PWR
The Variable Hours for that unit was 8.56. With a PWR of 1.12,
calculate the Paid Caregiver Hours:
Paid Caregiver Hours = 8.56 x 1.12 = 9.59
What are the Paid Caregiver Hours with Worked Caregiver
Hours of 7.25?
· Paid Fixed Hours = Worked Fixed Hours x PWR
The Fixed Hours for our earlier example was 1.13. With a PWR
of 1.12, calculate the Paid Fixed Hours:
Paid Fixed Hours = 1.13 x 1.12 = 1.26
What are the Paid Fixed Hours with Worked Fixed Hours of
1.6?
Note that you can calculate the Worked elements of NHPPD by
dividing the paid NHPPD by the PWR. For example, if you
know the Paid NHPPD is 10.85 and the PWR is 1.12, then the
Worked NHPPD is 10.85 1.12 = 9.69.

Acuity and its Influence
Just knowing your average daily census (ADC) and NHPPD may
not be enough to create an accurate staffing pattern because
these elements do not take into account the actual severity of
the patients. If you are currently using an acuity system that
assigns a numerical score to the severity level of the patients on
your unit, you can adjust your staffing pattern to take into
account the influence of patient severity.
· Acuity = Average Acuity Score x Patient Volume for a
Specified Time
The Specified Time Period
You have calculated 12.85 NHPPD for a unit that has 61
patient days in one week (ADC=8.7). Assume an acuity on that
unit of 2 (on average, each patient requires 2 RVUs); calculate
Adjusted Daily Census (reflects acuity):
Acuity = 2 x 3176 Annual Patient Days
365 Days
Acuity = 6352 Adjusted Patient Days
365 Days
Acuity = 17.4 Adjusted Daily Census
This value equals an adjusted average daily census that reflects
the acuity of that patient population. The staffing pattern is then
configured based on this adjusted average daily census. For
example, with an ADC of 8.7 and NHPPD of 12.85, you would
need 13.97 FTE. Factoring in the acuity value would indicate
that you now need 27.9 FTE (17.4 patients * 12.85 NHPPD ÷ 8
hour shifts) to care for those 8.7 patients because of the acuity
level.
To further see how FTEs change in relation to the addition of
acuity, please follow this example:
A nursing unit has been told that they must maintain a worked
NHPPD of 6.62 hours. The baseline workload unit volume is
12,500 patient days, requiring 39.78 worked FTEs. Remember
how to calculate that? 6.62 NHPPD x 12,500 patient days =
82,750 hours/year. 82,750 2080 (hours worked by 1 FTE) =
39.78 worked FTEs. The workload unit volume, with an acuity

of 1.08 factored, is now 13,500 patient days. The worked FTEs
that would be required to care for this adjusted patient day
volume would be:
FTEs = NHPPD x Adjusted Workload Volume
2080 hours
FTEs = 6.62 x 13,500 = 42.97
2080
An additional 3.19 FTEs are needed to account for the acuity of
the patient population and to maintain a worked NHPPD of
6.62.
How many more FTEs would be needed with an acuity level of
3.0 for this same volume of patients and 6.62 NHPPD? Use
formulas in Excel to calculate your answer.

Sheet1Assignment 1AvailableActualStudent Answer Sheet Complete ea.docx

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Sheet1Assignment 1AvailableActualStudent Answer Sheet Complete ea.docx