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In Chapter Two, we learned a number of possible models that can be used to frame the Human Resource function in organizations.
Describe either a positive or negative experience that you had had with the Human Resource function.
In the experience that you had, which model did you experience? Explain why you chose this model.
If you have not had an interaction with Human Resources, which of these models would work best for you as a future health care leader?
DISCUSSION NUMBER 2In Chapter Five, we learned about the importance of a leader- employee relationship.Simon Sinek is an ethnographer by training and an adjunct of the RAND Corporation. He writes and comment regularly for major publications and teaches graduate-level strategic communications at Columbia University.He explore how leaders can inspire cooperation, trust, and change. He is the author of the classic Start with Why; His latest book is Leaders Eat Last.Watch the video “Why good leaders make you feel safe”.What do you think are the key takeaways for you as a future or current health care leader?Explain why you made these choices and how they may affect you as a future healthcare leader.https://youtu.be/lmyZMtPVodoClick on the appropriate forum and then select the Create Thread button to write your response. After you are finished answering the question, click on the Submit button located at the top right-hand corner of the page.Read each question — there may be more than one.Post your responses in the appropriate threads. Students are required to make their initial post by Thursday at 11:59 p.m. (Pacific Time zone).Responses should be at least 200 words or more. You must research answers and all answers must include reading citations, with page numbers, parenthetical style (Author, Date: page#), and the source listed APA style at the end of .Respond to at least two of your classmates’ postings. Responses should be at least 100 words or more. Responses are due by Sunday at 11:59 p.m. (Pacific Time zone).Review your postings to see who has responded to you.Be sure to answer ALL QUESTIONS.Best approach: Just “talk ” to your fellow students. Have a conversation. If you do not count how many times you connect with your fellow students, you will give more than adequate responses. Prompt discussion, not make a simple comment, such as “good work!” There will be no credit for such responses that end rather than foster discussion. Address fellow students with respect and acceptance that there may be a variety of personal views.
Course Name: HCA 628 – Human Resources Management – Week One Desired Completion Date: Friday, March 27, 2020 Voiceover Preference: Female Specific Contractor (If Applicable): Slide 1 Welcome to the Week One lecture for HCA 628 Human Resources Management. Slide 2 This is the main navigational menu. This week you will be covering Chapters 1-5 in your textbook. Click on Chapter 1 to begin. Slide 3 Chapter One – An Overview of Human Resources Slide 4 • • Slide 5 • • • • • • • • Slide 6 • • • • • • • • • HR started as an employment office: – This relieved managers of the responsibility for hiring employees. – This freed up their time. Up until the first World War, people infrequently changed jobs. As the volume of work increased, the position became full-time. Clerks from many areas within an organization were brought together in a single location. A supervisor was appointed to oversee the activities of several clerks. This led to consistency in hiring practices. After being hired, employees had to be paid. Because all employees received pay, responsibility for payment was assigned to a Paymaster. Paymasters worked for business units or departments. Each had slightly different procedures. Withholding gradually became necessary to comply with government requirements. This task was initially assigned to Payroll. It became an HR operation when Payroll was assigned to Personnel. The scope of payroll has continued to expand. Payroll operations are now commonly outsourced. Fringe benefits were created to entice workers to stay with their employers. Because they related to workers, the task of administering fringe benefits was assigned to Personnel. Worker compensation and retirement programs were created. The size of payroll grew. Slide 7 • • • Slide 8 Slide 9 Chapter Two: How Human Resources Fits into an Organization • • • • • • • Slide 10 • • • • • • • • Slide 11 The National Labor Relations and Wagner Acts expanded opportunities for employees to form unions. Responsibility for complying with legal requirements related to unions was assigned to Personnel. The title Personnel was gradually replaced by Human Resources in recognition of growing and complex responsibilities related to employees. • HR typically reports to: – Chief Executive Officer (CEO) – Chief Operating Officer (COO) The CEO is preferred: – This strengthens the HR Department – Preserves independence – Limits conflicts of interest – Avoids inter-departmental conflict Line departments perform the work of an organization Staff departments facilitate the work of an organization Line creates product and generates revenue Staff helps line departments to operate Staff rarely generates revenue Staff departments can be removed, and product or services will usually continue to be produced for a time. Such interruptions impair the efficiency of line operations. In health care, staff departments include housekeeping, finance, environmental services and maintenance. Starts with lowest person, often performing a simple job or task. Reports to a supervisor. Authority limited to department or persons directly supervised. Each supervisor reports to a higher-level manager. Eventually, the chain ends with the CEO. Factors affecting Human Resources: – Placement in an organization – Perception of HR by other employees – Behavior of HR staff and managers – Expectations by senior managers – Education of HR employees • Models of HR organization: clerical, counseling, industrial relations, control, and consulting. Most are reactive. Slide 12 • • Relatively common in hospitals and other service organizations Typical HR responsibilities: – Advocate for employees – Provide resource to managers for people problems – Resolve disputes and disciplinary issues – Place a high priority on preserving privacy and confidentiality – Stress training and development – Maintain a posture that is primarily reactive Slide 13 • Hall Agenda-Setting Model – Legitimacy – Feasibility – Support Policy Triangle – Policy context – Policy process – Policy content – Actors • Slide 14 • • • • • Slide 15 • • • • • Slide 16 Slide 17 CEO’s attitude toward HR emulated by subordinates. Establishes standing of HR within an organization including the respect given to HR by others. Determines how much power or influence an HR department will be able to exercise. Human resources departments that have power or influence are respected and vice versa. Respect leads to involvement and interdependence throughout an organization. Most expect HR to supervise recruitment, administer compensation and benefits programs, and maintain personnel records. Some want HR departments to provide advice and counsel on employee matters. Some expect HR head to serve as a personal advisor for personnel issues. CEOs may expect someone in HR to monitor activities related to labor relations in unionized working environment.t Occasionally, HR is ignored. Chapter Three: The Legal Framework of Contemporary Human Resources • Key legislation that has affected HR: • • • Slide 18 • • • Slide 19 • • • • • • • Slide 20 • • • Slide 21 • • Norris-LaGuardia Act (1932) – encouraged union formation and activities National Labor Relations Act (1935) – compelled management to negotiate with unions (also known as the Wagner Act) Social Security Act (1935) – established social insurance Fair Labor Standards Act (1938) – established a minimum wage. Labor Management Relations Act (1947) – amended Wagner Act and established 80- day “cooling off” period during a strike (also known as the Taft-Hartley Act). Labor-Management Reporting and Disclosure Act (1959) – imposed reporting and disclosure requirements (also known as the LandrumGriffen Act). Equal Pay Act (1963) – requires that all persons performing the same job receive the same wage. Civil Rights Act (1964) – Title VII prohibits discrimination in the workplace; created Equal Employment Opportunity Commission (EEOC) to enforce antidiscrimination requirements of Title VII. Age Discrimination in Employment Act (1967) – prohibits discrimination on the basis of age for all people over 40. Occupational Safety and Health Act (1970) – established standards for worker safety; created National Institute of Occupational Safety and Health to establish standard and Occupational Safety and Health Administration to enforce them. Health Maintenance Organization (HMO) Act (1973) – eliminated barriers to HMO formation. Rehabilitation Act (1973) – prohibited discrimination in hiring and promoting handicapped persons. Employee Retirement Income Security Act (1974) – established requirements for employee retirement plans. Taft-Hartley Amendments (1975) – extended requirements of the TaftHartley Act to non-profit organizations Pregnancy Discrimination Act (1978) – prohibits discrimination of pregnant women Consolidated Omnibus Budget Reconciliation Act (1986) – requires employers to offer health insurance to discharged employees (paid for by the employees) for up to 36 months Immigration Reform and Control Act (1986) – prohibits employers from hiring persons in the USA illegally. Pension Protection Act (1987) – requires adequate funding of pension plans. • • • Slide 22 • • • Slide 23 • • • • • • • Slide 24 Slide 25 Slide 27 Family and Medical Leave Act (1993) – mandates employers to grant unpaid leave to employees experiencing family medical problems Retirement Protection Act (1994) – increased premiums for government-provided pension insurance Small Business Job Protection Act (1996) – simplified pension administration requirements Line managers should know basic organizational policies and guidelines. HR should assist with writing or reviewing position descriptions. HR should conduct wage and salary studies; deviations should be undertaken only after discussion and permission has been granted. Considering employee relations: Line managers must know their limits and boundaries before becoming involved in employee problems. HR should administer an employee appraisal program. HR should coordinate discipline issues. Chapter Four: Human Resource Activities and Managers • • Slide 26 Drug-Free Workplace Act (1988) – requires employers to maintain drugfree working environments. Employee Polygraph Protection Act (1988) – prevents most employers from using polygraphs during hiring. Worker Adjustment and Retraining Notification Act (1988) – requires employers to provide advance notice of layoffs. • Nearly universal HR tasks: – Employment and recruitment – Compensation and benefits administration – Employee relations Not quite as common: – Employee health and safety – Training and development – Security – Childcare – Award and recognition programs – Equal Employment Opportunity / Affirmative Action • Reflects the background and experiences of individuals as they rose to supervisory and managerial positions. Reflects organizational culture in which they have worked. • HR services are usually available. Slide 28 • • Savvy supervisors use them and learn to work with HR. Unsuccessful supervisors generally ignore this advice. • • Employee participation should be more than mere words. Successful managers provide opportunities for their employees to gain some managerial experience. This requires trust and willingness to allow employees to struggle and possibly fail. The reward is enlightened and capable employees. • • Slide 29 Slide 30 Chapter Five: The Manager-Employee Relationship • • • • Slide 31 • • • • • Slide 32 • • • • • Slide 33 • • • • • Many jobs are inherently boring. Supervisors may have control over the jobs. By treating people with courtesy and respect, managers can often be effective in helping their employees to tolerate boring or repetitive jobs. This is especially so in healthcare settings with irregular shifts (nights and weekends). Reality and perception of employees often differ Physical visibility is important to many employees Managers that are visible often have better rapport and standing with their employees than those who remain in an office Visibility of a supervisor is often interpreted as being synonymous with caring about employees Absentee management should be avoided They have an advantage in terms of potential access to employees. More senior managers must follow established channels of communication. Senior managers must be careful not to undermine first-line supervisors. Employees with honest access to first-line supervisors tend to be less frustrated. Supervisors should keep appointments. Actions speak louder than words. Successful supervisors demonstrate their beliefs rather than talk about them. A lack of congruence between actions and words usually leads to resentment by employees. If plans must be changed or unusual actions must be taken, employees appreciate being so informed. Most will understand and usually be forgiving. Slide 34 • • • • • Slide 35 • • • A successful supervisor cultivates and maintains one-to-one relationships with all employees. This usually enhances productivity. Noticing less productive employees often boosts both morale and productivity. Increase visibility by walking around. Frequent informal or one-on-one conversations facilitate positive employee relations. 20% or fewer of employees consume 80% or more of a supervisor’s time. Successful supervisors meet with all employees and help those that are struggling. They know each subordinate as a whole person, not simply as a producer of services or output. You have concluded with the Week One Interactive Presentation. Please proceed back to Week One in Blackboard to continue the curriculum for Week One.
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