Human Resource and Health Services - Coursework Example

Human Resource and Health Services College: Human Resource and Health Services Human Resource department is a core department in any organization. Human resource management is the application of managerial principles in the management of people within an organization. Therefore, it is an important section of management in any organization focused on improving its services. Human Resource Management comprises various managerial activities that include recruitment of staff, training, wage development, dispute handling, social security, the welfare of employees, administrations, and promotions. All these functions are used as a tool for meeting organizations objectives (Hongoro & McPake, 2004). In addition, Human Resource Management can be seen as process of bringing people and their organization together as a way of accomplishing their goals. In the health sector, the HRM plays various roles such as; legal and ethical matters of treatment, deals with the health and safety of all employees and patients, deals with labor unions in the health sector, job analysis and design of all employees, selection and recruitment of employees, deals with employee benefits, training and motivation and lastly is also concerned with the termination of employees. All these are the activities required to be accomplished by any HRM in any given hospital. However, the HRM has to follow some rules and regulations from the Joint Commission while in the line of duty. According to the law, any HRM in any health service must be accredited by the Joint Commission. This is in order to prove that they are capable of providing the highest level of performance in their line of duty. In addition, the HRM has to adhere to all standards of the Joint Commission and especially when hiring new members of staff. Similarly, he or she has to ensure that the organizations objectives are all met (Anand & Bärnighausen, 2004). This is seen as to undermine the duties of the HRM since they do know all their responsibilities and the procedures they should follow. Notably, the HR is forced to follow the policies and procedure of the Joint Commission rather those that are provided by the hospital itself. Resultantly, the HRM is compelled to follow the job description outlined by the Joint Commission thereby foregoing those set by the hospital. Due to these colliding obligations, the HRM has no choice but to follow the commission. Collaboration Collaboration is manifested when employees work together towards achieving a given target. Therefore, collaboration is an essential aspect of growth in any organization and especially in the health sector (Boddy, Macbeth & Wagner, 2010). However, there cannot be collaboration without communication. Collaboration between Human Resource and department managers is necessary in all organizations for a number of reasons. Organizational development- whenever there is the collaboration between HR and department managers during the hiring of new staff, organizational development is enhanced. Similarly, the new employees are likely to receive a warm welcome once they set in the new company due to the collaboration that was present during their recruitment. Employee selection- it is through collaboration that the involved officials arrive at a given candidate as their best candidate. Lack of collaboration tends to bring differences, and the results are that the recruiting officers cannot agree on similar candidates. In some cases, the recruitment process tends to be postponed, or recruiters from different companies are hired to recruit new employees as a way of finding a common candidate. This is one way that a company comes to an end, or the company performance starts to decline due to lack of collaboration. Employee compensation- it is through active collaboration that HR and department managers agree on the terms of compensating their employees. However, lack of collaboration may result in employees failing to be compensated due to prevailing differences among their leaders. Therefore, collaboration is one virtue that all companies should take seriously to ensure that all the activities of the company are running as required. Training Program for Managers The following is an outline required for the training of managers Training Name: Managers Training Date: May 27, 2015 Department: All Contact Names: 1. Introduction According to Hicks and Klimoski (2007), managers require training as a means of enhancing their managerial skills. This training outline gives all the required methods to run the training. 2. Training Scope a) Objectives of the training The training is aimed at sharpening the skills of all the managers in the organization. Trainees should improve on their interviewing techniques by the end of training. Trainees should learn how to select the best candidate after the training. b) Necessary assumptions The HR will help the trainers in setting up the training materials Previous training contents should be available. (what was taught during the last managers training) c) Drawbacks Some of the trainers may not be present as they are booked somewhere else. 3. Prerequisites for the training All the managers are expected to have prior knowledge of what they are to expect. They should, therefore, refresh themselves with the last year’s materials. 4. Training Schedule The training will take one day only commencing at 9:00 am. All trainees should be seated at the venue by the start time. 5. Logistics All the required stationery will be provided at the beginning of the session. The company shall provide projectors. 6. Estimated Budget The approximated cost for the training is $10,000. The number of trainees will be 15, and the trainers will be 5. Employee Compensation Compensation of employees plays a vital role in the achievement of an HR’s overall objectives. It shows the relationship between the employer and the employee (Kearney, 2013). There are both internal and external factors that should be considered while developing a compensation plan. Internal factors- they include employee, job requirement and organization strategy. Employee- there are a number of factors that influence whether an employee should be compensated or not. They include; employee performance, the employee experience, and seniority. An employee with better performance is always rewarded higher than the one with poor performance. The more the number of years an employee has worked the better the compensation. Lastly, the higher the position an employee holds, the bigger the reward. Similarly, jobs that require more skills are rewarded better than those requiring fewer skills. Also, an employee is rewarded according to an organization’s strategy on compensating its workers. The external factors include law, inflation, and economy. Organizations usually follow certain rules while rewarding their employees. Such laws impact the remuneration of an employee in areas like their overtime, their normal working hours, employee employment at will and employees compulsory bonuses. In addition, the increase or decrease of prices in a country determines the fall or rise of the states currency. These on the other hand raise or lower government taxes hence affecting the way organizations reward their employees. A state’s economy is also one factor that influences the ways in which employees are compensated. A depressed economy results in an increase in labor supply while the wage rates tend to fall. Performance Appraisal Method I would recommend job outcome as the performance appraisal method for a number of reasons. The method gives a clear picture of every employee’s performance. Also, this method compares an employee’s results against some set objectives and standards of performance. According to Keeping and Levy (2010), final results can be absolute or relative compared to the performance of other employees. An example of the expected results is the volume of sales of a particular employee, the quality as well as the quantity of the work the employee produces and the category and number of rewards the employee has received. This method is the best since it shows the employee’s efforts in making the organization reach its goals. Similarly, it separates serious employees from the jokers. Therefore, by using this method, no employee can complain of unfairness in the evaluation since every employee has his or her individual results. The best strategy to effectively manage the performance and behavioral based employee problems is by use of checklist. The checklist should contain both the employee’s daily, monthly or quarterly performance and also the employee’s behavior. Such checklists should reflect on individual employee performance and can lead to healthy competition among employees. Such competition can change the poor performing employees to better level while reducing their differences. This is because it encourages consultation by the poor performing employees to those that they feel perfume equally well (Guest et al, 2003). On the other hand, behavioral checklist rates the employees by giving statements that describe the effective and ineffective job behaviors. By use of such methods, the HRM can locate employees whose actions are wanting. Also, he or she can trace employees with excellent performance at ease. The advantage of using checklists is that the person evaluating can only describe a subordinate’s behavior rather than evaluate it. Evaluating an employee is likely to cause much resistance from employees, unlike other methods. Finally, the work of a HRM is more demanding unlike most of the managerial jobs. Therefore, the entire department within the health services should co-operate with the HR officer to ease their jobs. Similarly, employees should learn to co-operate with each other as a way of reducing work-based problems. This can be one way of ensuring that they do find themselves in the behavioral checklist. References Anand, S., & Bärnighausen, T. (2004). Human resources and health outcomes: cross-country econometric study. The Lancet, 364(9445), 1603-1609. Boddy, D., Macbeth, D., & Wagner, B. (2010). Implementing collaboration between organizations: an empirical study of supply chain partnering. Journal of Management studies, 37(7), 1003-1018. Guest, D. E., Michie, J., Conway, N., & Sheehan, M. (2003). Human resource management and corporate performance in the UK. British journal of industrial relations, 41(2), 291-314. Hicks, W. D., & Klimoski, R. J. (2007). Entry into training programs and its effects on training outcomes: A field experiment. Academy of management journal, 30 (3), 542-552. Hongoro, C., & McPake, B. (2004). How to bridge the gap in human resources for health. The Lancet, 364(9443), 1451-1456. Kearney, R. C. (2013). The determinants of state employee compensation. Review of Public Personnel Administration, 23(4), 305-322. Keeping, L. M., & Levy, P. E. (2010). Performance appraisal reactions: measurement, modeling, and method bias. Journal of applied psychology, 85(5), 708. Read More