Human Resources in Healthcare - Essay Example

? Human Resources in Healthcare Healthcare is a constantly evolving field, and so are the job duties and responsibilities of healthcare workers. Please explain the process and importance of job analysis – who conducts it, what method(s) can be used, and what information is derived? How is this information utilized in the organization’s other HR functions? When should an organization consider conducting a job analysis? Job refers to a set of activities and duties which encompass similar and related natural units of work. To thoroughly and systematically define these jobs, there would be need for job analysis. Job analysis, thus, describes the process involved in gathering information on a job through the determination of the associated duties, responsibilities, required skills, work environment and outcomes (Fottler, 2008a). It entails defining the component tasks of a job and the skills and knowledge needed to accomplish such tasks. As such, it would be conducted by the Human Resources department or other assigned individuals like trained job analysts, incumbents or supervisors. The process of job analysis begins with the determination of the purpose for conducting the job analysis. Then, the jobs to be analyzed would be identified. A critical step in this process involves explaining to the employees and determining their involvement. According to Fottler (2008a), this would ease the transition and make employees own the process. The fourth step in this process involves the collection of job analysis information. This information could be in form of work activities, work schedules, work performances and personal requirements. The organizational needs determine the method that would be used to collect this information. These include the observation method involving observing job holders as they work; interviewing job holders and their associates on the job and what it entails; carrying out a survey using structured questionnaires and checklists filled in by job holders; performing the job to gather primary information; having employees record their daily tasks through a diary method; obtaining job attributes from knowledgeable supervisors through the technical conference method; examination of the competencies associated with a job and its execution through the competency model technique; and using collected data for various occupations through the occupational information network. In the fifth step, the information gathered would be organized into a form that would be beneficial to the management and employees, ensuring that the job specifications match the job. This information would then have to be reviewed and updated frequently. The information collected from job analysis wholesomely impacts human resources activities. It informs on the training and development needs of employees. It also identifies the staffing needs of an organization and informs the recruitment of qualified employees. It enables the identification of best qualified job applicants and communication on job expectations. In many organizations, job analysis information informs on the compensation and benefits of various grades of employees. Job analysis serves a critical role in performance appraisals as it gives the performance standards and facilitates the comparison of the expected to the actual performance. Finally, it informs on employee and labor relationships so as to determine appropriate action to foster such a relationship (Fottler, 2008a; Wech & Panjamapirom, 2009). In as much as job analysis should be an on-going practice, organizations set jobs for analysis when such jobs undergo changes in content and personnel functions. Job analysis would be critical when an organization introduces new work. Similarly, when new techniques emerge or major changes occur, job analysis would be crucial (Wech & Panjamapirom, 2009). Finally, when setting up a new organization, job analysis would also have to be undertaken. 2. Define Strategic Human Resources Management (SHRM) and its functions. What is its purpose, and what is the benefit to organizations? Briefly discuss the SHRM model. What are some SHRM trends, and what are some ways that they differ from traditional HR practices? Strategic Human Resources Management, SHRM refers to a comprehensive band of managerial tasks and activities that involve the development and maintenance of a given qualified workforce that contributes to the effectiveness of the organization in line with its strategic goals. As noted by Fottler (2008b), SHRM serves to provide successful healthcare executives with an understanding of human behavior and further enable such professionals to work effectively with the other employees and gain knowledge on various systems and practices that could be used to acquire and sustain a skilled and motivated human resource. Additionally, it provides awareness on economic, social, technological and legal factors affecting human resources. The purposes that SHRM serve include encouraging proactive behavior as opposed to reactive behavior among employees. It facilitates an explicit communication of organizational goals. This enables organizations to focus on the gaps between the current position and future goals. SHRM also incorporates line managers in the planning of human resources process. Finally, through the implementation of strategic plans, SHRM identifies opportunities and constraints in human resource (Fottler, 2008b). Ultimately, this becomes beneficial to the organization through the achievement of competitive advantage either through product differentiation or cost leadership. In fact, if successfully developed and implemented, SHRM strategies could lead to the achievement of sustainable competitive advantage. The SHRM model entails the strategic approach to the management of human resources. Fottler (2008b) gives a six-step approach to this model. The first step involves the assessment of the environment and mission of the organization. This would be followed by the formulation of its business strategy. Based on these strategies, the HR requirements would be identified. The fourth step would involve the comparison of the current HR inventory, including its practices, characteristics and numbers, with the future strategic needs. Thereafter, a HR strategy based on this comparison would be developed. The final step involves the implementation of appropriate HR practices that would reinforce business strategy so as to give the organization competitive advantage. Unlike the old trends in human resources management, SHRM trends aim at giving organizations sustainable competitive advantage. Job analysis and planning have shifted from the old practices of detailed controls and HR planning of explicit job descriptions focused on efficiency to emphasize on flexibility and loose work planning with broad job classes, with the focus being on innovation. With SHRM, teams make hiring decisions with an emphasis on the applicant’s fit into the culture as opposed to the old practices of supervisors making hiring decisions and laying emphasis on the technical qualifications of the applicant. Similarly, SHRM training adopts a team-based approach with emphasis on flexibility as opposed to specialization. Unlike the uniform, control-oriented appraisals, appraisals in SHRM are developmental with multiple inputs, customized to an employee’s responsibilities. These trends have influenced the rights and discipline of employees from focusing on protecting the employer and emphasizing on discipline to curb mistakes to emphasizing on employee protection and prevention as a way to curb mistakes. Finally, SHRM promotes a bottom-up communication and subsequent feedback approach and not the top-down communication. References Fottler, Myron D. (2008a). Job analysis and job design. In Bruce J. Fried, Myron D. Fottler, & James A. Johnson (Eds.), Human resources in healthcare: Managing for success (3rd ed.) (pp. 111 – 131). Chicago: Health Administration. Fottler, Myron D. (2008b). Strategic human resources management. In Bruce J. Fried, Myron D. Fottler, & James A. Johnson (Eds.), Human resources in healthcare: Managing for success (3rd ed.) (pp. 1 – 22). Chicago: Health Administration. Wech, B. A., & Panjamapirom, A. (2009). Job analysis. In S. R. Hernandez, & S. O’Connor (Eds.), Strategic human resources management in health services organizations (149 – 157). Clifton Park, NY: Cengage Learning. Read More