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PLEASE USE THE SLIDE DECK AND YOUR TEXTBOOK TO ANSWER THE QUESTIONS BELOW. MINIMUM OF 1-2 PARAGRAPHS PER DISCUSSION POST.

USE APA FORMAT AND APPLY YOUR REFERENCES. USE ONE SCHOLARLY SOURCE, TEXTBOOK, AND POWERPOINT FOR REFERENCES.

ASSIGNMENT DETAILS:

PLEASE USE THE SLIDE DECK AND YOUR TEXTBOOK TO ANSWER THE QUESTIONS BELOW. MINIMUM OF 1-2 PARAGRAPH PER DISCUSSION POST.

USE APA FORMAT AND APPLY YOUR REFERENCES.


Week One Discussion Question One

(CLO2)

In Chapter Two, we learned a number of possible models that can be used to frame the Human Resource function in organizations.

1. Describe either a positive or negative experience that you had had with the Human Resource function.

2. In the experience that you had, which model did you experience? Explain why you chose this model.

3. 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?



Week One Discussion Question Two

(CLO5)

In 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 comments regularly for major publications and teaches graduate-level strategic communications at Columbia University.

He explores 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.

1. Watch the video “Why good leaders make you feel safe”.

https://youtu.be/lmyZMtPVodo

2. What do you think are the key takeaways for you as a future or current health care leader?

3. Explain why you made these choices and how they may affect you as a future healthcare leader.

The Reason We’re All Here …

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Contact Information:

Opal Reinbold, MBA

Office hours available by appointment.

Non-urgent requests / questions:

Email: [email protected]

Urgent requests / questions:

Cell/text: (858) 442-2505

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Week 1: Session 1 Agenda

Introductions

Course Overview

Review and discuss session topics

Review Assignments, due dates and expectations

Parking Lot items, if any

Q&A

Wrap-up

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Opal Reinbold, MBA

30 years experience in healthcare administration

Quality/Patient Safety, Clinical informatics, Risk Management, Infection control, Regulatory Compliance

Quality leader, healthcare systems (Scripps, Sharp, Palomar), consulting practice for 10 years in all phases of healthcare, teaching, publications and presentations

Bachelors in Communication/Education, MBA

Idaho transplant for 30 years

Introductions

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My Job: As I See it!

Copyright 2011 Health Administration Press

Provide guidance through the materials

Clearly communicate assignments and expectations

Help you participate fully

Help you be successful!

Help you “think like leaders”

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Introduction

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Post Pandemic –
From Evolution to Revolution!

You will be the drivers!

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The Why!

At this time in history, this is relevant topic in its importance to you, as future health care leaders.

We are living in unprecedented times – you will be the future leaders who takes us through post-pandemic health care leadership.

What is the work that will need to be done – post pandemic by you, as future health care leaders?

What will the future of healthcare look like?

These are critical questions for you as future health care leaders!

We will learn the basics of the Human Resource Management and what you need to do to be a good leader and partner.

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HCA 628 Course Description:

Study of healthcare organization, training, motivation and direction of employees while maintaining high level productivity and morale.

Includes selection, compensation, financial incentives, work standards, and leadership principles in healthcare organization.

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HCA 628 Course Description

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Describe deployment and management of human resources with the context of a management framework in healthcare organizations.

Assess the historical evolution of contemporary human resources management within the healthcare industry.

Classify current trends and critical human resource management issues associated with various categories of healthcare professionals in healthcare organizations.

Explain the social, legal, and economic environments impacting management of human resources in healthcare.

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HCA 628 Course Learning Outcomes

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Summarize the various socio-behavioral aspects of human resources management, including employee motivation, leadership development and practices, conflict resolution strategies, change management, and development of employee customer-centered focus.

Evaluate technical human resource management functions, including job design and analysis, staff recruitment and selection methods, employee training and development, performance management techniques and methods, and principles and practices of compensation and fringe benefit management.

Assess legal and regulatory issues involved in organized labor/collective bargaining units.

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HCA 628 Course Learning Outcomes

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Introductions – Reminder!

Copyright 2011 Health Administration Press

Welcome to HCA 628 – HA Human Resource Management!
As we get started in the class, I would like everyone to take the time to post a short introduction about yourself such as:

Your major, present position, family, hobbies and anything else you would like to share in the discussion area below:

Are you currently in health care?

Where you hope to be in the next 3-5 years in your career goals?

Does Human Resource Management have anything to do with you?

What do you hope to gain from this class?

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Required Textbook:
McConnell, C. (2021). Human Resource Management in Healthcare: Principles and Practices (3rd edition). Jones and Bartlett.
ISBN: 978-1-284-155113-6

HCA 628 Required Textbook

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About the text:

Manager – subordinates

Managers vs. HRM

Manager vs. leader

Good basic reference handbook

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Lecture Sessions:

April 5, 7, 12, 14, 19, 21, 26, 28

All from 6:00 – 8:00 PM Pacific time

These session are optional, but really bring the materials to life!

You will receive a Zoom invite via your National University email box.

Recordings of the session will be provided.

Class Schedule:

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Game Plan

Upon completion of this course, you will be able to competently articulate key concepts and uses of the fundamentals of human resources management in healthcare and the value they provide to the industry, staff, organizations, consumers and the communities they serve.

In order to be successful:

Complete required readings and other assigned course resources

Respond to weekly discussion threads and interact with other student posts

Develop thought-provoking case study responses which demonstrate knowledge of course topics

Take weekly quizzes/final

Complete the weekly activities

Complete course project assignments

Extra-credit!

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HCA 628 Week One Roadmap

v Please read Chapter 1 in the required text prior to our first class

v In order to get the most out of the course, pace yourself by completing something everyday

v Catch up as needed over the weekend

v All graded assignments must be turned in no later than Sunday at midnight PT each week

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HCA: 628 FUNDAMENTALS OF HUMAN RESOURCES – WEEK ONE ROADMAP 
  Monday Tuesday Wednesday Thursday Friday Sat/Sun
Themes Course Overview,
Overview of Human Resources (HRM),
How HRM Fits Into an Organization, HRM Activities and Managers, The Manager-Employee Relationship
The Healthcare Professional and Ethical and Legal Environment    
Readings Review Course Outline and read all items under Week One tab Read Chapters 1, 2, 3, 4 and 5 in required text        
Discussion
Questions
Complete Student Introductions   Complete DQ1
Initial Post
  Complete DQ2
Initial Post
Final Posts Due
Class/
Activities
           Complete Week One Activity
Assessments           Complete Quiz #1
Case Studies         Prepare for Week Two Case Study
Course project        Introduce Assignment    
             

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HCA 628 Grades

Assignment  Grade percent
Respond to 2 written discussion questions a week (including at least 2 responses to another student post for each DQ) 20%
Weekly Quizzes (Weeks 1-3) 15%
Final 20%
Week Two Paper 15%
Weekly Activities 10%
Signature Course Assignment 20%

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How to excel in discussion threads

Read the question/s carefully and make sure you have addressed all of them 

Incorporate your opinions and reflection

Check for basic grammar, spelling and punctuation

Focus on quality vs. quantity, however a quality response will typically average between 200-250 words

Use complete sentences, APA format

Use at least one outside resource (besides the text or video) – Add references when citing sources

Do not use an attachment for your response. Copy and paste from Word if you need to work outside Brightspace.

Respond to at least 2 other student posts for each DQ

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Individual assignments

Minimum of 750 words

Complete sentences, APA format with title page

Appropriate use of reference citations

Quality more important than quantity, however, a quality response is typically 3-5 written pages

Usually no right or wrong answer, but requires strategic thinking and well-written response regarding your overall observations and opinions

Make sure all questions are addressed

HCA 628 Case Study Assignments

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Not comprehensive – only cover the material discussed that week

Open up on Friday morning and available until Sunday evening 12 midnight PT

10 questions – all T/F or multiple choice, (with the exception of the final)

Once you start, you have 60 minutes

HCA 626 Weekly Quizzes (Weeks 1-3)

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Introduction of Assignments – Thursday Lecture

Copyright 2011 Health Administration Press

Week Two Paper

Week Four Signature Assignment

Both are in Brightspace

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Additional Resources

Linkedin Learning

Videos

Exercises

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Questions?

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Let’s get started!

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Week One – Chapters One – Five

Copyright 2011 Health Administration Press

Overview

How HRM Fits In

Legal Framework

What Does HRM Do?

The Manager/Employee Relationship

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An Overview of Human Resources

CHAPTER 1

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Introduction

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Change is Everywhere!

Copyright 2011 Health Administration Press

A goggle search for “health care change”

comes up with about 5,150,000,000 (Up from 751,000,000 in 6/19!)

Fried, Bruce, J. and Fottler, Myron, D, (2011) Fundamentals of Human Resources in Healthcare. Press, Chicago, Illinois: Health Administration

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Why Study Human Resources Management (HRM)?

Copyright 2011 Health Administration Press

HRM:

the comprehensive set of managerial activities and tasks related to developing and maintaining a qualified workforce needed to achieve organizational effectiveness

Business strategies are linked to human resources strategies

Managing people strategically is crucial in enhancing organizational performance

All healthcare executives are human resources managers

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An Effective Healthcare Leader Understands and Is:

Copyright 2011 Health Administration Press

Knowledgeable about numerous systems and practices available to put together a skilled and motivated workforce

Staffing the organization with the “right people”

Designing jobs

Rewarding employees success

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An Effective Healthcare Leader Understands:

Copyright 2011 Health Administration Press

Issues that affect human resources to include (but not limited to)

Economic

Technological

Social

Legal and ethical

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Human Resources is a Service to the Organization

Copyright 2011 Health Administration Press

To maintain or enhance organizational performance, healthcare organizations should always consider:

employee recruitment

selection

retention

training/development

performance appraisal

compensation

Organizations should also consider legal issues and environmental factors that affect the management of human resources

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The ___?___ are always at the center!

Copyright 2011 Health Administration Press

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Key Finding!

Copyright 2011 Health Administration Press

Research Shows that the manner in which you conduct the human resource responsibilities of your job (below) – will be key to your effectiveness as a healthcare manager/leader!

employee recruitment

selection

retention

training

performance appraisal

compensation

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Benefits of HRM

Copyright 2011 Health Administration Press

Competitive advantage over other healthcare organizations

As a result of HRM, enhanced employee satisfaction can:

Improve clinical outcomes

Enhance service quality

Increase market share

Improve financial returns

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How would you define “human capital?”

Question!

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Which Comes First – the Chicken or the Egg?

Copyright 2011 Health Administration Press

Good HR Practices lead to good organizational

performance?

Good organizational performance leads to good

HR practices?

What do you think?

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Trends Affecting HRM

Copyright 2011 Health Administration Press

Post Pandemic Environment

Greater workforce diversity

Aging of the workforce

Labor Shortages

Changing worker values and

attitudes

Advances in technology

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Brief History of HR Function

Today – A leader’s best resource!

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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

In a small business or organization, hiring required little supervisor time

As organizations expanded, the need for employees required increasing amounts of time

Initially, a part-time clerk was hired to help out by tending to the paperwork

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

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

Supervisors acquired additional duties

As the volume of work increased, supervisors became the first Personnel Managers

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

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Moving Toward “Talent Management”

Copyright 2011 Health Administration Press

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Benefits

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

Labor Unions

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

Required Training Programs

Passage of the Civil Rights Act introduced additional responsibilities related to employees

Academic training programs responded to the growing demand for people with expertise by creating training programs specifically for Human Resources

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Organizational Issues

HR presents an enigma to many organizational executives

HR provides services that free up the time of employees in other departments

HR can and should be an invaluable resource for leaders

The scope of HR is likely to continue to expand in the coming years

Size matter with HRM in organizations!

Unions!

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HR has not been as high a priority in healthcare as other industries

Can you think of why?

Copyright 2011 Health Administration Press

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Key Points to Remember:

Copyright 2011 Health Administration Press

Managing HRM strategically is critical to the viability and success of any healthcare organization

HRM must be integrated and aligned with business strategy

Healthcare organizations identified as “best to work for” have a competitive advantage

HRM is a vital resource to any successful manager

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Questions?

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Chapter Two

How Human Resources Fits into an Organization

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Organizational Structures

The CEO

HR

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VO:

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

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Organizational Structures

“Doing vs. Supporting“

Line departments actually perform an organization’s work (doing)

Staff departments facilitate the work, striving to enable overall efficiency and effectiveness (supporting)

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Staff

In health care, staff departments include HRM, housekeeping, finance, environmental services and maintenance, quality, customer service, food services etc.

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.

VO:

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.

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Human Resources

HR Strategic Planning

The HR department exists to provide advice, guidance, assistance, and whatever other services may be deemed appropriate according to the mission of the organization and the needs of other departments

Working partner to leaders

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Sample: Health Care Organizational Chart

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Remember:

If you have seen one health care human resources organizational chart – you have seen one health care organizational chart!

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What Influences HR Models?

Human resources may be viewed in a variety of ways depending on the department’s position in an organization’s hierarchy

Relevant aspects include:

the strategic maturity of the organization,

the traditional role of HR within an organization,

the expectations of senior managers,

the demands placed on HR by the larger organization,

how it is perceived by other employees,

the behavior of HR management and staff,

and

the education, training, and experience of the HR staff and personnel.

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HRM Models

HRM Models (DQ2)
Clerical Model Legal Model
Counseling Model Financial Model
Control Model Humanistic Model
Industrial Relations Behavioral Science Model
Consulting Model

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HRM Models

Mix!

All of the HR services provided by the models are needed

These services should be delivered without any single model dominating or overwhelming an organiza