HRM Week 1 2011.01.11 for BB

8/11/2019 HRM Week 1 2011.01.11 for BB

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1/9/2011

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College of Public HealthCollege of Public Health

HSRA 841/CPH 562HSRA 841/CPH 562

Public Human Resources ManagementPublic Human Resources Management

Spring 2011

HSRA 841/CPH 562HSRA 841/CPH 562Public Human ResourcesPublic Human Resources

ManagementManagement

January 11, 2011

Introductions, ExpectationsHuman Resources Management

Overview

Spring 2011Spring 2011 HSRA 841/CPH 562HSRA 841/CPH 562Public Human Resources ManagementPublic Human Resources Management

Instructor: Nizar Wehbi

Department of Health ServicesResearch and Administration

College of Public Health

Office: SLC 3041

Phone: 402-559-8964

E-mail: [email protected]

Office Hours By appointment

Tuesday 5:30-8:10 PM MSC 2018

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Introductions

Precourse Questionnaire

Class FormatClass Format

Seminar Presentations

(Not rehash the book)

Discussions

Q&A

Exercises

1 or 2 breaks

Guest Speakers

Students are asked to prepare 2-3 questions

Class FormatClass Format

Blackboard

PPT (the day of class)

Additional readings with link

Live Stream Video Dial into the Phone Bridge (Instructions)

Taped presentations

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Jan 11-18 Schedule your Reading Briefings

Feb1 Real Situation Assessment

Feb 22 Research Pro ject Topic Approval

March 1 Position Paper

March 8 Schedule your presentat ion

March 29 Mid-Term Exam

April 5 Job Analysis Paper

April 26 Research Project

May 3 Project Presentation

DATES TO WATCH FOR

Class Participation 96

Class Journal Postings 32

Reading Briefing 22

Real Situation Assessment 100

Position Paper 100

Mid-Term Exam 200

Job Analysis Paper 150

Research Project 200

Project Presentation 100

TOTAL: 1000

Grading

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Healthcare OrganizationsHealthcare Organizations

Community Hospitals Government, not-for-profit, for-profit, state and local

Healthcare Networks and Systems

Physicians practices/groups

Other health provider organization

Nursing homes, home care, hospices, Public Health

Health Insurance organizations

Community Health Centers

Public Health – Health and Wellness

Healthcare Organizations ≠ Fast FoodHealthcare Organizations ≠ Fast Food

Cannot mess up the order

Cannot delay the service

Cannot be short-staffed

Healthcare OrganizationsHealthcare Organizations

Healthcare organizations are serviceorganizations

Provide services to consumers/patients

Simultaneous purchase and consumption

CANNOT STORE Healthcare services Services are needed instantly

High quality is required

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Healthcare??Healthcare??

Institute of Medicine

To Err is Human: Building a Safer Health

System (National Academy of Science, 2000)

44,000 to 98,000 Americans die eachyear from preventable medical errors

Equivalent to one jumbo commercialairliner crashing every day

Cost: $20 to $75 B

Leading Cause of DeathLeading Cause of DeathDeaths of Adults Ages 25Deaths of Adults Ages 25– –64, 199964, 1999

1. Cancer — 156,485

2. Heart disease — 115,827

3. Medical errors - 98,000

4. Injuries — 46,045

5. Suicide — 19,549

6. Cerebrovascular disease — 18,369

7. Diabetes — 16,156

8. Respiratory disease — 15,809

9. Chronic liver disease and cirrhosis — 15,714

10. HIV/AIDS — 14,017

Sources: U.S. Department of Healthand HumanServices, National Center for HealthStatistics,Health, United States, 2002, Table 33, p. 132

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ErrorsErrorsarearemostlymostlyhumanhumanrelatedrelated

There is a need forThere is a need forHuman ResourcesHuman Resources

ManagementManagement

Human Resources ManagementHuman Resources Management

Utilization of individuals to achieveorganizational objectives

All managers at every level must concern

themselves with human resource management Seven functions

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Job Analysis/Planning

Staffing

Training andDevelopment

PerformanceAppraisal

Compensation

EmployeeRights andDiscipline

Employeeand LaborRelations

Human Resource Management FunctionsHuman Resource Management Functions

HumanResource

Management

Job Analysis / PlanningJob Analysis / Planning

Job analysis is the process of determiningskills, duties, and knowledge required forperforming a specific job in the organization

Job/Human Resource planning is the processof matching internal and external supply ofpeople with job openings anticipated in theorganization over specified period of time

StaffingStaffing

Staffing is the process to ensure that the organizationhas the proper number of employees with appropriateskills in the right jobs at right time

Recruitment is the process through which an

organization attracts individuals with appropriatequalifications at the needed time to fill available jobs

Selection is the process through which an organizationchooses an individual with the best suited qualificationsto fill a job opening

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CompensationCompensation

A well-thought-outcompensation systemprovides employees withadequate and equitablerewards for their contributions

Compensation includes thetotal rewards that employeesreceive in return for theirservices and contribution tothe organization

CompensationCompensation

Direct Financial Compensation is the pay that a personreceives (wages, salaries, bonuses, commissions)

Indirect Financial Compensation (Benefits) all financialrewards not included in the direct compensation. Thisincludes paid time off, sick leave, holidays, medicalinsurance

Nonfinancial Compensation is the reference to thesatisfaction that a person received from the job itself orfrom the physical and psychological environment

Employee Health and SafetyEmployee Health and Safety

It involves protectingemployees from injuriescaused by work-relatedaccidents

Employees who work in a safeenvironment and enjoy goodhealth are more likely to bemore productive

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Employee and Labor RelationsEmployee and Labor Relations

Businesses are required bylaw to recognize a unionand bargain with it in goodfaith if the firm’s employeeswant the union to representthem

Most firms includingHealthcare Organizationsprefer union-freeenvironment

Dynamic HumanDynamic HumanResourceResource

ManagementManagementEnvironmentEnvironment

Copyright © 2010 PearsonEducation, Inc. publishing as

Prentice Hall1-30

Environment of Human Resource Management

EXTERNAL ENVIRONMENT

INTERNAL ENVIRONMENT

OtherFunctional

Areas

OperationsMarketing

Finance

L e g a l C o n s i d e r a t i o n s

E c o n o m y

T e c h n o l o g y

Society

S t a k e h o l d e r s

Unions

Customers Competition Labor Market

U n a n t i c i p a t e d E v e n t s

JobAnalysis/Planning

Staffing

Training andDevelopment

PerformanceAppraisal

Compensation

EmployeeRights andDiscipline

Employeeand LaborRelations

HumanResource

Management

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EconomyEconomy

In general, when economy isbooming, it is often moredifficult to recruit qualifiedworkers.

When a downturn isexperienced, moreapplicants are typicallyavailable.

Unanticipated EventsUnanticipated Events

External Environment

Unforeseeableoccurrences

Cannot be avoided

Requires a tremendousamount of adjustment withregard to human resourcemanagement

StakeholdersStakeholders

Who/What are stakeholders?

Person, group, or organization that

has direct or indirect stake in an

organization because it can affect or

be affected by the organization's

actions, objectives, and policies.

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StakeholdersStakeholders External Stakeholders

Patients and their families Public and private regulatory agencies

Third-part payors

Interface Stakeholders

Medical Staff

Board Members

Internal Stakeholders Managers

Professionals

Employees

“By failing to prepare, you are

preparing to fail.”

Benjamin Franklin

Source: Health Strategies & Solutions, Inc

Strategic Planning ProcessStrategic Planning Process

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Identifying OrganizationalIdentifying OrganizationalDirectionDirection

The most important strategic planningactivity

Mission

Vision

Values

Overall Strategies

Goals

Objectives

What is Strategic Human ResourcesWhat is Strategic Human ResourcesManagement (HRM)?Management (HRM)?

Set of managerial activities to develop andmaintain a qualified workforce

Recruitment, training, development, appraisal,compensation, scheduling, setting policies,rules and regulations

Why SHRM?Why SHRM?

Fulfill the organization’s mission

Competitive Advantage

Time consuming but rewarding

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HR Strategy Formulation &HR Strategy Formulation &ImplementationImplementation

Staffing Strategy

Planning, recruitment, selection, placementactivities

Developmental Strategy

Performance management, training, careerdevelopment

Compensation Strategy

Salaries, incentives

Corporate CultureCorporate Culture

Firm’s corporate image or culture

Embodies values and standards that guidepeople’s behavior

What the company stands for, people it attracts,type of incentives

This type of culture allows the employer toattract the best quality of applicants

The HR BrandThe HR Brand

Fortune magazine - 100 Best Companies to Work For

Working Mother list of 100 best companies

Fortune magazine list of 100 fastest-growing companiesin the United States

Money magazine list of 100 best places to live Business Ethics magazine list of 100 Best Corporate

Citizens

BusinessWeek list of 100 best small companies

Computerworld list of Best Places to Work

Black Enterprise list of Best Companies for Diversity

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HR Outcomes/MetricsHR Outcomes/Metrics

High levels of competence

High levels of motivation

Low employee turnover

High levels of satisfaction

Positive attitudes

Return on Investment (ROI)

HR Balanced Scorecard (Mayo Clinic)HR Balanced Scorecard (Mayo Clinic)

FottlerMD, Erickson E, Rivers PA. Health Care Manage Rev. 2006 Jan-Mar;31(1):64-72.

Organizational PerformanceOrganizational Performance

Competitive Advantage

Financial viability/performance

Satisfying stakeholders

Achieving strategic goals QUALITY

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Challenges in Healthcare IndustryChallenges in Healthcare Industry

New competitors

New Technology

Fluctuating occupancy rates

Demographic changes

Workforce diversity

Increasing cost of care

Readings

Questions?Questions?

HRM Week 1 2011.01.11 for BB

Documents

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