For this assignment, you will do a reflection on the lessons learned throughout the course. Provide two points of learning from each unit. Tie what y

HCA 5306, Health Field Human Resource Management 1

Course Learning Outcomes for Unit III Upon completion of this unit, students should be able to:

3. Discuss how diversity, inclusion, and culture affect employee productivity within health care settings. 3.1 Describe sex and gender discrimination laws and regulations. 3.2 Explain religion and spirituality in the workplace.

6. Explain the legal implications of employee labor relations in the health care setting.

6.1 Identify sources of legal regulation and enforcement. 6.2 Explain equal employment opportunity concepts. 6.3 Outline elements of equal employment opportunity compliance.

Required Unit Resources Chapter 4: Legal Issues Affecting the Healthcare Workplace Unit Lesson The primary responsibility—and sometimes- called a necessary evil for the human resource (HR) professional—is in the assistance with legal issues and compliance for the employer. Risk management becomes a major part of the HR professional's job where litigation avoidance and helping to ensure that employee rights are not violated becomes an important focus of that job. However, employment laws in the United States are very complex and pose a myriad of challenges for HR as this legal frontier moves from the federal level to the state, county, and city levels. For example, the city of Charleston, South Carolina, voted in 2017 to require all employers to refrain from asking applicants their previous job compensation history. Several states have approved higher minimum wage, with increases each year and an annual adjustment. Another legal frontier HR managers face is marijuana liberalization laws for medical and recreational use throughout the country. Massachusetts and other states enacted several new employment laws or expanded on existing ones. The biggest challenge for HR professionals is for those working for statewide companies and trying to keep up with the numerous changes to local and state law (Schuman et al., 2016). Labor and employment laws have gained increased attention during the last few years, and this trend will continue for the near future. Many city and county governments across the United States have passed legislation providing guidelines for flexible scheduling in the workplace. Flexible schedule requires some places of employment to notify employees about their work schedules. In some instances, it goes even further requiring additional pay for employees when changes to the schedule are made or stipulating additional hours must be offered to part-time employees (Schuman et al., 2016). How do all these federal, state, county, and city employment laws affect the HR profession? A good example is to consider the requirements for hiring a person who has a disability. These requirements are grounded in the Americans with Disabilities Act (ADA) that was amended in 2008 to the Americans with Disabilities Act Amended Acts (ADAAA). The ADAAA better defined a disability and covered almost every human medical issue except illegal drug use. The Equal Employment Opportunity Commission (EEOC) was then charged with the responsibility of enforcement of the ADA. Other federal agencies such as the Occupational Safety and Health Administration (OSHA) and the National Labor Relations Board (NLRB) and were asked to provide oversight and influence on how organizations manage their work environments. In the area of health care, there are several employment law issues that will affect the human resources function in particular. The NLRB has proposed changes to its union election rules and the approval of micro-

UNIT III STUDY GUIDE Legal Issues Affecting the Health Care Workplace

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bargaining units that will increase health care facilities' risk of union organizing (McGahan, Stanberry, & Green, 2014). Another issue on the horizon for health care providers is physicians being classified as employees. As health care systems continue to consolidate and acquire medical practices and physician groups, more and more physicians will become employees (McGahan et al., 2014). This kind of development in the health care workplace may cause new human resources challenges because as employees, physicians will be subject to the same workplace policies and protections as other employees. As physicians become employees of health care systems, they secure rights under Section 7 of the National Labor Relations Act (NLRA) as well and are able to join some union activities (NLRA, 1935). Among these protected rights is the right to form or join labor unions and to act collectively, even in a non-union environment (McGahan et al., 2014). Federal, state, county, and city governments have enacted a wide range of employment laws and regulations protecting employees from discriminatory treatment, unsafe work conditions, and unfair labor practices. The HR professional’s challenge is to maintain a high level of understanding of these laws to reduce risk to the organization. The Internet has opened up the world to many organizations. No longer does the organization have to be physically located in a particular area. Business can be conducted throughout the world via the Internet; however, with these exciting opportunities, come challenges related to doing business globally even for health care organizations. National and sub-national human resources management relate to the policies and practices of managing people in a culturally different organization. While there may be similarities in management of employees, there may be many unique aspects to managing people resources in an organization that operates with many different sub-cultures and virtual processes. Think about the many differences that could be experienced! Just because something is different does not mean it is wrong. It is just different. This is often an aspect that is missed when considering cultural interactions. One of these issues is diversity and inclusion. This may seem like a play on words, but it is not. Diversity today, especially in the health care workplace, is being redefined. Becoming more inclusive is not just a matter of adding new categories to a growing list of different identity groups such as race, religion, gender, culture, and others. Inclusion defines a change in how the whole concept of diversity is considered. Health care organizations are beginning to embrace diversity and inclusion as more than a matter of legal or ethical compliance but as a strategic initiative. It is becoming a valuable asset that an organization can use to compete. So, what does diversity bring to the table? It expands the range of perspectives and modes of thinking. This can create greater innovation and creativity and affect the bottom line. What is diversity versus inclusion? When organizations say, “We have a diverse workforce,” they are talking about who they bring into the organization. Inclusion is about how we make employees feel welcome when they arrive. Diversity in an organization is about assimilation rather than inclusion. If employees feel they are not welcome, they will adjust their appearance, refuse to discuss affiliations, and feel unconformable sharing advocates and associations. Most organizations today focus on the visible diversity traits such as culture, race, gender, age, and language. What is more difficult to recognize are the invisible traits that include those attributes that are not readily seen, such as a diversity of thought, perspectives, and life experiences that may include education, family status, values and beliefs, working-style preferences, and socioeconomic status. Diversity and inclusion represent a process where employee insights can offer tremendous value as members of a particular identity group. To make this process sustainable, the organization must develop a clear understanding of how to build and nurture diversity by providing voluntary training, self-managed teams, virtual team training, diversity task forces, as well diversity processes that take responsibility and accountability for an effective transition.

References

McGahan, M. F., Stanberry D. M., & Green, D. J. (2014, July). Five labor and employment issues faced by

health care employers. Take 5. http://www.ebglaw.com/social-media-and-the-workplace/news/five- labor-and-employment-issues-faced-by-health-care-employers/

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National Labor Relations Act of 1935, 29 U.S.C. §§ 151-169. https://www.nlrb.gov/resources/national-labor- relations-act

Schuman, I., Lotito, M. J., & Chilco, S. (2016). 2017 labor & employment laws: New year, new government,

new challenges. https://www.littler.com/publication-press/publication/2017-labor-employment-laws- new-year-new-government-new-challenges

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Course Learning Outcomes for Unit IV Upon completion of this unit, students should be able to:

2. Examine the role of human resources within health care organizations. 2.1 Explain the nature and uses of job analysis in health care organizations. 2.2 Discuss health care recruitment and selection.

Required Unit Resources Chapter 5: Job Design and Analysis Chapter 6: Healthcare Recruitment and Selection Unit Lesson There are multiple generations in the U.S. workforce today working side by side. There are Baby Boomers in their late 50s to early 70s, Generation Xers in their 30s to 50s, Millennials in their 20s and 30s, and Generation Z is now entering the work force (Robinson, n.d.). Each generation looks at work differently. Many employees are less willing to accept routine and monotonous work as their job. They want work that is challenging with measurable outcomes and work that makes a difference in the organization and organizational brand. Organizations that hang on to systems of the past (e.g., job analysis and job design) will continue to see conflict between the aspirations and talents of the different generations in the workplace. Human resource (HR) systems, particularly in health care today, need to be nimble and flexible to meet the demands of the global workplace and to be congruent with the organization’s strategic plan and direction. Health care leaders are finding ways of structuring jobs that work effectively for all generations in the 21st century health care workplace. The foundation of the HR system is the job analysis process. Think about the importance of this statement. If we do not know how the job is defined, how do we know who to recruit when looking for new employees? How do we know what measures of success look like in the performance appraisal? How do we know what core competencies may be needed in individual training? How do we know the relative importance of the job in order to compensate appropriately? Job analysis leads us to the redesign of work systems that are at the heart of employee satisfaction in today’s modern workplace. Health care organizations are becoming more and more challenged to integrate profitability with employee and patient satisfaction as a strategic process. At the same time, they must recognize the global marketplace, the tremendous social change that is occurring, and the significant impact on the workplace. Worker attitudes are constantly changing regarding the level of influence they desire in health care organizational decision-making. Generation Xers, for example, tends to want and need more influence in scheduling their work because they feel entitled to contribute to making those decisions. In the traditional health care workplace, employees are limited to performing in a narrowly defined and discrete task process. This has discouraged many health care workers from seeking other knowledge about the whole service that they are helping to produce. Job design in the 21st century health care workplace is about designing a system that has a clear relationship between employee and patient satisfaction outcomes and performance and the aspects of work that are structural in nature. In the 21st century, most health care organizations have focused on the relationship

UNIT IV STUDY GUIDE Job Design and the Recruitment/Selection Process in Health Care

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between work design and the work itself as well as personal outcomes that have become very important to worker satisfaction. As described previously, the job analysis process should result in sound job descriptions. These job descriptions provide the basis for the definition of the basic health care unit of work for each job. We do not, however, need a job description for every position; jobs should be grouped in a fashion so that there can be multiple positions based on a health care job category. For example, think about a nursing position. While this job can be defined in terms of the essence of the major tasks and requirements for knowledge, skills, abilities, competencies, and working conditions, there is not necessarily a need to have an individual job description by department. A nursing job should be consistent within each department. If there are significant differences in types of responsibilities, skills, competencies, or working conditions, that would be the time to consider a separate job description. With job analysis and job design “under our belt,” we move to the recruiting and selection process. As we begin our exploration of this topic, think about your experience with various recruiting processes. Are they all the same? Likely, they are not; however, they should be based on sound HR principles. Each health care organization typically crafts its processes based on HR principles but tweaks them to meet its own needs. Health care organizations may not follow each step according to the theory for each process. This is okay as long as they still follow the employment laws. Smart health care employers are beginning to realize that skilled employees are valuable assets and that it is costly to have to continually run advertisements, to interview and select new employees, to train and orient new people, and so forth. They are also realizing that the pool of skilled employees is shrinking, as large numbers of people are retiring from the work force and, again, the competition and costs are high. Not all selection processes are created equal. There are theories and models associated with what a valid and reliable selection process entails; however, not all organizations follow each of the steps in these processes. For example, there may or may not be employment-related tests involved in the process. If these types of tests are a part of the process, the organization needs to ensure that there is a job basis for these assessments. Let's take a look at this in action. As a human resources consultant, Rob spends a good amount of time thinking about the new trends in the assessment and pre-screening of health care applicants. He wants his health care clients to have the best and most up-to-date advice about selecting the right person in the health care setting. The better tools in the recruitment and selection processes, the better chance of selecting the person that is the right fit for the health care culture and has the best qualifications. No process is perfect, but with the right tools, we can reduce the possibility of error. After spending many years in human resources as an HR manager and director, Rob developed a good feel for what does not work well in health care pre- screening and assessing applicants, but job requirements and applicant wants and needs change. The challenge is to be on the cutting edge with the new tools that work because they are validated with the success factors on the job. Recently, Rob observed a business owner on a national television network explaining his interviewing selection process. The business owner said one of the questions he asks every applicant is “when was the last time you cried?” That may be a legitimate question, but what is the right answer? How is the question connected to the success factors for the job (validation)? Have you asked your successful employees the same question and correlated their answers to being successful on that job? The interview process is designed to probe areas of interest to the interviewer based on the job requirements (validation) and job fit (culture). Determining what would be a good question for job fit can be complicated because the corporate culture is complicated and changing based on leadership and the wants and needs of employees; it includes everything from the office decoration to the written and unwritten corporate culture that governs the day-to-day interactions of the employees (Fisher, 2014). It is important to remember that the first few days on the job play a huge role in future retention and individuals make a decision very early in their employment as to how long they see themselves staying with the organization (Sullivan, 2007).

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References Fisher, A. (2014, August 8). How to spot the right cultural fit in a job interview. Fortune.

http://fortune.com/2014/08/08/job-interview-cultural-fit/ Robinson, M. T. (n.d.). The generations: Which generation are you? https://www.careerplanner.com/Career-

Articles/Generations.cfm Sullivan, J. (2007, October 1). Retention problems begin during the hiring process. ERE Media.

https://www.eremedia.com/ere/retention-problems-begin-during-the-hiring-process/ Suggested Unit Resources In order to access the following resource, click the link below. Job design is an important factor in job satisfaction and organizational commitment. Please review the following article to gather a better foundation through competency-based expertise. de Jong, J. P. J., Parker, S. K., Wennekers, S., & Wu, C.-H. (2015). Entrepreneurial behavior in

organizations: Does job design matter? Entrepreneurship: Theory and Practice, 39(4), 981–995. https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire ct=true&db=bsu&AN=108761883&site=ehost-live&scope=site

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Course Learning Outcomes for Unit II Upon completion of this unit, students should be able to:

1. Explain the importance of human resource management activities performed in health care organizations. 1.1 Identify human resource management roles in health care. 1.2 Contrast human resource strategy to organizational strategy. 1.3 Define the human resources planning process.

3. Discuss how diversity, inclusion, and culture affect employee productivity within health care settings.

3.1 Consider how organizational culture affects the health care workplace. 3.2 Discuss changes in the condition of work in the health care workplace. 3.3 Summarize the changes in the human resource health care management workforce.

Required Unit Resources Chapter 3: Strategic HR Management Unit Lesson The strategic planning process integrates the goals and objectives of the major business functions within the organization. Each function such as financial, human resources, operations, and marketing has its own goals and objectives. Many think that strategic planning is just a top-down approach where the executives at the corporate headquarters sit down and develop a strategic plan in a vacuum. Nothing could be further from the truth. To achieve organizational success in today’s global marketplace, there has to be cross-functional decisions that will enable the organization to achieve its goals and objectives. It is said that strategic planning is an art and a science. There are specific steps (science) that every organization must take in developing a strategic plan. A few examples are the development of a mission and vision statement, environmental scanning, establishment of goals and objectives, SWOT analysis, and setting the strategy. The art of strategic planning is to step back from the series of empirical norms and data to look at how the organization is positioned against the right trends to be sure they are in the right markets. The human resource (HR) role in this process is to understand how HR systems affect, support, and change the strategic path of the organization. The best HR practices that support the organization’s strategic plan are based on the organization’s distinct management practices. These best practices assist in creating distinct abilities that help set products and services apart from the competition, increasing their competitiveness (Mello, 2015). The days of thinking that "if it works in one organization, it should work in another" are long gone. The HR function of today and tomorrow will have to continue to develop distinctive HR systems that will support the organization’s strategic plan and provide for growth and a future for the organization. To paraphrase the former General Electric Chairman Jack Welch, in order for a company to succeed in the coming years, and in the future, leadership must take advantage of the knowledge and talents of every one of their employees or risk failure (Rhoads, 1997). This may seem like a long time ago, but Welch was predicting the needs and wants of new generations coming into the workplace. He knew that company business strategy was the key element in creating these organizational systems because they serve as a road map to the goals, behaviors, and performance necessary for the company to be competitive (Lawler, 1995). An organizational strategy strongly influences an organization’s design and even management style. It was important then, and it is still important today, to remember that organizational design and management style drives the design of organizational systems.

UNIT II STUDY GUIDE Strategic HR Management

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Strategy development involves evaluating the organization’s internal strengths and weaknesses and the external opportunities and threats. The SWOT analysis (strengths, weaknesses, opportunities, and threats) is a review of forces that exist within the organization such as an organization with weak social media marketing or an organization with a strong innovative culture. This analysis also includes those influences from outside the organization such as the effect of a poor economy or changing government regulations on the business. The successful organization does not just focus on improving its weaknesses, but it also wants to exploit its strengths in the strategic planning process. To be successful in today’s global marketplace, the organization must continue to nurture and improve its strengths. This process can be just as important as improving the organizational weaknesses. The strategic planning process begins with gathering information and analysis of the internal and external environment. This information gathering is at the corporate and functional levels in the organization. Organizations need to be self-aware and have a better understanding of the advantages and constraints by scanning the internal and external environments so that it is reflected in the organization’s strategy. Externally we know that the global marketplace changes rapidly at macro and micro levels. Lorenz’s (1972) theory of the butterfly effect is a good example. When a butterfly’s wings create a current in Tokyo, it can be felt in small- town America almost instantly. By the same token, the internal environment can have an effect on the strategic direction of the organization. The changing workforce, culture, diversity, gender issues, aging, and the growth of the contingent workforce makes it more challenging to stay on a strategic path. One major aspect of strategic planning with HR implications is systems thinking. Systems thinking recognizes that organizations are composed of interactions and sometimes interdependent parts that together create a dynamic internal working environment. Each part of this system is different because of the role it plays in the system, and because of its own particular challenges, values, and different processes. The challenge for the organization in strategic planning is to coordinate these parts to achieve strategic goals and objectives. Because an organization and its system are dynamic, changes in part of the system can affect the other parts. Many leaders in the organization want to operate in silos. They think that their way is the best way, and the other leaders should follow the way they do things. For example, let’s say that you are the HR manager, and one day an employee comes to your office to complain about his or her paycheck. It seems he or she was not paid what was promised. Since payroll is an accounting and finance department responsibility, you call the accounting manager and ask him what can be done to get this employee paid? The response is that the pay will be put on next week’s paycheck because that is the policy that accounting uses. The employee becomes upset upon hearing the answer and harbors resentment toward the organization for the rest of his or her work life because pay is a very personal issue. What happened? The system being used in accounting for this kind of paycheck issue affected the HR processes (systems) and did not take into account the employee needed his or her money that day. For the organization to be successful in today’s competitive marketplace, it must embrace systems thinking as part of its strategy. To make things even more complex, the organization is surrounded by the external environment. This environment of economic issues, legal influences, new laws, societal changes, and new technology is composed of separate systems that exert their own influences over the organization. For example, employment laws may affect work processes and economic and social conditions may affect financing and workforce quality and quantity. Any change that can affect one part of the organization must be carefully examined for possible repercussions or unintended consequences on other parts. These internal and external constraints will make choosing the right strategy more difficult. For example, there is much written today on organizational cultures and the responsibility of choosing the right person to fit the culture of the organization. Since nearly 70% of costs in organizations today are labor costs, it is very important to choose the right person (Bureau of Labor Statistics, 2017). However, what if the culture needs to change based on external influences the organizational culture does not align with? What if the characteristics required for rapid decision-making, creativity, or the necessary skill set of the current workforce is not adequate? Strategic planning is a complex process but must considered on a yearly basis for success.

References Bureau of Labor Statistics. (2017, June 9). Employer costs for employee compensation news release text

[Press release]. https://www.bls.gov/news.release/ecec.nr0.htm

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Lorenz, E. N. (1972, December). Predictability; Does the flap of a butterfly’s wings in Brazil set off a tornado in Texas? Paper presented at the meeting of American Association for the Advancement of Science, 139th meeting. http://eaps4.mit.edu/research/Lorenz/Butterfly_1972.pdf

Mello. J. A. (2015). Strategic human resource management (4th ed.). Cengage Learning. Rhoads, K. (1997). Self-directed teams. NAA TechNews, 1(3). Suggested Unit Resources In order to access the following resource, click the link below. Human resources (HR) departments have many functions within organizations, including recruitment and retention. As the landscape of the workforce changes, HR departments must also change their retention methods. Understanding what employees desire helps cater to their needs and entices them to stay. Take time to review the article, and reflect on how a work environment can help retention methods.

Noranee, S., Som, R. M., Adam, N. A., Aziz, R. A., & Shahruddin, S. (2021). The relationship between human

resource practices and employee retention at a private university: Work environment as a moderator. Global Business & Management Research, 13(4), 299–311. https://libraryresources.columbiasouthern.edu/login?url=https://search.ebscohost.com/login.aspx?dire ct=true&db=bsu&AN=153671586&site=ehost-live&scope=site

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Course Learning Outcomes for Unit VII Upon completion of this unit, students should be able to:

6. Explain the legal implications of employee labor relations in the health care setting. 6.1 Evaluate unions in the health care industry. 6.2 Discuss grievance management in a health care setting.

Required Unit Resources Chapter 11: Labor Relations and Healthcare Organizations Unit Lesson It is helpful to understand the history of labor laws because it reflects the changing nature of work and provides insights into likely future labor relations developments. In the 1930s, legislation focused on improving workplace conditions that were frequently abusive and arbitrary. Employees at that time faced dismal working conditions and unfair and frequently inhumane treatment at the hands of their employers. The Fair Labor Standards Act of 1939 (FLSA, 2015) and the Wagner Act, also known as the National Labor Relations Act (NLRA, 2015), marked the beginning of a new era of government intervention in the inner workings of organizations by establishing wage and hour requirements as well as labor union standards that are still in force today. By the 1960s, the workplace environment had improved significantly, but

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