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8/11/2019 HRM Week 1 2011.01.11 for BB
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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?