HPA 460

Baby Boomers (1946-1964)

Developed a sense of capability of changing the world Believe hard work and sacrifice are the price to pay for success Strong sense of entitlement Not as loyal as traditionalists Value health, wellness, personal growth, and diversity

Traditionalists (born 1929-1945)

Disciplined Hardworking Sense of obligation Saving Need for respect Respecting chain of command Loyal Comfortable with stability Uncomfortable with conflict

Technology

Electronic Health Record (EHR) Robotics Data Mining Elite Software Systems HIPAA Security Personal Social Networking Mobile Technology

2. The individuals at the top of the hierarchy account for the _____________ _________________. However, there are few individuals at this level and they are usually the first to leave an organization when things take a downhill turn.

Executive Management -See image for the rest

The SWOT is used to:

Explore possibilities for new efforts or solutions to problems. Make decisions about the best path for your strategic plan. Identifying what your organizational opportunities are related to the threats can assist in making better choices. Determine where change is possible. Adjust and refine plans mid-course.

Generation X (born 1965-1981)

First generation predicted to earn less than their parents Value work-life balance Not overly loyal to their employers Value continuous learning and skill development Some level of comfort with change and computer technology Value individualism, flexibility Do not favor micromanaging

Milennials (born 1982-1999)

Grew up with the most technological changes and advances Tend to exhibit high levels of self-esteem and confidence Accustomed to instant feedback from playing computer and video games Comfortable with multitasking, change, and innovation Willing to work in and are effective working in teams Social media is integral to everyday life and is responsible for their need to be in constant connection with others

New Strategic human resource management role -

HR managers today need to review present and future trends and the implications for their own roles in forecasting future staffing needs because of promotions, terminations, new hires and retirements. To do this successfully, HR must review organizational objectives and strategically plan for the future.

There are several different models for Human Resource Management, most notably the ___________ __________, that first recognized the importance of the line manager in human resource management and its view that HRM is the responsibility of management and not of a staff function. This thinking has considerably influenced the theory of HRM today.

Harvard Model

In addition, these methods and functions are influenced in many ways by the internal and external environment. So now we're going to look at challenges, trends and implications for the HR manager. Increasing government regulation of healthcare

Increased training costs Keeping up with the new rules and regulations Increased information technology costs because of electronic health records Cyber security personnel increases because of confidentiality

Increasing number of foreign-born employees

Increased training needs. Language barriers Need for cross-cultural training More worker mobility Pressure for more global labor standards Need to globalize HR guidelines Communicable diseases Political unrest in some countries

Strengths, Weaknesses, Opportunities and Threats (SWOT)

When strategically planning for the future, organizations will do a SWOT analysis, looking at the strengths, weaknesses, opportunities and threats of their organization. A SWOT analysis is important to meet strategic goals. When a problem exists, the organization seeks to find a root cause to the problem. Sometimes there are many variables involved, but usually one issue; i.e., such as the economy, plays a major factor. Next, the organization looks for a solution(s) to the problem. The organization then chooses the best solution, implements it, and evaluates the outcomes.

New Operational and employee advocate role -

Without the role of HR as an employee advocate, there would be more lawsuits because one of their roles is to implement policies and regulations. The HR role also supports the role of supervisors making sure management is observing Equal Employment Opportunities laws. Everyday operations also include the recruitment, interviewing and selection of candidates. All these activities and more require overall management and coordination of hundreds or thousands of individuals.

The Joint Commission plays an important role as an

accreditation organization charged with making sure that organizations abide to standards that provide safe and quality care to healthcare consumers.

According to Dessler (2011), Human capital has been interpreted as

an individual's education, knowledge, training, skills, abilities and expertise.

In balancing these factors, the human resource professional must also work within constraints such as:

budget, lack of a common vision between the stakeholders making decisions, absenteeism, high rates of turnover, and low morale (Zurn, et al., 2004).

Therefore, it is critical to value the healthcare professionals who provide services to the

consumers who need healthcare.

Human Capital should be viewed as a

critical input to organizational performance, along with Physical Capital and Financial Capital.

These healthcare professionals can be licensed or unlicensed and many of them have to go through training in specialized fields. The return on investment, however, for valuing their inputs can be

critical to meeting the organization's goals.

As Armstrong (2006) points out in the Handbook for Human Resources, the concept of Human Resource Management (HRM) is a strategic and coherent approach to the management of an organization's most valued assets...the people working to contribute toward achievement of individual and organizational goals. HRM is a philosophy that Storey (1989) described as containing four aspects:

-An alignment of beliefs and assumptions. -A strategic view informing decisions about people management. -Involvement of line managers. -Reliance on a set of "levers" to shape the employment relationship (these levers include things that focus on the social and positive psychological aspects of human interaction and support.)

effective HR practices for Health Care Organizations. Staff

-Be proactive in identifying and attracting talent. -In selecting new employees, use additional criteria beyond basic skills (i.e., attitudes, customer focus, and cultural fit). -Provide opportunities for employee growth so that employees are stretched to enhance their skills.

Another strategic approach to HRM includes the SHRM Model (Fottler et al. 1990):

-Being aware of internal strengths and weaknesses and knowing what your organizational threats and opportunities are helps to determine an organization's current and future operating environment. -Assessing the organization's environment -Formulating the organization's business strategy -Identifying HR requirements based on the business strategy -Comparing the current HR inventory in terms of numbers, characteristics, and practices with future needs -Implementing the appropriate HR practices to attain the competitive advantage

effective HR practices for Health Care Organizations. Employee rights

-Communicate effectively with employees to keep them informed of major issues and initiatives. -Share financial, salary, and performance information to develop a high-trust organization. -Provide employment security for employees who perform well so that they are not downsized because of economic downturns or strategic errors by senior management.

effective HR practices for Health Care Organizations. Individuals with disabilities

-Define the essential job tasks and the knowledge, skills and abilities (KSA's) needed to do the job. -Employers need to make accommodations for disabilities -Need to continually be updated on policies to avoid discrimination.

Multigenerational workforce

-Different generations have different values and assets to offer in the workplace -Different expectations and attitudes exist for different generations that require sensitivity -Technology challenges -Communication is important -Opportunities for workplace mentoring

effective HR practices for Health Care Organizations. HR planning/job analysis

-Encourage employee involvement so that HR practices and managerial initiatives have strong buy-in -Encourage teamwork to make employees more willing to collaborate. -Use self-managed teams and decentralization as basic elements of organizational design to minimize management layers. -Develop strategies to enhance employee work/life balance.

In their research, Luthans and Youssef suggest that traditional resources, such as financial, structural/physical, and technological, no longer qualify as ideal sources of sustainable competitive advantage. When considering human capital in the equation, they also suggest that human capital investment stems from not just explicit knowledge (formal education), but also tacit (organization-specific) knowledge:

-Explicit knowledge is easily transmittable, meaning that you can train many people to acquire specific knowledge or a skill. -Tacit knowledge evolves over time as members become socialized into the organization and become part of its culture and processes. Tacit knowledge is what employers lose when an employee leaves the organization before returns on the investment can be realized. This knowledge is not something that can be taken to another organization, and is therefore lost, making retention are very important issue.

effective HR practices for Health Care Organizations. Training / organizational development

-Invest in training and organizational programs to enhance employee skills related to organizational goals. -Provide employees with future career opportunities by giving promotional priority to internal candidates. -Include customer service in new employee onboarding and skill development.

Three social dimensions of Social Capital Management have been identified as helping to create a competitive advantage, including: networks, norms, and trust. Networks- Norms- Trust-

-Networks are the organizational connections that can help an employee to navigate getting things done. -Norms are the behavioral foundations that influence organizational strategies, structures, and process for achieving goals. -Trust is the agent that bonds the network and norm behavior so that the full potential of goals can be achieved.

Armstrong (2006) describes the system of management for human resources as one that is made up of philosophies, strategies, policies, processes, practices, and programs. This system then supports the organizational culture in its management of its people, and is concerned with the achievement of objectives in the following areas:

-Organizational Effectiveness -Human Capital Management -Knowledge Management -Reward Management -Employee Relations -Diversity

effective HR practices for Health Care Organizations. Performance management and compensation

-Recognize employees by providing monetary and nonmonetary rewards. -Offer high compensation contingent on organizational performance to reduce employee turnover and increase attraction to high-quality employees. -Reduce status distinction and barriers such as dress, language, office arrangement, parking, and wage differentials. -Base individual and team compensation on goal-oriented results.

Organizations today are encouraged to look within their own ranks to increase employee engagement, retention, and not only look on the outside, to grow talent. It can also be considered part of an organization's strategic planning initiative that helps align an employee's competencies to meet the organizational business objectives. Techniques for Human Capital Management include the following:

-Selecting the right people for the organization: This step is key, and there is much research to suggest that hiring should be based upon the potential to achieve, not just on past achievements in another organization. -Training and development: This technique is also a widely accepted aspect of Human Capital Management, with arguments made for both external and internal training mechanisms. -Deliberately building tacit knowledge: This approach is something that is often overlooked because organizations feel that people will discover what they need to know. There are strong arguments for investment in the deliberate building of tacit knowledge so that employees absorb and discover the knowledge that is important to organizational success.

The basic components of Positive Psychological Capital include:

-Self-efficacy: One's confidence in one's ability to mobilize the resources necessary to get done what they need to get done. -Hope: Belief in capabilities. -Optimism: Attributing positive events to internal causes. -Resiliency: The ability to bounce-back from adversity.

When it comes to keeping the best employees, the health care workforce may come to your mind. According to the 2016 National Healthcare Retention & RN Staffing Report, there was a ______% average turnover rate for hospital employees.

17.1%

Human Capital should be viewed as a critical input to organizational performance, along with Physical Capital and Financial Capital. There are many theories that interpret the significance of each input. Consequently, according to Sweetland (2004), a complete understanding may be specific in different diverse disciplines such as

economics, sociology, psychology, political science, human development, and business that are based on the state of the economy.

While these researchers each approached the subject in a different way, the one thing they could all agree upon was that

education and investment in human capital played a significant role in economic growth. Those views continue to influence the decisions of educators, administrators, and policy-makers today.

Human Capital theory has its roots in research stemming from

Adam Smith, John Stewart Mill, Alfred Fisher, and Irving Fisher. These men were early economists that expressed the importance of human effort in the creation of wealth, and emphasized that human involvement in production constitutes a form of capital.

The term "Human resource management" (HRM) represents an

evolution in thinking about an organization's people.

SHRM is the process of

formulating HR strategies and implementing tactics that are aligned and reinforce the organization's business strategy. SHRM entails the development of a set of managerial activities related to developing and maintaining a qualified workforce. The process is complex because HR managers need to adopt a strategic perspective to understand linkages between organizational strategies and HR strategies. Recruiting, developing and training a qualified workforce that meet the future organizational needs means implementing certain methods and HR functions to meet these needs.

Organizational attrition could mean a lot of lost knowledge. As a result, today's health care professionals are placing more emphasis on

human capital.

Human Capital Management is a

human resource practice or people management strategy that follows specific techniques related to employee resource management. It is a personalized approach to treating employees like real people to increase morale and helping them to optimize their talents to achieve the goals of the organization.

Whether locally or globally, ____________ ____________ is one of three key inputs for the delivery of care. The other two being physical capital and consumables (Kabene, Orchard, Howard, Soriano, & Leduc, 2006). Human Resources works hand-in-hand with overall healthcare goals of increasing the technical quality of care delivered, as well as increasing the environmental quality of care delivered.

human resources

Supporting these statements, Sweetland notes, while the level of education examined varies greatly by study, a general conclusion is that education increases or improves the economic capabilities of people, which leads to

increased productivity and output. Education can mean formalized education, informal education, on-the-job training, and apprenticeships.

Human Capital theory suggests that

individuals and society derive economic benefits from investments in people. These investments are more long-term in nature and provide for benefits over time.

Forecasting

information gathered from a scan of the external environment. Simultaneously, an assessment is done internally of an organizations strengths and weaknesses while looking for threats, both internally and externally, to the organization. For example, in an organization human resource managers look at the demand for new workers and look internal, or externally, to see who can fill that role. They look to see if there is a match. If not, they need to develop programs to increase the workforce or reduce it through downsizing. Human resource managers also look at the supply of workers that are available in certain geographic areas. Many times, they look to fill entry-or mid-level positions with graduating seniors.

Managers do this by recognizing its importance amid dealing with life and death situations and where employee burnout is high. When employees feel valued and appreciated,

it is easier for them to cope with the demands of their profession.

Because so many corporate decisions are still based on financial return, it is incumbent upon human resources leaders to objectively and quantifiably demonstrate how an investment in human resources can be

measured, developed, and leveraged to produce a desirable return.

Luthans and Youssef (2004) examined the role of human capital theory in a broader context than earlier researchers. They found growing evidence that human resources are crucial to organizational success, and companies valuing and investing in human resources may have a competitive advantage. What they found discouraging, however, is that

only about half of today's organizations and their managers believe that human resources really do matter.

Ways to manage social capital include:

open communication channels, cross-functional work teams, and work-life balance programs.

One of the most impactful features of HRM is the aspect of strategic integration, where an organization's leadership articulates its vision regarding people assets and the role that they play in the fulfillment of the organizational objectives. Legge (1989) highlights this emphasis by stressing that human resources policies and planning should be integrated with

strategic and business planning.

SHRM also includes attracting the best employees that enhance

the organizational goals and improve outcomes necessary to achieve a competitive advantage.

In order to maximize positive psychological capital, an organization must

transform its ideology to view employees through a positive lens.

Formal research into Human Capital Theory began in the late 1950's with significant research by Blaug (1966), Kiker (1968), Mincer (1958) Fabricant (1959), Becker (1960), Schultz (1961), and Denison (1962). These researchers applied different approaches, which included methods of measurement and views on

whether or not education of human capital was solely responsible for the increase in overall economic growth in the United States.

Increasing use of social networks

Awareness that HR monitors social media sites Opportunity to network & collaborate more fully Develop social networking policies Opportunity to reach large audiences quickly and cheaply

Threat of stagnant economic growth in U.S. and globally

Need to identify competencies and skills of workers Employee satisfaction Demotivated employees Coping with downsizing

Increasing diversity of the American labor force

Need to review & restructure Affirmative Action Plans Need to be more responsive to meeting diverse needs Need to develop & implement workplace training programs for cultural diversity Asian and Hispanic groups are to increase significantly

Global warming and growing environmental awareness

Occupational safety More workers concerned about green environment Increased need for sustainability and green environment training needs

Aging of the workforce

People of retirement age working longer Sandwich generation whereby employees are caring for their children while caring for their aging parents Redesign promotion systems & career advancement Demand for alternative & creative retirement plans with a cafeteria approach to benefits Lost knowledge

Positive Psychological Capital Management

Positive Psychological Capital focuses on making people's lives more productive and worthwhile, and actualizing human potential. The focus of Lesson 1's assigned readings is on creating positive organizational behavior (POB) with an emphasis on developing positive variables that impact the workplace (state-like variables).

Increase in outsourcing, offshoring, and employee leasing

Response to skills shortages HR professionals will continue to be involved in decisions, managing & monitoring these operations Challenge for HR when managing costs that are external to the organization Uniform training and staffing needs

Impact of Technological Advances

Since the 1990s, the role of healthcare professionals has been changing because of a shift from hospital inpatient care, which is very expensive, to outpatient care to decrease utilization of healthcare and reduce costs. Technological advances have been one of those changing roles with the introduction of electronic health records (EHR) which require increased information technology security and advanced software systems (Freid & Fottler, 2015). This technology requires more high tech security personnel to prevent breaches in confidentiality. In addition, Robotics, automation of certain routine functions and data mining, which quickly retrieves information necessary about staffing, training and compensation, are also important to SHRM. Because of these advanced technological changes and having to abide by strict rules and regulations, many physicians are either leaving the profession, retiring or integrating with physician practice groups because of decreased reimbursements, lack of staff to transfer the paper records into electronic form, and the inability to remain financially feasible as independent practices. Social networking websites and mobile technology need to be carefully monitored for hacking. In addition, technology units are employing more personnel, who have special clearances, to protect patient records from breaches in confidentiality that could irreparably impact a patient if the information were to become public knowledge. Relate to technology is the Health Insurance Portability and Accountability Act (HIPAA) of 1996. The HIPAA rules require appropriate safeguards that protect an individual's personal healthcare information while also requiring certain uses of the information without a patient's authorization. As described above, the use of technology opens the door for violations of this information. This act applies to health plans and information conducted electronically. Therefore, due to large health system mergers taking place and the need to merge several hospital software systems into one system, the hospital-physician interactions become more complex and challenging, considering the integration of these complex software systems. Thus, human resource managers are faced with having to strategically plan for these mergers and need to have a succession plan in place as well as a current workforce replacement plan to deal with the technology being used.

According to Zurn, Dal Poz, Stilwell, and Adams (2004), the focus of human resources is on providing and supporting staff that meet technical skill requirements, and providing and supporting staff that meet sociocultural quality measures. In essence, human resources provides staff with the skills and training needed to do the job, in a way that is satisfying to patients. In doing so, there are a number of factors that must be balanced (Kabene, et al., 2006), including:

Size, distribution, and composition of the healthcare workforce: Is the supply of healthcare providers where it needs to be to serve the population? Workforce Training: Is the supply of workers available trained in the skills needed by the community served? Location of healthcare workers: Are healthcare workers located where they can best fulfill the need? Are they all concentrated in urban areas? Do the rural areas have adequate access to care? Economic development: Does the population being served understand and value access to healthcare, and have the financial means to access it? Socio-demographics: What is the age of the population served? Is it a younger or older population? Age distribution can impact both demand for care, and demand for training of younger workers.

Social Capital Management

Social Capital Management in the workplace is represented through open communication channels, cross-functional work teams and an emphasis on work life balance. It includes interpersonal, inter-group, and inter-organizational relationships, as well as all of the underlying dynamics

New Administrative role -

The use of technology and outsourcing are two major shifts that have transformed the role of HR from administrative to strategic human resource management. More data collection software, web-based training and the use of the internet have reduced the paperwork that HR used to do in the past.