HUMAN RESOURCE 1
Acuity Health Care Hospital is among the leading hospitals in theUnited States of America concerning its patient care and management.It has an estimated bed capacity of one thousand seven hundred andtwenty-four. It also has major attractions on medical research whichare aimed at improving the quality of care provided. According tohospital records, its patient admission records have been on the risefor the past three years (AHA, 2016). These records indicate how busythe hospital is on a yearly basis.
There have been labor tensions in the hospital considering theincreasing number of patient admission over the years. It is,however, noted that even with the number of patients, the hospitalcannot maintain a higher staff number considering that the financescollected cannot meet the staff demand. Among the recent changes inlabor have been the proposals by the executive members of thehospital wanting to lay off some employees. The executive board hasalso been ordering some the staff to take some weeks of unpaidfurlough. There have been plans to slice off more than two hundredpositions in the hospital to ease the pressure being createdregarding resources and finance that play a part in governing andrunning the hospital (AHA, 2016).
Regarding recruitment to the hospital, the hospital hires nursesboth part-time and full-time nurses. The policy of recruitment is bythe Equal Employment Opportunity policies that pertain to hospitalemployment procedures. This includes the laws set by the state, thefederal laws and also the local laws. During the time of recruitment,the manager of the human resource department formulates requirementsfor specific positions which tend to accommodate the most qualifiedpersons with the best knowledge. The requirements are dependent oneducation and experience required to perform the duties outlined. Thestaff to be employed must prove to have the capability to perform theresponsibilities that will be bestowed upon them (Jiang K, 2015).
Persons interested in any job position within the hospital can makeapplications to the human resource office. Their applications arereviewed to check whether they meet the minimum requirement that isneeded for that specific vacancy. It is paramount to point out thatthe human resource management reserves the right to considersubstitutions for special cases where the applicant may be possessingexceptional qualifications even though the years of relatedexperience may not be in tandem with the job descriptions (Jiang K,2015).
The hiring manager has the function of accessing the candidates’referral letters and also does the screening and selection of thecandidate. He or she selects the candidate that will be interviewedfor the information he or she has about the candidate. Theinformation is normally acquired from some sources like the web-basedvacancy information and assessment data.
Hospital Training Development
In considering the needs of the hospital, the human resourcedepartment decides what to train further for their staff to delivertheir services competently. The need of training of specific fieldsrises from a well-researched requirement that needs to be taken careof to enhance both good patient care and staff motivation. Animportant thing to note is the availability of funding mechanismsthat are used to enhance staff training. Hospital priorities play animportant role in determining the type and nature of training thatcan be funded by the hospital to its staff (Wilson, 2015).
Among the simplest means of gaining new experience and insight isconducting visits to other hospitals. With clearly stated objectivesand programs, the visits form a good benchmark for better learningand further experience.
Skills such as written and verbal communication make a major part inpatient care. The hospital, therefore, strives hard to ensure thattheir staff is equipped with good communication skills. Consideringthat Jackson Memorial Hospital is a teaching institution, they alsostrive to meet the balance between the students’ needs and alsothose of patients.
Good staff training is valued in this hospital as it helps improvethe patient’s satisfaction regarding service received. Theeffectiveness of training is measured regarding patient responsesreceived over certain services they received (Wilson, 2015).
The performance management of the hospital deals with the planningand also budgeting systems of the institution. It is recommended thatthe hospital staff which includes doctors and nurses to have certainmodes of thinking and appropriate acting. These are both beneficialto clinical practice and also to corporate management (Wilson, 2015).
The formal performance feedback that is in place entails the patientmaking a formal response concerning the degree of service received.Positive patient feedback means that the performance of the staff wasgood.
The hospital protects itself from litigation regarding performanceby ensuring that their staff adheres to the highest degree of carewhen dealing with its clients. There are also insurance policymeasures that the hospital management has insured itself againstlitigation.
Techniques employed to improve employee performance include furtherstaff training and various forms of rewards given to the staff withpositive feedbacks from clients regarding the service rendered.
Retention, Separation, and Discipline
High performing employees are normally given a promotion at theirplaces of work so that they can be enticed to stay at the hospital.They are also funded by the hospital to undergo both local andstudies abroad (Wilson, 2015).
Some of the gaps within the organization’s separation policies arethe break off communication and lack of touch between the executiveboard and the workers dealing with the clients directly. By aligningitself with the workers and promoting more openness, the executiveteam will reduce chances of litigation.
The human resource department deals with both discipline andrewarding of its staff. Its formal discipline policies includesummoning the errant employees for case solving. Other measuresinclude formal apologies made to the executive team. In worst cases,the employee can be laid off (Arnetz, 2015).
Some of the available resolution methods that can be employed inmanaging staff discipline include a formal counseling program toassess the reason for the mistake committed. Some employees commitmistakes in their work areas because of problems arising either fromtheir homes or outside environmental pressures. Tough punishmentshould not always be the norm (Arnetz, 2015).
Compensation and Benefits
A formal pay structure is the collection of pay grades and aframework for the implementation of reward strategies and policies.Among the benchmarks being done at the hospital are, aligning rewardstrategies with the strategies of the hospitals to encouragehigh-performance levels. This is also done through fairness andlawful promotion of its employees. The hospital management ensuresfair career progression and pay increase. These act as incentives toencourage the staff.
Other benchmarking policies undertaken by the hospital includevisits to various hospitals to check on the status of management andstaff motivation activities that are being undertaken.
There is an Employee Owned Stock Ownership Plan (ESOP) that desiresto ensure its employees benefit in the institution’s futuresuccess. This benefit, therefore, allows the employees to put moreeffort in ensuring good care of the patient. With a greater number ofengaged employees, it translates to a more suitable environment forthe staff doctors and even the patients and their families.
The benefits offered by the hospital to their employees are legallymandated. Among the benefits include lowered fees charged to theirfamilies when they seek health services from the hospital. Theemployees also have a well catered for health plan insurance. Amongother benefits are the accesses to low-interest loans from theinstitution. These benefits are communicated directly to theemployees in their terms of service (Wilson, 2015).
Environmental factors that have influenced the benefits of theorganization include a good enabling environment for the provision oftheir services. A good and peaceful environment ensures favorableworking area for its employees. The clients can access the facilityfreely and therefore better business progress (Wilson, 2015).
Among the problems associated with compensation policies of theorganization is that they curb finances that could have been used inother projects to enhance a smoother running of the organization. Thecompensation policies pull the progress of the health institution afew miles behind regarding progression.
AHA. (2016, september 28). section for metropolitan hospitals. Retrieved from www.aha.org/about/meembership/constituency/metro/index.shtml
Arnetz, J. H. (2015). Using database reports to reduce workplace violence: perceptions of hospital stakeholders. Work, 51- 59.
Jiang K, R. M. (2015). Strategic human resource management of volunteers and the link to hospital patient satisfaction. hospital human resource, 1.
Wilson, N. (2015). Factors that affect job satisfaction and intention to leave of allied health professionals in a metropolitan hospital. Australian Health Review, 290- 294.