Florida National University HSA-6142 Health Care Human Resources Management Week 3 Critical Reflection Paper: Chapters 7 & 8 Objective: To critically reflect on your understanding of the readings and your ability to apply them to your Health care Setting. ASSIGNMENT GUIDELINES (10%): Students will critically analyze the readings from Chapters 7 and 8 in your textbook. This assignment is designed to help you evaluate, analyze, and apply the readings to your Health Care Human Resource department as well as develop the groundwork for all of your outstanding projects. You need to read the chapters assigned for week 3 and develop a 3-page paper reproducing your understanding and capability to apply the readings to your Health Care Human Resource Department. Each paper must be typewritten with a 12-point font and double-spaced with standard margins. Follow APA style 7th edition format when referring to the selected articles and include a reference page. EACH PAPER SHOULD INCLUDE THE FOLLOWING: 1. Introduction (25%) Provide a brief synopsis of the meaning (not a description) of each Chapter and article you read, in your own words. 2. Your Critique (50%) What is your reaction to the content of the chapters? What did you learn about the demographic trends that are changing the nature of the health services workforce and patient population? What did you learn about the different approaches to developing leaders in organizations? Describe and state how you can apply the multi-dimensional aspects of mentoring and how each dimension may be applied in leadership development. Did these Chapters change your thoughts about the workforce and diversity? If so, how? If not, what remained the same? 3. Conclusion (15%) Briefly summarize your opinions & deduction to your critique of the Chapters you read. How did these Chapters influence your judgments on Managing a diverse health service workforce? Evaluation will be based on how you respond to the above, in particular: a) The clarity with which you critique the chapters. b) The depth, scope, and organization of your paper; and, c) Your conclusions, including a description of the impact of these Chapters on any Health Care Setting. The assignment is to be electronically posted in the Assignments Link on Blackboard no later than on Saturday 11/12/2022 at 11:59 pm ASSIGNMENT RUBRICS Assignments Guidelines Introduction Your Critique Conclusion Total 10 Points 25 Points 50 Points 15 Points 100 points 10% 25% 50% 15% 100% ASSIGNMENT GRADING SYSTEM A B+ B C+ C D F Dr. Gregory 90% – 100% 85% – 89% 80% – 84% 75% – 79% 70% – 74% 60% – 69% 50% – 59% Or less. CHAPTER 8 Compensation and Benefits Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com. Compensation ▪HR strives to remain current and competitive with compensation levels in the healthcare industry and local labor market ▪HR expected to recommend changes in compensation ▪Recommendations usually reviewed by board of directors before being implemented Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Primary HR task to maintain compensation system Recommendations Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Often include suggestions related to the timing of changes and the rationale for the suggested distribution of increases ▪Usually include the basis for the changes being proposed ▪Typically related to prevailing industry or area compensation practices ▪Proposed wage increases applicable to all usually called cost-of-living adjustments ▪Changes for selected persons usually called merit adjustments Knowing Compensation System Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Supervisors should be knowledgeable about how pay increases are related to performance and the general level of performance required for receiving merit-based increases ▪Should know the differences between cost-ofliving and merit increases ▪Should know when changes including probationary increases can be expected ▪Managers should be familiar with current pay scales for all positions in their departments Strategic Planning ▪ Pay regional median ▪ Higher or lower than the regional median have consequences ▪ Organizations must make similar deliberate decisions concerning benefits ▪ Another strategic decision reflects the nature of benefits that will be offered ▪ Defined benefit or defined contribution? ▪ Flexible benefits plan or a cafeteria benefits plan Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪ Organizations must make decisions about the nature and extent of the compensation and benefits to be offered to employees When Compensation Challenges Arise Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Department manager often the initial target when employees challenge the compensation system ▪Managers should know enough about the pay level for each person being supervised to recognize pay inequities before they surface ▪Managers should work HR concerning pay inequity ▪Claims of pay inequity relative to other organizations are best referred to HR Wage Surveys Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪ In the early 1990s the government halted direct sharing of wage and salary information ▪ Surveys must designed, conducted, and published without involving participating organizations ▪ Can include only historical or current pay information ▪ Cannot request actual pay rates, only ranges and averages for specific job titles. ▪ Must have data of 10 or more organizations if current information is involved (5 or more if the data is more than 3 months old) ▪ No single organization data may represent more than 25% of the total ▪ No participating organizations can be identified Managers and Salary Studies ▪The free exchange of wage information is regarded as price-fixing under antitrust regulations ▪Healthcare organizations are held to the same standards as other industries ▪Department managers should take the issue to HR and rely on HR to conduct an investigation. Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Managers should never conduct their own salary surveys Interviewing Prospective Employees ▪Must complete reference checks ▪Must pass pre-employment physical examination Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Manager may cite a pay range for a job during an interview ▪Department manager should recommend starting pay ▪HR makes the official offer ▪All offers of employment are conditional: Benefits Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Basic benefit information should be available for employees ▪At a minimum, information in the personnel policy and procedure manual and employee handbook ▪Many employees remain nearly completely ignorant until a specific benefit question or need emerges. ▪Department managers not expected to be benefits experts ▪Know basics then refer employees to HR Flexible Benefits Plans ▪Give employees some control over their benefits ▪Three benefits most preferred by employees: ▪Health insurance ▪Pension plan ▪Paid vacation ▪They are not equally important to everyone Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Flexible benefits plans commonly referred to as cafeteria plans Why Flexibility? ▪ Not all employees want or need the same benefits ▪ Benefits vouchers allow employees to spend an organization’s contribution toward their benefits on whatever is most meaningful to them ▪ Voluntary benefits allows employees to purchase specified insurance coverage and financial products for savings and retirement at their place of employment ▪ Portable benefits allow benefits to follow employees as they change jobs Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪ Plans that permit buying or selling some vacation time by trading it off with other benefits are popular Defined Contribution Plans ▪Common defined contribution products include 401(k) plans for investments and savings and 403(b) plans for tax-deferred annuities ▪Individuals owning either product can transfer them to subsequent employers Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Limit liability exposure reduce so result in savings for employers Future of Benefits ▪ Some experts predict employers will offer no benefits at all other than those required by law: ▪ FICA or Social Security ▪ Workers’ compensation coverage ▪ Unemployment insurance ▪ Employers will increase salaries by the value of the benefits not paid ▪ Conflicts with the philosophy of employers assuming greater social responsibility for their employees Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪ Health Insurance Portability and Accountability Act (HIPAA) provides for coverage continuity when workers change jobs Statutory Benefits ▪Required by state laws: ▪Workers’ compensation: ▪ Required in all states, the District of Columbia, American Samoa, Guam, Puerto Rico, and the Virgin Islands ▪ Include both medical benefits and compensation for lost income ▪Billions paid to employees for workers’ compensation benefits every year ▪Some states require short-term disability compensation Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪ Workers’ compensation ▪ Unemployment compensation in all states Workers’ Compensation ▪ Lost wage benefit varies considerably from state to state ▪ Most states have limits on: ▪ Maximum and minimum weekly benefits ▪ Total number of weeks benefits can be received ▪ Total dollar amount of benefit eligibility ▪ Most states also make lifetime payments for permanent disability ▪ Some states pay additional amounts for dependents and rehabilitation services Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪ Medical benefits generally equal actual medical expenses Controlling Worker Compensation Costs ▪ Provide all documentation that may have a bearing on a claim ▪ Provide data promptly ▪ Be clear and detailed. Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Train employees and emphasize safety ▪Counsel violators, then apply progressive discipline ▪Department manager should assist HR in monitoring workers’ compensation claims and challenging those that appear to be inappropriate: Issues ▪After an injured employee’s personal physician, the employee’s supervisor is often the next most important person in determining whether a given occurrence legitimately falls under workers’ compensation Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Employees may report off-the-job accidents as occurring on the job Unemployment Compensation ▪ Experience rating is based on usage by individual company ▪ Industry rating is based on aggregated usage by companies in same industry ▪Many companies are self-insured ▪Such organizations pay their actual unemployment costs as they are incurred. Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Unemployment insurance required in all states, the District of Columbia, and Puerto Rico ▪Premiums set by experience and industry ratings: Unemployment Compensation ▪ Intended for employees who are laid off through no fault of their own or who otherwise find that their services are no longer required ▪ In some states, striking employees can receive unemployment compensation after a specified waiting period, usually six or more weeks from the start of the strike ▪ Adhering to minimum requirements in hiring, orientation and discipline can often limit unemployment compensation costs by reducing turnover Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪ Not ordinarily available to people who voluntarily resign their employment or who are discharged for cause Reducing Exposure and Costs Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Accurate records critical ▪Follow guidelines for progressive discipline ▪Remove sub-standard performers during the probationary period ▪Separation for reasons related to performance is usually easier to justify if they occur during a probationary period ▪Because unemployment costs are related to the length of time an employee has worked for an organization, separation by the end of the probationary period reduces costs Controlling Costs Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Managers should challenge all unemployment claims that appear inappropriate ▪Use temporary help when it will only be needed for a short period of time ▪Any need that is less than six months long and can be met by using temporary help will reduce an organization’s unemployment costs Short- Term Disability Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Short-term disability is not a universal legal requirement ▪Premium for disability insurance linked to usage (experience rating) ▪Organizations eventually pay the total actual costs for all claims plus administrative expenses ▪Self-insurance controls costs ▪Supervisors support company health, safety and prevention policies ▪Complete and submit all necessary forms in a timely fashion Legal Actions Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Patience is critical ▪Supervisors must accept the normal sequence of events ▪Managers should not be overly concerned about the being called for deposition or trial testimony as expert preparation and support will be provided ▪Individuals named in a suit or summoned in a case must appear in court Legal Preparations Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪When completing any form, offer only what it is necessary and always do so objectively without personal bias ▪Complete all forms, being attentive to dates and signatures ▪Do not discuss an open case with others in the organization except for those few who are actively managing the organization’s involvement ▪Avoid the temptation to make predictions concerning the eventual outcome External Agency Investigations Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪HR staff spend considerable amount of time interacting with representatives of government agencies ▪Equal Employment Opportunity Commission (EEOC) and State Division of Human Rights (DHR ▪Both address allegations of employment discrimination ▪HR gathers the requested information and formally responds to a complaint Occupational Safely and Health Administration (OSHA) Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Using no particular schedule or set frequency, routinely surveys safety practices ▪Investigates specific complaints or allegations of unsafe practices ▪HR is often an organization’s point of contact ▪Engineering may also be involved due to safety issues involving the physical plant ▪The manager of a department where a potential unsafe practice is observed or alleged can expect to become involved State Employment Service ▪Provides information about earnings ▪Supplies the reason for termination and must indicate whether or not the claim will be protested ▪Protested claim usually results in a hearing before an administrative law judge Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪HR heavily involved in every claim for unemployment compensation Citizenship and Immigration Services (CIS) ▪Occasionally, CIS investigators will look into the immigration status of specific individuals ▪These can involve questioning a department manager Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪CIS periodically audits personnel files for required I-9 forms Department of Labor (DOL) ▪Investigates compliance with child labor laws Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪Monitors compliance with wage-andhour laws General Advice ▪ HR must know the law as well as an agency’s guidelines and procedures ▪ First determine if complaints are valid ▪ Hr can usually able to keep a department manager’s involvement with external agency representatives to a minimum Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪ Nothing is accomplished when HR personnel or others respond by being defensive or uncooperative Chapter Summary Copyright © 2020 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com ▪ Compensation and benefits are important aspects of employment for most people ▪ Both are coordinated by HR ▪ Flexible benefit plans have evolved as organizations try to provide meaningful and relevant benefits to employees with a wide range of ages and interests ▪ Many individuals can make their own decisions regarding benefits ▪ Worker’s compensation, unemployment compensation, and insurance and disability insurance are required by law ▪ All other benefits are offered at the discretion of an employing organization

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