Introduction
The HR department offers significant services to any organization (Fallon & McConnell, 2007). Providers of healthcare employ the services of human resources department to enhance growth and productivity of healthcare organizations. Notably, the development and extension of healthcare services depends on the ability of an administrator to hire and retain productive employees. Human resources require effective management. As such, human resources management entails all the procedures that enable, direct, implement and control the personnel supply and their suitability to the required jobs. Human resources management is a modern development that constantly shapes employment relationships in any organization. HR department evaluates a bundle of best practices such as increased dedication and their effect on employment relationships (Fallon & McConnell, 2007). It handles complex people in complex environments and organizations. The people heading HR department should report to a selected chief executive. In this regard, there are different organizational structures that are utilized in human resource department. While there are different approaches to HR organization, this model is be based on, counseling, financial, humanistic values, managerial skills and clerical tasks. Selecting the Right People In The Right Posts At The Right Time
The major aim of a human resources management is to form an organization that holds the correct people in the correct post at the correct time. This task involves recruitment, retaining and discharging of personnel. For instance, a person in charge of HR should report to one of the organizations top executives. The CEO dictates the best reporting relationship for a given organization (Fallon & McConnell, 2007). The CEO is known as the chief administrator or director. More so, personnel heading HR department can report to chief operating officer or an executive vice president. However, with respect to this model, leaders in human resource department should report to top executive.
Line and Staff
To establish good HR department, it is important that the personnel concerned develop and retain feasible human resource strategies, assess and plan the requirements of human resources, develop and uphold human resources policies besides managing the human resource management processes. The leaders in HR department should as well administer the right personnel to the right posts and manage personnel life cycle. This requires dividing human resource management into strategic and operational HRM. Operational human resource management handles individuals while strategic HRM centers on the entire HRM. Strategic HRM helps in managing human resources with respect to the aims and objectives of a given organization. Strategic HRM is usually linked to longer-term issues of people and macro-concerns regarding quality, values, structure, dedication and prospective needs of an organization. On the other hand, operational HRM actions are premeditated (Fallon & McConnell, 2007). They include recruitment processes, training, salaries and wages, safety and welfare of employees and selection of employees. The operational activities should correspond with the general human resource strategies.
In most organizations, people in different positions operate and relate differently, but with an elaborate command chain. With respect to line and staff, the line department undertakes the works of an organization while the staff departments smooth the progress of the work. The staff department ensures general effectiveness and efficiency. Particularly, the staff department supports and improves an organization’s work through making it possible to go on delivering services or producing the intended services (Fallon & McConnell, 2007). Staff department is essential given that it enhances the efficiency of an organization. The staff areas within a given healthcare organization involves, finance, housekeeping, HR and maintenance. These activities are necessary as they prevent losses and inefficiencies in quality care. The principal role of staff is to uphold a service atmosphere and ability, an aspect that make it possible for continuation of line operations in a most advantageous manner. In case of conflict between line and staff departments, managers of respective departments can help solve and management the disputes (Fallon & McConnell, 2007). If the dispute is not settled by managers managing the conflicting department, those in higher management are involved.
All departments in a healthcare organization have a line of command that runs downward from the manager of a department. Such a line includes all assistant supervisors and other employees in a department (Fallon & McConnell, 2007). Health care organization managers should comprehend that their role in HR is to offer advice, motivate workers, offer guidance and other services suitable in enhancing the realization of an organization’s, mission, goals and objectives. Among the major roles played by mangers in HR department is development of human resources (Fallon & McConnell, 2007). Development of human resources compels the procedure amid guidance and learning. The framework of human resource development considers employees as the most essential asset to any organization, and ensures that the most notable asset in an organization is improved through development. As a result, developing employee’s skills and potential through directing, assistance, training, mentoring, couching or counseling is necessary.
The Human Resource Model
Human resource management procedures entail a constant function. The human resource managing process involves review of objectives, control of HRM processes evaluation of alternation choices and assessment of HRM process performance. These activities involve a directing procedure that functions to guarantee that activities are carried out in the right manner. The control of quality is realized through evaluating the goals of an organization and the sporadic assessment of the process of HRM procedures (Fallon & McConnell, 2007). Other alternative choices help in ensuring that the present procedures are evaluated and the most triumphant of them executed. The Figure below illustrates a feasible model for HR department in a healthcare organization.
Administering personnel entails the regular operational processes. The personnel should be administered with respect to the personnel budget that includes salaries, wages and other benefits. Conflict resolution should be a regular administrative procedure given that conflicts among personnel are a natural aspect particularly in healthcare organizations (Stubblefield, 2004). Personnel should be rewarded according to their performance and legislative issues should be adhered to. Legal and disciplinary functions are also essential in human resources management as they promote efficiency and productivity (Stubblefield, 2004). Employment contracts should as well be maintained and personnel files should be well kept and updated regularly. Non-monetary and monetary benefits should be uphold as they help in motivating employees, raise the applicant’s numbers besides maintaining a productive workforce (Stubblefield, 2004).
Maintaining and ensuring productive labor in a healthcare organization requires proper planning. Moreover, financial planning, work force structures and evaluation of training needs are needed. In this view, clerical activities, counseling, humanistic values and management skills are paramount (Stubblefield, 2004). From this perspective, the model discussed herein is based on counseling, clerical tasks and financial and humanistic values.
The perception of employees towards a particular HR model is crucial. The HR demands, training, education and experience of employees considerably influence their performances (Stubblefield, 2004). As a result, filing of papers, tracking statistics, maintaining employee’s records as regards their personal details, performances and other needs is important (Fallon & McConnell, 2007). More importantly, healthcare organizations should place more emphasis on retaining their employees as productive producers. In this view, rewarding employs through salaries and other benefits is given priority consequently making a large part of an organization budget to be part of employees’ costs. More attention should be paid to employees’ direct and indirect compensation to keep them motivated and productive. Humanistic values should be upheld and great emphasis should be put on personal growth and career planning. Promoting the work life of each employee enhances general effectiveness of an organization (Fallon & McConnell, 2007).
A HR department should act as an advocate for employees, cater for the needs and issues of employees, resolve conflict, provide disciplinary actions, and strive for employees training and growth. This strategy helps in retaining effective workforce through rising education level of employees and the need for high quality work experience. Precisely, in any given healthcare organization, employee’s compensation and benefits, reactions, training and development, security and safety are catered for through a HR department and proper human resource management.
REFLECTIVE HUMAN RESOURCE MANAGEMENT PLAN
It is crucial to translate the course learning into a reflective personal development plan. The plan would define a strategy for maximizing the effectiveness of human resource management. Different models or theories identified as Human Resource Management characteristics would help demonstrate the future health care management roles. Apparently, the process of human resource management involves review of fundamental objectives, control of human resource management processes, evaluation of alternation choices as well as assessing the performance of HRM processes (Stubblefield, 2004). In order to effective functioning of a health care organization alongside meeting the expectation of the patients, the veracity of adopting a feasible model is inevitable for the human resource department. The process of maintaining productive workforce in a health care organization requires good planning.
At the top of the HRM model is the need to administer personnel. In attempt to maximize effectiveness of human resource management, I would then propose, publish, and administer policies regarding personnel, which includes establishment of employee handbook alongside policy manuals. Further, personnel forms would be designed in addition to maintaining all personnel records. Administering of personnel also dictates that payroll and benefit programs attain full administration. The HRM department should also provide room for management regarding personnel issues, enrolment and analysis of benefit options, creating and managing job descriptions, and establishing efficient recruitment program that targets most qualified candidates (Stubblefield, 2004). Below the administering personnel model, include the following: managing personnel budget model, conflict resolution model, assigning personnel, promoting personnel, administering employment contracts and administering of legislative issues.
According to personnel budget model, it is clear that revenue constraints that most health care organization face has fostered increased emphasis on accurate expenditure projections. In essence, salaries constitute the greatest bit of expenditure budget, hence various organizations should logically apply forecasting techniques that would provide a correct picture huge paychecks are headed (Van, 2007). Similarly, as a health care organization charged with the responsibility of delivering quality health care to the people, there is a desire to control the expenditures to boost revenues. The organization may use different mechanisms to manage headcount levels in light of emerging cost constraints. Conflict resolution model states that every quarrel, disagreement or clash between an employee and the executive or employees themselves must be resolved as soon as possible (Van, 2007). A conflict may result from divergent opinion or thought regarding an issue, which sometimes lead to fierce exchange of words with some employees resolving to find solution by going physical. However, a more professional and highly conventional mechanism should be in place to prevent ugly scenes from unfolding.
Correspondingly, there is a desire to assign personnel to perform certain specialized roles rather than grouping them together. The work force should never discharge their duties at random but rather each one of them must have proper job description to avoid unnecessary confusion and possibility of conflict arising (Van, 2007). In the same way, the model on promoting personnel dictates that every member of the workforce has a right to seek promotion. In addition, the organization must uphold administering of contracts to all employees as depicted by employment contract model. The contract should clearly indicate the date of commencing work alongside termination of the contract as well as terms and conditions of employment as provided in the contract documents (Van, 2007). The HRM would also consider the model that deals with administering of legislative issues should also. For examples, issues that regard legal procedure to be followed when establishing a health care facility, court case that involves the organization resulting from internal or external forces and guidelines for terminating contracts (Van, 2007).
The core values of HRM in relation to the management style I would aspire to adopt change from organization to organization and from one human resource manager to another. The core values are integrity, respect and accountability (Stubblefield, 2004). In accordance with the management style yet to be adopted, the core values state that the health care organization will strive to do the right thing, every time and all the time. This would entail application of ethical actions that reflects professional standards, and acting respectfully when working as a team with others. Taking responsibility for the actions is paramount for achieving reality about the core values (Stubblefield, 2004). Accountability promotes personal responsibility alongside creative thinking innovation and informed risk taking a toll in all our activities.
Through self-assessment, I have identified certain gaps. Therefore, I must take action through implementing action items in a bid to close the gap the leader I am and the kind of leader I aspire to become (Stubblefield, 2004). The action items include consultation, self-motivation, being a team player, integrity and trustworthiness, conflict resolution ability, dependability, knowledge of the industry and optimistic attitude. By consulting stakeholders, business pundits and interest groups widely and wildly, I would be well informed on the benefits as well as impending shortcomings. Self-motivation and dedication to work would help in inspiring other employees of the organization because it is a clear demonstration of great passion for work and responsibilities (Stubblefield, 2004). By upholding integrity and trustworthiness, fellow employees will regain confidence in the way the health care organization is managed. Appropriate mechanisms for resolving conflict involving senior staff or even the junior employees would help immensely in minimizing work-related quarrels, which may lead to an individual losing confidence and self-esteem at work or quitting his or her job in the end (Stubblefield, 2004). Proper knowledge pertaining to industry would not only boost confidence at work but also foster delivery of prolific speech on behalf of the organization regarding the effects of social, political and economic dynamics on the growth of health care sector.
In an attempt to bolster service delivery, the organization must adopt a realistic time line. This is because not all action items can be implemented at once and positive results accomplished in the end. Instead, there is a need to implement one action item at a time (Fallon & McConnell, 2007). This may happen over a period of two years with each action item being implemented over a three-month period before embarking on the subsequent other. However, actions items, which require longer time to realize its full implementation, may be extended for slightly over two months (Fallon & McConnell, 2007).
Action Item
Period
1. Managing personnel budget 4 months
2. Conflict Resolution 3 months
3. Assigning personnel 2 months
4. Promoting personnel 5 months
5. Administering employment contracts 3 months
6. Administering legislative issues 9 months
The plan would be instrumental in assessing and modifying the plan to stay on track for whatever HRM management style that I intend to achieve. By managing personnel budget successfully, every official tasked to account for his or her expenditure (Fallon & McConnell, 2007). Conflict resolution strategy, which entails putting in place a vibrant disciplinary committee, will enable faster attainment of solutions to disputes involving employees or the company with outsiders. By assigning personnel and promoting personnel, the organization with assurance of faster and high quality services. The facility will therefore be able to handle a larger number of patients within a given period. Administering of employment contracts as well as administering of legislative issues play crucial role of ensuring fair contracts and that no employee will breach his or her contract as well as adherence to the law by all employees (Fallon & McConnell, 2007). Conflicts that could not be resolved through internal mechanisms like consensus may be solved through court mechanisms.
References
Fallon, F., & McConnell, C.(2007). Human resource management in health care: Principles and practice. New York: Jones & Bartlett Learning
Stubblefield, A.(2004). The Baptist health care journey to excellence: Creating a culture that wows! Texas: John Wiley & Sons
Van, .W. L. (2007). Human resource management for events: Managing the event workforce. Amsterdam [u.a.: Elsevier/Butterworth-Heinemann.
