Human Resource Management
The proper method of procedure, as to vindication facility policies, is to put the judgment in accordance with measures. This means that in as much as Lisa is a liked employee around the institution, she is under the laws and policies of the organizations. Human Resource policies on health management require the signature of a certain code of ethics before recruitment or hiring. The codes of ethics explain the policies of the institution. They also explain what is required of the employee. Fried & Fottler (2011) state that the codes of ethics give a clear outline of the consequences bestowed on broken rules. They also cater for neglecting of duty, and for the bad conduction of employees. The code of ethics in an institution give managers and leaders the power to vindicate and judge a situation based on perpetual facts. Lisa Vanderpump is a registered nurse, and she has the experience after serving the institution for quite a while. It is clear to say that she signed the code of ethics, which created a contract between her and the institution. The contract is the binding bit of the relationship, and it means that Lisa swore to obey the regulations and rules allied with the institution. The contract bonds her to her statement and the only right thing for her to do is to act according to her say and expectation.
When Lisa starts to arrive minutes late with petty excuses, it means that she has violated the code of ethics. It also means she is a subject to the deterioration of a contract. The code of conduct in a law then follows suit in giving the manager the upper hand based on the situation. Fried & Fottler (2011) giving proper policies on human resources require that the manager follow certain procedures before implementing the judgment. First, there should be actual negligence of breaking of the code of conduct. This means that the facts and evidence should not be based on mere say or suspicion. They should be concrete and feasible. The second thing to consider is the consistency of the transgression. Ethics and policies give room for warnings if the misconduct is occurring for the first time. This means that the first time should be negligible, but constantly repeated actions are subject to punishment. The next procedure that follows is the productivity of the employee. If his/her services are of high value and are essential at the institution, the minor form of punishment should be issued. However, if the employee services would not disrupt the functioning of the institution, it requires the employee to face full punishment. The punishment is dependent on the extent to which the mistakes were made.
The next procedure that managers or leaders should use is the flexibility policy. This means that there should be a form of warning before inducing any form of punishment. There should be actual witnesses to the behavior, who would ascertain the leader’s judgment. This is fundamental in implementing policies. In the case that an employee presses charges, the institution will not be at risk due to poor management. The managers and leaders will have a stand in their say, and would be able to present feasible facts to the courts of law. Hernandez & O’Connor (2010) assert that the witness is necessary since it cements the managers/leaders decision. The witness in this case is normally the head of staff, or deputy manager. Health policies require their consent and acknowledgement on the issue.
In the case of Lisa, there was misconduct on work policies. She broke the code of ethics and by doing so, dilapidated or broke the contract agreement. There were warnings given severally, and there were consequences. Moreover, there were witnesses to Lisa’s misconduct. I would have to give Lisa a five-day suspension without pay. This will be a way of implementing the company’s policies. It would also discourage other employees from doing the same things. It would also be a way of assessing the quality within the institution. This action would be a way of helping Lisa to realize her mistakes and change to adjust. In the case that it affects the running of the company, it is necessary to show Lisa the effect that her departure would be causing to the hospital. This would be a way to show her the importance of employee’s cohesion and understanding. It would be a good way of displaying to her how much the institution values the work done by each employee.
The human resource policies on health management only allow the cutting of the number of days without payroll if there is an emergency. Fried & Fottler (2011) stress this by saying that a hospital is not a business. Every employee or staff member needs assertion and experience that will come in handy. In the event that emergencies arise, Fried & Fottler (2011), suggest that it is necessary for the top management to call the dismissed employees for their services. This would also apply in Lisa’s case, in the event that her services are in dire need. The payoff days would be cut, and no other form of punishment from the company’s policies would be implemented.
I would document this issue as misconduct and a break of code of ethics. This is due to the fact that a verbal warning was issued to Lisa and she subjected to terms and conditions of the agreement. She knew of the consequences that would follow if she came late again. I would also document the issue as defiance of institution policies. The policy, defied in this case is the arrival time for employees. This means that the contract between the company and Lisa, which she consented to, came under violation. This means that the punishment that comes with this violation is necessary. In the case of Lisa, her form of violation came with her coming late. Lateness is against the company’s policies and regulations. The case of Lisa is repetitive, meaning that her reason is not solid enough to justify her behavior. I would also document the issue as deficiency of manager’s rulings. This is because there has been issuing of repetitive warnings, which Lisa still defied. This falls under defiance of leadership ruling.
My decision would be different if the location of the institution was in a rural setting, and it was hard to recruit staff. This is due to the fact that there are three main health system inputs. They are physical capitals, Consumables and Human resources. Physical capitals are the budget factors, and the finance section. Consumables are the goods needed by the hospital. DeCenzo & Robbins, (2007) say that Human resource falls under the circumference of human capita. Human resource is the input that is difficult to manage, develop, motivate, maintain and retain. People deliver all health cares within a hospital. This means that health care management could take the name of people management. This is the point where professional human resource takes a positive contribution within the institution.
DeCenzo & Robbins (2007) state that when distributing human resource across a country, some factors need to be considered. For example, population numbers, demographical factors and finally geographical setting. These three factors are fundamental in assessing health care given within an institution.In Lisa’s situation, it is fundamental that her services would come in dire need for the hospital. Staff recruitment is an issue and, therefore, having to do without Lisa for five days would prove to be a menace. The situation allows me to look past Lisa’s lateness, and thank for her presence is in the hospital for the day. The issue falls on the category of ethics and morality. It would seem unfair to the staff if Lisa were to have a five-day suspension. There would be a strain in the workload of the other staff. They would have to work an extra mile to compensate for the services of Lisa, which are missing. The rural setting also justifies her lateness, as her reasons would seem viable. The basis for changing my stance on Lisa’s issue is the consideration of workload factors, the need for morale among employees and finally the need for quality services towards patients. However, the recommendation would be to talk to Lisa and explain the whole situation to her. I would tell that her presence in the hospital is of great importance. I would stress on the importance and her duty to arrive to work in time.
References
DeCenzo, D. A., & Robbins, S. P. (2007). Fundamentals of human resource management.
Chichester: John Wiley.
Fried, B., & Fottler, M. D. (2011). Fundamentals of human resources in healthcare. Chicago:
Health Administration Press.
Hernandez, S. R., & O’Connor, S. J. (2010). Strategic human resources management in health
services organizations. Clifton Park, NY: Delmar Cengage Learning.
