HAS should meet with Human Resources with the proposal

HAS 3240

FINAL EXAM

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SABRINA PICKETT, JOSH JACKARD, ABDULLAH ALI ALBAHRANI

 

1)    As
a director, first I should meet with Human Resources with the proposal to

assess both labor supply and
demand. Planning and consultation with human

resources is a priority before we
start any actions. The work plan will include hiring

and training process plan with
consideration of challenges because of the short time

we have four months. Then, as a
team we make the final hiring decisions with

consideration of legal issues. The
work plan period is from December 1st – March 3st.

It includes three stages:

Labor demand and supply assessment
(1month)

Hiring process (2months)

Training and development (1 month)

The process of our work plan of
will be as the following:

A) Recruiting and Selecting
Employees:

Dec 3st – Jan 1st: Labor
and demand supply assessment

Assuming that December 1st is the
day when the Board of Directors approved the

development of radiation treatment
department (RTD), we will start the assessment

and study both labor and demand of
human resources. The assessment includes:

Dec 2nd – Dec 7th: Prepare a
meeting with human resources for consulting regarding

labor supply and demand in order to
assess the current situation of the department.

Meeting participants are: HR
director, HR manager, RTD director, and RTD manage

and supervisor. The meeting will be
conducted on Dec 11th. The objectives include: Initiate Human
Recourses Planning (HPR) to confirm that the hospital has the

number of staff to provide the
quality and services.

The availability of qualified and
skilled workers. (Labor supply)

The number of workers needed in the
future. (Labor demand)

 Recommended actions to make final decisions of
staffing.

Legal challenges consideration.

Since the study didn’t include much
details of staffing, HRP will be used to figure out

how many staff needed. According to
the book, the plan will have three conditions.

First, if the labor demand more
than labor supply meaning that there is a need for

more staff, actions like
recruiting, training, promotion will take place. Second, if we

assume that the hospital has more
labor supply than demand, there will be pay cut,

reduced hours, or early retirement.

Third, once both labor demand and supply are

equal, actions like internal
transfers or redeployment will take a place.

Jan 1st: Results of the assessment
should be out and sent to me through email by HR.

It is forwarded to the department
manager and supervisor and cc to the Board of

Directors. Let’s assume that labor
demand is more than labor supply. Once it is

determined that there is staffing
needs, hiring process will take place to fill the

positions needed.

Jan 2nd -Feb 30th: Hiring process.

Based on the HRP, we can start the
process of hiring. The overall process should be

run by HR but with our department
supervision in terms of selecting the suitable

personnel to fill the needed
positions. The hiring plan will go in three stages:

recruitment, selection, and
socialization. Each stage will take time depending on the

number of employees will be
accepted.

Recruitment: By working with HR, we
announce the jobs availability to the market. This can be done by utilizing
recruiting sources inside and outside the hospital.

Jan 7th – Jan 14th: Recruitment
Announcement:

Internal and external job postings
via the hospital main website, social media,

and career sites. Print posters
with details of the job opportunities in attractive way.

Announce job postings by using
channels such as newspapers, TV channels. Utilize college recruiting if
available.

Selection: According to the book,
there are several selection tools used as predictors

of job performance to select the
suitable employees for our department. The tools

need time to be utilized. So, in
this process we will spend more time because it is one

of the most important steps toward
the right way of employment. Each method to has

its own advantages. So, HR and we
decide the proper ones for us as a department. In

our cases, I think application
forms and interviews are the proper tools because of the

short time we have.

Jan 21th – Feb 5th: Finishing the
application forms by Feb 5th.

Feb 5th – Feb 19th: Finish
interviewing all candidates by Feb 19 h.

Feb-19th – Feb 30th: Final decision
made by both HR and our department to choose the

qualified candidates.

March 1st – March 30th: Training
and development

In the training process, our
management will train new hires and develop the rehired

and promoted employees. In
training, we will focus on specific skills or helping the

employees correct deficiencies in
their performance. Train and develop all employees

2A) Pay-for-performance
sounds like it is. Meaning, pay-for-performance is providing the financial
incentive to employees, managers, or any personnel on payroll, once they
achieve a predetermined goal or meet a quota. The hardship of this model, is
that not everyone is motivated by money. As crazy as that sounds, not everyone
is motivated by the green paper, and instead thrive off the challenge and other
incentives that provide praise, or recognition for their efforts. Above are
some of the common examples organizations are facing with a pay-for-performance
system. As stated above, managers can earn bonuses based off their budget
saving. Budget saving in this instance is the predetermined goal for managers
to reach. If the managers are not restricted on what aspects they are to focus
on budgeting, the like in this case the budging could go to placed that
actually need funding and time. These managers were sacrificing equipment
maintenance and employee training for their bonuses, and this quickly could
take a dive into a company if the employees are not adequately trained and
certified, and also if the equipment is not fully worked on or going through a
regularly maintenance procedure, then the equipment can depreciate faster, die,
malfunction, or any problem that would cause more money to fix or replace the
equipment. Another problem the system is seeing, is that employees don’t see
the connection between work and pay, and that ultimately it is unfair. This
problem is common that it brings down the spirit or moral of the company. As
stated before, not everyone is motivated by money. When job skills or
qualifications now become more useful to some employees in a
pay-for-performance system because they are quicker at getting emails out, or
completing tasks, etc., these employees thrive off of the incentives and tend
to do well. In this instance, these employees that do not see the connection
between work and money, are not looking at their job as working for 40 hours a
week and making their paycheck. Now, work for them is, I have to go in and now
try and beat my employees and compete to try and get or make more money. This
system does not work for everyone. Next, former high-performance employees are
now a problem. This could be like the example above, that the most experienced
older workers that have dedicated most of their lives say to one company, know
the ins-and-outs, could be a problem in an incentive system because in this day
in age they may be slower with technology and do not become accustomed as fast.

If the incentives involve technology regarding quickness and efficiency, then
the older generations would not flourish.

 

2B) First I would
set ground rules and restrictions to what can be budgeted and how. I would
start by laying out every department and list all the resources of the company’s
plan, and walk through with the managers about strategies and ways to cut
spending piece by piece per resource/department. When an incentive plan is in
play managers and employees sometimes focus more on the outcome of the
incentive rather than think logically about their consequences or actions. This
desire for an incentive, drives people to do undesirable behaviors. I think the
best solution for this instance could be taking away the bonuses by cutting
cost, but instead giving bonuses based off extrinsic and intrinsic rewards.

Meaning explain the difference between the two, and show how to work these two
concepts together rather than competing.

 would
show them how to try and take some for everywhere rather than al

2C) To deal with
this problem, I think changing the system to a piece-rate system could be
beneficial by rewarding per unit rather than meeting a benchmark and taking the
enjoyment out of their work that they have had for so long. The biggest thing
as a administrator in these systems is to really show the employees trust,
recognition for their performance, and linking the rewards/incentive system to
job satisfaction and performance rather than competition. 

 

2D) For these
employees that are older, struggle with technology, or simply the age
difference hurts their physical demands when it comes to quickness and
efficiency, then I would try and resolve this problem by also doing more of a
piece-rate system or using multiple layers of rewards, and employee
involvement. Providing new options for incentives in a multiple layer system
could create new opportunities for the older generation in work to improve and
achieve higher pay and feel as if they are receiving an award. By making
multiple layers, there can be different qualifications, requirements, and
benchmarks to meet for different types of people, and different types of
workers, but ultimately all reach the same goal that a pay-for-performance
system is designed to do.

 

3A) Ultimately, I
do not believe Manor Care would have reduced turnover by just raising
front-line compensation. While it is a good temporary fix, increasing
compensation does not fix the problem long term. Offering employees benefits
for staying with the company is what will keep them there over long periods of
time. With a turnover rate of 72% it was costing Manor Care extensive amounts
of money to fill the vacated spots. Not only were they losing already trained
employees, but also time, money, and company resources. By revamping their
system, they were able to drop turnover rate down to 47%- which is significant
compared to almost ¾ of their employee base was turnover. Overall, I believe
people work harder (as mentioned that the service quality increase), and trust their
employer more when they are being compensated for loyalty to the company. Manor
Care created a system that over time will keep employees around.

3B) Manor Care
would be smart to offer more pay or bonuses for employees who reach certain
bench marks. In a market where its easy enough to find new jobs, cash is what
it really comes down too. The incentives or bonuses would have to be offered in
a way that benefits both the company and the employees. Another option is to
offer some kind of tuition assistance for employees wanting to continue their
educations. This is a unique option that bring in a specific, ready to work
class of future employees to the company. It’s important to maintain a friendly
environment with a strong leader; doing behavioral testing and thorough
interviews a good place to start in creating low turnover.

 

4) As a manager in
this position, it would be beneficial to find the root of the problem to Ramon Olivarez’s
email. To find the root of the problem, you would need to look back at Ramon’s
workflow, organizational culture and then use the decision-making model to
decide how to approach Ramon in the correct way. As you find the root of the
problem, then you can move forward and either find a common ground for Ramon or
find a new position for him that will fit his needs better. If neither of these
solutions fix the problem, termination is an option as well, however that is
the last resort in this case. It is best to find why this issue occurred in the
first place and go from there. Once you find more facts of why he felt he
needed to write such an email, then you can reach out to the human resources
department and schedule a meeting with the manager, Ramon and a Human Resources
employee. You can implement the desired solution and solve this issue at the
meeting together.

 

5A) The human
resources strategy should consist of a plan implemented to reach QHC’s organizational
goals. This plan will set the direction for QHC to report the correct challenges
and trends in the work place. Since there isn’t any bureaucracy in this
organization, it’s important for the Human Resources to ensure that everyone in
the work place is aware of the value that each employee brings to the table and
the value of strong employee relationships. Once we practice employee
relationships and value each other, it will gradually highlight employee
responsibility in a less authoritarian culture. Another part of the strategic
planning is to ensure that employees are aware of their choices and
alternatives. Focusing on giving employees choices and alternatives will help
the work place feel more confident overall. It is also important to stipulate a
consistent level of services for all employees. We must communicate clearly and
effectively on choice, value and accountability.

5B)
5 HR Policies: Purpose, Goals, Accomplishments, Priorities and Performance
Measures.