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Human Resources In Healthcare Managing For Success 4th Edition Bruce Fried, Myron D. Fottler - Solutions
4. How has the nursing staff on your unit responded to this implementation?
3. How has this implementation affected the quality of care delivered to patients on your unit?
2. How have unit operations changed as a result of this standard?
1. How has your unit interpreted The Joint Commission’s staffing effectiveness standards?
3. Now consider that you are the chief executive officer at a large academic health hospital in an urban setting. Over the next two years, the nurse staffing ratio on the general medical-surgical units in your facility is projected to decrease from one nurse per six patients to one nurse per four
2. What other important data sources will you examine before making a decision to increase or decrease the nurse-topatient ratio?
1. Assume that you are the manager of a 30-bed general medical-surgical unit at a 200-bed community hospital. How can you use the findings from this article to help make staffing decisions on your unit?
5. What other workforce issues may affect nurse staffing? How and why do these issues relate to nurse staffing and workload?
4. How is organizational philosophy reflected in the measurement of nurse workload?
3. What critical data are necessary to assemble before calculating nurse staffing needs?
2. How is nurse workload related to nurse staffing?
1. What are the elements that compose nurse workload?
8. The healthcare system at which you work is considering implementing a medical home model within the primary care practices that it owns.How could you use scenarios to model the effect that the implementation of medical homes will have on each of the following?a. The demand for healthcare
7. How will the aging of the population affect both the supply of health professionals and the demand for healthcare services?
6. Assume you are an HR manager in a large hospital facing a shortage of nurses. What measures might you take to address the shortfall?
5. Why might the local supply of health professions look very different than state or national supply? Which types of health professionals would you expect to see in most counties, and which types of health professionals would you see clustered in certain regions of each state?
8. The healthcare system at which you work is considering implementing a medical home model within the primary care practices that it owns.How could you use scenarios to model the effect that the implementation of medical homes will have on each of the following?a. The demand for healthcare
7. How will the aging of the population affect both the supply of health professionals and the demand for healthcare services?
6. Assume you are an HR manager in a large hospital facing a shortage of nurses. What measures might you take to address the shortfall?
5. Why might the local supply of health professions look very different than state or national supply? Which types of health professionals would you expect to see in most counties, and which types of health professionals would you see clustered in certain regions of each state?
4. What types of scenarios could you develop to model how health workforce supply will respond to changes in the economy? What factors in Exhibit 13.2 are likely to be affected and in what direction?
3. The nursing school at a public university is considering increasing the class size of its nurse practitioner(NP) program to address shortages in primary care capacity in certain regions of your state. How could you use healthcare workforce modeling to show whether increasing the enrollment
2. Assume that you are a planner within a large healthcare system in a state that is participating in the Affordable Care Act’s expansion of Medicaid coverage.You want to project the demand for healthcare services over the next ten years in the counties in which your healthcare system operates.
1. Assume that you work for the US Department of Health and Human Services (DHHS). DHHS is considering ways to increase the number of dentists participating in the National Health Service Corps loan repayment assistance program. Through this program, healthcare workers receive loan repayment
2. Which goals have the potential for conflict?
1. Which goals are similar?
2. If given the opportunity, do you think these nurses are likely or unlikely to join a labor union in the future? Why, or why not?
1. Are the nurses treated as professionals?Why, or why not?
3. Is termination too severe a punishment for a first-time violation of a social media policy?
2. How can management best communicate its social media policy to hospital staff?
1. What could hospital management have done to prevent this situation?
3. What, if anything, can be done at this point?
2. If you were the CEO, would you respond in the same way? Why, or why not?
1. What is the problem in this case?
5. How might the advent of social media tools be a positive force for union activity, including union formation?How might the increased use of social media tools present a challenge for both unions and employers?
4. Explain the potential far-reaching impact of the NLRB ruling on nursing supervisors. Will this ruling have a chilling effect on nursing unions?
3. What are some of the behaviors that may indicate to managers that organizing activities are occurring?
2. Describe the three phases of the labor relations process. Why are all phases equally important?
1. Why should management have a policy on unionism? What purpose does such a policy serve?
5. How would you close this meeting?
4. How would you suggest to measure progress?
3. What do you anticipate will be the easiest part of the coaching/consulting contract (see Exhibit 11.4)to complete? What will be the most difficult?
2. How would you build rapport and credibility with this client to establish a sound consultant–client relationship?
1. What performance improvement consulting phase(s) should you be focused on at this point?
5. How would you go about getting buy-in for this change?
4. What resistance would you anticipate?How would you address it?
3. What efficiencies would you expect to gain, and how would you realize them?
2. What data would you want to collect?
1. Who would you suggest sponsor this change and be your active leadership core guiding this change?
3. With that analysis in mind, what interventions would you recommend?Come up with two options.
2. What additional data would you want to collect?
1. Using the performance improvement diagnostic model in Exhibits 11.5 and 11.6, discuss the factors that might be at the root of the performance problem of low patient satisfaction scores. What questions would you want to ask the client?
5. What is employee engagement, why is it important, and how can it be enhanced in a healthcare organization?
4. Why is it important to engage senior management early on in the process when preparing for a learning initiative?
3. Describe an example of a successful new-employee orientation. Why are both employee needs and organizational needs important to consider?
2. Your healthcare facility assigned you to explore succession planning as a possible strategy for organizational sustainability. What will you do? To obtain information that will help you with this assignment, research two organizations that have adopted a succession planning strategy, and compare
1. Using the ADDIE model, design a training program that addresses the customer service expectations of walk-in patients in the emergency department.Include an evaluation process that answers the following questions:a. What method will you use to evaluate the training program?b. How will you know
6. Is the organization considering any benefits that are not currently being offered? If so, what are they and how were they identified? If not, what benefits may be added if the organization can afford to do so?
5. What perquisites are offered to executives?
4. Do physicians receive the same benefits as other employees?
3. What benefits are offered to full-time, part-time, and hourly employees?
2. How are benefits communicated to employees at this hospital?
1. How many total employees are in the department, and how many are assigned to handle benefits administration? How many of the staff are certified employee benefits specialists?
5. Employers are finding health insurance coverage more difficult to support as a benefit because it has become more costly than the tax savings for offering it. Given provisions of the ACA, should a large employer (more than 50 employees) continue to offer health insurance as a benefit or pay a
4. Some industries are cutting back on benefits because of globalization and global competitiveness. Will globalization affect benefits offered in healthcare organizations, or is the benefits structure in healthcare insulated from these global pressures?
3. In designing a benefits plan, what are the most important considerations for an employer?
2. How did the Social Security Act change the way retirement benefits were viewed?
1. Describe the concept of total compensation. Why is it important?
4. Does the organization face any of the following problems? If so, how does the organization address them?–– Wage compression–– Employees “topping out” of their salary range–– High prevalence of employee departures because of compensation-related factors–– Perceptions among
3. How does the organization evaluate jobs—that is, how does it “price”jobs? Does it conduct a formal job evaluation process? If so, how often and under what circumstances? Do any jobs exist for which the market dictates the salary, rather than the salary being the result of a job evaluation
2. Does the organization have a specific strategy for attracting, recruiting, and retaining employees in difficult-to-fill positions? If so, for which positions has the organization encountered these issues? What strategies have been used in these circumstances? Examples include (but are not
1. What is the policy of the organization on compensating employees at market rates? Does the organization have an explicit policy to pay below market, at market, or above market? Does the approach vary by the type of employee and the particular labor market?
3. How do you think the physicians in the practice will react to this plan? Should they be involved in developing the plan, and if so, how should they be involved?
2. Do you see any potential negative consequences of this plan based on the information provided? If so, how will you address these concerns?
1. You have been brought in to advise the owners on their proposed compensation plan. What advice will you give them before they proceed?
7. For a four-person surgical group, what kind of formula may be devised to fairly and consistently measure and reward productivity? What changes may be needed if one surgeon decides to perform more office work and less surgery?
6. What are the likely roles of capitation and FFS reimbursement in the future?
5. How can job evaluation procedures be used to determine if a healthcare organization is undercompensating its female employees?
4. How will you design a team-based compensation system such that free riders (or loafers) on the team cannot take advantage of the system?
3. Regardless of your personal feelings about pay for performance, what cautions will you communicate to a team that is designing an incentive system in a healthcare organization?
2. Assume that you are a staff nurse in a hospital that uses an incentive compensation system. Do you have an obligation to disclose the nature of the compensation arrangement to patients?If so, how should this information be communicated and by whom?
1. Assume you are a manager at a lowbudget healthcare setting (e.g., local health department). What will you do to recruit new staff and to motivate current employees when competitors in the area are able to pay 30 percent to 40 percent more than your organization can?
6. How will Kristen determine if the performance review was successful?What outcomes should she expect?
5. What reaction do you anticipate Leslie will have to Kristen’s concerns about her performance, and how should Kristen respond to this reaction? Every story always has multiple sides, and this scenario is no exception. Kristen’s perception of Leslie’s performance may represent only a portion
4. If you were Kristen, how would you give feedback to Leslie? Outline an agenda for the performance review, and think about how you will discuss each agenda topic.
3. What could Kristen have done to prevent the current situation with Leslie?
2. What additional information should Kristen have gathered before the meeting?
1. Assume that the performance review is still a few days away. How should Kristen prepare for this meeting?Personally, how should she prepare to maximize the effectiveness of the review?
8. In your discussions, explore the strategies both organizations have used to increase the success rate of their recruitment and retention efforts.Do the organizations know which strategies have been successful and unsuccessful? If so, which strategies have proven successful? Which strategies have
7. If possible, explore the costs associated with recruitment, retention, and turnover at the facilities you have selected. Do the organizations keep track of these costs? If not, why? If so, do they use this information to make decisions concerning future recruitment and retention efforts?
6. Discuss with the appropriate individuals their perception of the causes of recruitment challenges and of turnover and the reasons people choose to stay with their organizations.If possible, interview front-line staff in this professional group to obtain their perceptions on these issues.
5. Obtain the following information on this group:a. Current vacancy rateb. Turnover and retention rates for the last five years
4. Find the approximate number of professionals in this group needed by the organization.
3. Locate the individual or individuals most directly accountable for recruiting and retaining professionals in this group. This person may be a staff member in the HR department, a nurse recruiter, or another employee.
2. Choose two healthcare organizations that employ this professional group.
1. Identify one professional group(e.g., nurses, laboratory technicians, radiologic technicians, information technology personnel) that is known to be experiencing recruitment and retention problems.
5. How often do you think this type of discrimination occurs in healthcare?
4. Do you think Linda has any hidden motives to prevent Keith from being hired?
3. Is it feasible for Kathleen to not hire Keith without liability?
2. Identify the facts of the case. Try to distinguish the facts of the case from what has been alleged or perceived.
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