Human Resources Policies and Procedures

Human Resources Policies and Procedures
Human Resources Policies and Procedures

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Human Resources Policies and Procedures

In this paper, how the Joint Commission has influenced Human Resource Management’s essential functions is examined exhaustively and the significance of collaboration between department and human resources managers when filling vacant job posts is analyzed. Moreover, this paper provides an in-depth outline of a training program for human resources managers, Human Resources Policies and Procedures. Lastly, the most effective performance assessment technique for the hospital organization is recommended.

How the Joint Commission has influenced HRM basic functions

One significant way in which the Joint Commission has influenced Human Resource Management’s basic functions is that the Joint Commission has created policies, standards and procedures that hospital HRM professionals must adhere to in the management of human resources.

In essence, the objective of the HRs function is to make sure that the health care organization determines the competencies as well as qualifications for every staff position – individuals like contractors, workers, or impermanent agency personnel who offer their services in the health care organization – basing upon the hospital’s population, mission and treatment, care and services. To meet the needs of patients, a health care organization should provide the right number of competent staffs (Joint Commission on Accreditation of Healthcare Organizations (JCAHO), 2016).

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Human Resources Policies and Procedures

The specific Joint Commission standards on the management of human resources include:

Planning – the hospital: should have a sufficient number and combination of staffs who are in line with the staffing plan of the hospital; and should have a process for ensuring that the qualifications of a person are consistent with that person’s job responsibilities. The hospital should also utilize data on service/clinical screening indicators together with HR screening indicators in assessing the effectiveness of staffing (JCAHO, 2016).

Orientation, Training and Education: the hospital should ensure that orientation offers initial job training and information; there should be an ongoing education, which includes in-services, training and other activities; sustains and enhances employee competence; and every employee including volunteers, students, licensed independent practitioners and staff members should be able to demonstrate or describe their responsibilities and roles, basing upon job responsibilities and duties (JCAHO, 2016).

Competence Assessment: the hospital has to carry out performance evaluations periodically; and competence to carry out responsibilities of the job should be evaluated, demonstrated and upheld.

The possible impact of the procedures and policies at my acute healthcare facility is that the hospital would at all times have the right number of employees who are competent that will allow the hospital to meet the needs of its patients. Furthermore, the acute hospital will always have to provide continuous in-service and other training and education in order to increase staff knowledge of particular work-related issues.

Also, the impact of these procedures and policies is that the hospital would carry out periodic, ongoing, competence assessment to evaluate the continuing abilities of staffs to perform during their association with the healthcare organization as required by The Joint Commission.

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Human Resources Policies and Procedures

Importance of collaboration between HR and department managers

The HR department in an organization serves as a vital link between its people and every other department in the organization. It is important for department managers and human resource managers to collaborate when filling any open posts in the company because this will enable the human resources department to employ the right people needed to fill positions in every department.

In other words, as a result of the collaboration, the HR would be able to hire the most appropriate personnel who are needed in every department to fill in the vacant positions (Flynn et al., 2015). The main function of the HR department of an organization is certainly to support the organization’s workforce needs. Human resources and department managers need to communicate frequently and regularly in order to determine the qualifications and skills that are needed for seamless operation of department functions within the organization.

For instance, whenever there is a vacant position in the department of a line manager, the line manager and a human resources manager review the job description for completeness and accurateness. In the process of recruitment and selection, the human resources managers will advise the line manager on how to identify competent applicants as well as department staff capabilities (Flynn et al., 2015). The human resources department has to be the epicentre of collaboration as this would enable several branches in the organization to come together for the greater good.

One of the main reasons as to why HR managers and department managers need to collaborate is because all of them have a vested interest in making sure that the organization attains success. The most probable impact of this collaboration on the process of hiring is that the company will ultimately achieve success. On the whole, the more that human resources managers and department managers collaborate in filling vacant positions in departments, the more appropriate, suitable and competent staff members the company will get and the more the organization will ultimately accomplish its objectives and mission, and succeed.

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Human Resources Policies and Procedures

Outline of a training program for managers

The following is a thorough outline of a training program for managers. It includes techniques for interviewing which assist managers in identifying the most suitable applicant for the job vacancy. It meets the prerequisites of appropriate employment regulations and laws.

A.        Identify vacancy, evaluate need and develop position description: determine whether a new job post is required in the organization. In developing position description, the HR manager should identify responsibilities and duties including general information, purpose of the position, main functions, minimum requirements for the position and the preferred qualifications.

B.        Post the job position: the job description should be posted in the organization’s career site. The recruitment activity should be monitored continuously.

C.        Review the job applicants and develop a short list: after posting the vacant position, applicants would apply. Those who apply after the application period has ended would be regarded as expressions of interest, and their applications would not be viewed. All the candidates should be reviewed and a short list developed, which has to represent an adequately diverse pool of applicants (Marler, 2012). 

D.        Interview Questions: the questions asked during the interview must be pertinent to the job post and seek information on particular abilities and skills to carry out the job. The questions that do not relate to the present requirements of the job post should not be utilized – for instance a question regarding supervisory experience if the job post would not be supervising workers. Using competency-based and/or behavioural-based questions during the interview is very much encouraged. This is largely because when they are crafted properly, they would allow the individual being interviewed to get more meaningful data to establish his or her ability to perform the job’s responsibilities and duties (Brewster, Gollan & Wright, 2013).

E.        Select hire: after completing the interviews, the human resource manager should evaluate the degree to which each job applicant has met the selection criteria. Carry out reference checks. Moreover, the HR manager should ensure that: the most appropriate applicant for the job post is picked basing on qualifications; and the selected candidate would help in carrying out the mission of the department and that of the organization at large.

F.        Finalize recruitment: after completing the process of recruitment, the manager should make an offer to the chosen finalist. A verbal offer of employment by the manager and the verbal acceptance by the finalist will create a contractual relationship. The total compensation package should be discussed with the selected finalist (Armstrong, 2013). The recruitment should be closed properly, and this includes notification of the candidates interviewed but not picked.

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Human Resources Policies and Procedures

 Significant factor to consider in developing a benefit and compensation plan

Compensation is understood as all the rewards that staff members in an organization earn in return for the labour they provide. This includes non-monetary compensation like opportunities for recognition and opportunities for career development and advancement; indirect monetary compensation like retirement plans, education, leaves, and benefits; as well as direct monetary compensation such as commissions, bonuses, salaries and wages given regularly (Brewster, Gollan & Wright, 2013).

In developing a benefit and compensation plan which is competitive, fair and aligned with the strategic goals of the organization, the most important factor that has to be taken into consideration is employee motivation. Armstrong (2013) reported that in this more and more competitive environment, employers who wish to succeed need to have a benefit and compensation plan which not only ensures fairness and controls compensation costs, but one that also motivates the organization’s staff members.

The impact of this factor on the elements is that when employees are motivated to work, their job performance will certainly improve which would in turn boost productivity and the organization’s return on investment in employee compensation and benefits would be maximized. Employee motivation will ensure that employees have a high morale, are satisfied with their job, and turnover rates remain low.

Organizational effectiveness will also improve (Marler, 2012). In essence, employee motivation affects both the happiness and productivity of workers, in addition to the ability of the organization to effectively accomplish its goals. It is to the organization’s advantage to make sure that its workers are compensated creatively as this will motivate them very much.

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Human Resources Policies and Procedures

Performance appraisal method

The most effective performance appraisal method for the organization is the 360 degree feedback appraisal system. This performance appraisal method is the most suitable one for the organization since the employee is evaluated by his or her subordinates, suppliers, customers, workmates, peers, and supervisors.

This method is particularly advantageous given that it provides the staff member with a glimpse of how other people view her performance in different relationships that are crucial to her job (Brewster, Gollan & Wright, 2013). In addition, this technique allows a better chance for comparing dissimilar viewpoints in the process of evaluation.

 In essence, collecting feedback from a number of different sources is an essential way of ensuring that staff members are rated truthfully, correctly and justly. Since the broad feedback is obtained from many sources, it would provide a multi-dimensional picture of performance which could actually cancel the influence of outlying data points or the influence of bias.

The objective of using this technique is basically to paint a correct picture of the weaknesses and strengths of staff members (Armstrong, 2013). However, this performance appraisal technique also comes with quite a few weaknesses. For example, negative employee feelings, poor alignment with the organization objectives, and biased evaluators are some of the shortcomings of this method.  

Strategy for managing behavioural-based and performance-based employee problems

Every staff member is expected by the organization to carry out their duties effectively and efficiently. Even so, when it becomes quite apparent that the ability of the worker to be effective or efficient in performing his/her job is compromised, it is the manager’s responsibility to step in and address that situation. When a worker exhibits poor job performance, the manager should promptly address such inefficiencies.

Usually, the problem could be corrected, hence the manager needs to at all times give the worker sufficient notice and chance for improving before the yearly performance assessment and before removing him or her from the job post (Gould, 2013). The manager needs to take a formal unsatisfactory performance process and it includes giving the worker a written warning notice of unsatisfactory job performance.

Even though a worker’s inability to meet the expectations of the job or his/her decline in job performance is handled via the unsatisfactory performance process, there are a number of performance problems which call for disciplinary action. These include the following: a worker who deliberately refuses to perform a given assignment or forgets to perform a job task; failure to fulfil a crucial job commitment or responsibility or failure to meet a deadline; making a major error or mistake which has a harmful impact; and completing a task incorrectly or presenting a vital job task incorrectly (Gould, 2013).

To effectively manage a behavioural-based employee problem such as safety violations or rule-breaking, the manager should first give the employee sufficient warning: he/she should know that the poor behaviour can result in disciplinary action. Before taking any disciplinary action, the manager should ensure that the worker actually breached the rule. Prior to initiating the disciplinary process, the manager should carry out an exhaustive investigation of the circumstances and facts (Gould, 2013). In essence, such workers must stop certain behaviours or else suffer the consequences.

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Human Resources Policies and Procedures

Conclusion

In conclusion, a significant way that the Joint Commission has influenced Human Resource Management’s crucial functions is that it has actually created policies, standards and procedures which must be followed by hospital HRM professionals in managing human resources. When a staff member shows poor job performance, the manager needs to quickly address such inefficiencies.

Before taking any disciplinary action against behaviour-based and performance-based employee problems, the problem employees have to be given adequate warning. Through collaboration, the HR would hire the most suitable individuals who are required in every department to fill in the available job posts.

References

Armstrong, M. (2013). Armstrong’s Handbook of Human Resource Management Practice. London: Kogan Page.

Brewster, C., Gollan, P. J., & Wright, P. M. (2013). Guest Editors’ Note: Human Resource Management and the Line. Human Resource Management, 52(6), 829-838. doi:10.1002/hrm.21594

Gould, T. (2013). Poor performance, bad behaviour: Handling 2 very different problem employees. Business & Legal Resources, 55(8): 65-72

Flynn, W. J., Mathis, R. L., Valentine, S. R., & Jackson, J. H. (2015). Healthcare human resource management. Columbus, OH: Cengage Learning.

JCAHO. (2016). JCAHO’s standards for organization functions and structures. The Joint Commission.

Marler, J. H. (2012). Strategic Human Resource Management in Context: A Historical and Global Perspective. Academy Of Management Perspectives, 26(2), 6-11.

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