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MHA 702 Exam 1 2024-
perceived within organization: clerical model, counseling model, industrial model, control model, consulting model - ANSWER traditional HR models
paperwork based - ANSWER clerical model
supporting employee growth; reacting to the environment not promoting it, provide resource, stress training and development, advocate for employees; **common in Healthcare - ANSWER Counseling model
requires unions; HR guided by contracts; activities and procedures are specified by contract, facilitates meetings, not much flexibility - ANSWER Industrial Model
HR part of main staff; Japanese taught model; rare in America, HR has significant power, bureaucratic common Japanese - ANSWER Control Model
HR perceived as "expert resources"; role(s) are "consultive" **in common large orgs, doing what you ask them to do - ANSWER Consulting Model
Based on Perception within organization, describe what they see - ANSWER Traditional HR Models are based upon
functions HR performs for org, org goals, how HR performs and functions: alternative clerical, legal, financial, managerial, humanistic, behavioral science - ANSWER alternative HR models
Acquire data, maintain records, file reports (HR is seen as passive and relatively weak) - ANSWER Alternative Clerical Model
compliance to law and regulations, most common in unionized, HR viewed as bureaucratic, intrusive, obstructive, max attention to compliance w/law - ANSWER Legal Model
Financially literate HR; financial focus, and not people-focused; *puts finance above employee relations, this is a risk because they would invariably show financial consideration and do what is right by the buck and not the way we deal with our people - ANSWER Financial Model
Same goals as line MANAGERS. HR "de-centralised", everyone interprets same guidelines differently, no central core, inconsistency in application of HR practices - ANSWER Managerial Model
Improved quality of work and better balance of work-life for the individuals, **taken by more professionals, education, sophisticated. Promotes Human Value and Potential - ANSWER Humanistic Model
managers and employees = more sophisticated; utilizing social psych to drive HR; employee incentive programs; utilization of psych data; humanism w/ scientific backing - ANSWER Behavioral Science Model
Organizational, Operational, Functional.how they actually work, roles of HR performance for organization, organization goals and mission, - ANSWER Alternative HR Models are based on -blank-
perception and organization goals. traditional models and alternative models. - ANSWER larger organizations will have the HR department organized by(___ τε
Technological (last 15-20 yrs)
Financial (Decreased reimbursement)
Social- (what society expects of HC organizations) - ANSWER Three Major Changes Confronting Healthcare Organizations
Landrum-Griffen; placed reporting/disclosure obligations upon employers involved in anti-union activities - ANSWER Labor Management Reporting and Disclosure Act (1959)
women and men receive equal pay for equal work; expanded in 2010 - ANSWER Equal Pay Act (1963)
race relations, nationality, gender, etc; (EEOC) Title VII prohibits disc. in workplace; national origin, sex, sexual harassments laws come from civil rights act; equal workplace, non-intimidating workplace; been amended throughout the years; in 2010 punitive damages can be collected - ANSWER Civil Rights Act (1964)
employers can't discriminate against employees over 40; mandatory retirement age was set at 60, then 62, then 65, then was 70, now that's all removed and this act prohibits employers from setting retirement age for MOST workers. **exceptions: police, firefighter, pilots, surgeons, some policy making execs - all occupations for which it can be established that age is a bona fide occupational qualification.- ANSWER (ADEA)Age Disc. and Employment Act (1967)
est. standards for worker safety; created national institute of occupational safety and health to establish standards and osha to enforce them - ANSWER OSHA (1970)
eliminated barriers to HMO formation - ANSWER Health Maintenance Org (1973)
prohibited disc. in hiring and promoting handicapped persons - ANSWER Rehabilitation Act (1973)
established requirements for employee retirement plans - ANSWER Employee Retirement Income Security Act (ERISA) 1974
expanded the ADA amendments Extended requirements of Act to non-profit org. - ANSWER Taft-Hartley 1975
prohibits disc. against pregnant women - ANSWER Pregnancy Disc Act (1978)
allows employee to extend health insurance if discharged from job; up to 36 months; employee pays - ANSWER COBRA (1986)
passed by Regan; prohibits any company from hiring illegal citizens; responsible for trying not to hire people who are not legal, not responsible for who is here illegally - ANSWER Immigration Reform and Control Act
requires adequate funding of pension plans - ANSWER Pension Protection
requires employers to maintain drug-free workplace - ANSWER Drug-Free Workplace
prevents most workers from receiving lie detector tests - ANSWER Polygraph Protection Act
-forced employers to give advance notice of plant closings/ layoffs - ANSWER Worker Adjustment/Retraining Notif. Act
(1988)
-prohibits disc. of persons with disabilities, employers must accommodate workers with disabilities - ANSWER ADA (1990) American with Disabilities
Act
-employers can cut retirement benefits if other expenses are utilized to improve working conditions - ANSWER Older Workers Benefit Protection (1990)
employees can now receive punitive compensation from someone who discriminated against them - ANSWER Civil Rights Act (AMENDED 1991)
employers must grant unpaid leave to employees experiencing medical issues - ANSWER Family Medical Leave Act (1993)
increased premiums for govt-provided pension insurance - ANSWER Retirement Protection (1994)
them-MADE Social Skills
perform the work of the organization, they make the product, provide service to outside world does the work-Made Line position/department
facilitate the work of the organization, help line group produce the product, **Rarely, if ever, generate revenue, help line operate functions-MADE staff position/department
HR began to change to it's current state - ANSWER 1964 is when ___
before WW2 - ANSWER most labor laws passed.___
FMLA and HIPAA - ANSWER civil rights act passed in the 60s followed by___
referring to duties and responsibilities - ANSWER functions
before HR existed, the bundled organizational activities related to people were called personnel - ANSWER personnel
Managers did their own hiring, Biz GREW and manager got busier AFTER WW1 they got assistance to help pick people. Money, growth of employment office - ANSWER How HR originated.
due to expansion and building up of workload related to recruiting labor. two major benefits: release managers from having to seek workers personally and unification of hiring and wage practices***-ANSWER employment office creation
overworked admin who struggled to hire a sufficient number of employees to maintain normal ops -- income personnel office - ANSWER origin of most contemporary HR departments
tasks were added to employment office as needs arose. the additions - finding qualified
people, hiring them, maintain them, then came with other task other than simply employment (payroll entered here). - ANSWER development of personnel department
referred to people. all responsibilities of personnel office revolved around orgs people - ANSWER Personnel
employers now offering compensation in addition to wages --> fringe benefits - ANSWER expanding personnel department
in economic boom after ww2, health insurance programs became part of many org benefit packages. government mandates entered the picture as statutory benefits - ANSWER health insurance offerings
- those which an employee is compelled by law to give: social security taxes under social security act 1935, contribution to workers comp, and in many cases state mandated, short term disability insurance schemes - ANSWER statutory benefits
this provided legal immunity to trade unions and made the task of organizing labor considerably less arduous for unions that it had been - ANSWER national labor relations act - wagner act
It started to get even more complicated with government regulations and benefits. The real turning point in significantly altering what the personnel department did came with the passage of the Civil Rights Act of 1964. ANSWER So when did it change from Personnel to HR?
The new name more appropriately reflects the work load of the department The change in name brought about an improvement in image and elevated the status of the work performed The new name brought about professionalism among those accomplishing the work - ANSWER why the name change from Personnel to HR?
a) Effective leaders were "born that way"; b) Response to the industrial revolution; c) Few could learn or acquire leadership skills so businesses had to find and hire natural leaders or do without. - ANSWER trait theory
Only followed B-M theories because B-M didn't explain the why behind a good manager, just behaviors that good managers possessed. - ANSWER situational theories on leadership
looked at effective leadership skills which generated behaviors and believed that good leaders actually changed their leadership style based on the maturity of the employees and the work situation.
focused on employee: how mature employee is and that leadership style could change based on the employees ability to cope.- ANSWER Hersey and Blanchard's situational theory
telling, spelling, participating, delegating - ANSWER Hersey Blanchard leadership skills based on employee
employee lacks sufficient skills or knowledge. requires close monitoring. - ANSWER Telling leadership (H-B)
employee is capable, but needs motivation or an explanation to perform. - ANSWER selling leadership (h-b)
has capable employees but the tasks are much high level. Advice from manager required, frequently advice
"coach, i understand, ive analyzed it, but not sure what the next step is." - ANSWER participating manager (h-b)
employee functions freely and effectively. manager still responsible, however little need for interaction. - ANSWER delegating (h-b)
directing (telling), coaching (Spelling), supporting (participating), delegating (same). these appear in more modern writings using this model. - ANSWER situational model II
coercive, authoritative, affiliative, democratic, pacesetting, coaching - ANSWER Goleman's six leadership styles
authoritative, democratic, affiliative, coaching - ANSWER goleman says leaders should master 4 or more styles, may be used with different employees, but what are the 4
especially best ones to master
demand immediate compliance.
"Do what I tell you"
When does it work best: in a crisis, to kick start a turnaround, or with problem employees
Least effective style in most situations
Strength: breaks failed businesses habits and shock people into new ways of working, always app. in genuine emergency like tornado or fire
weakness: frightens employees to bring new ideas forth; morale suffers; employees lose ownership, will not take initiative on their own, feel less accountability for performance, hurt people knowing how their job fits into org
Overall impact on climate: negative - ANSWER coercive leaders
mobilize people toward a vision.
"come with me"
When it works best: The changes require a new vision or clear direction. Works in just about any situation, especially when a business is adrift.
Strength: This leader motivates people by making clear to them how their work fits into the big picture, makes employees feel like what they do matters and why, maximizes commitment to org goals and strategies, frames individual tasks with grand vision, defines standards that revolve around vision with feedback. States the end but gives people leeway to create the middle/road there-gives people freedom to innovate, experiment. Sells people on long-term vision.
weakness: fails when a leader is working with a team of experts or peers who are more experienced than them, if manager becomes overbearing which can undetermined the egalitarian spirit of an effective team
overall impact on climate: most effective style, m - ANSWER authoritative leaders
build emotional bonds and harmony.
"People come first".
when it works best: to heal rifts in a team or to motivate people during stressful circumstances, trying to build team harmony, increase morale, improve communication, or repair broken mistrust; best used with an authoritative style
does not trust them, no feedback is given on how people are performing, leader simply takes over. people feel directionless and without a leader, no sense of how ef - ANSWER pacesetting leaders
develop people for the future
"try this"
works best when: to help an employee improve performance or develop long term strengths, when employees want to be coached, when people on receiving end are "up for it", works when employees are already aware of their weaknesses and would like to improve performance
Strength: Help employees identify their unique strengths and weaknesses, and link to personal career goals. Encourage employees to establish long-term development goals and help them make a plan for attaining them. Make employee agreements about role/responsibility in enacting development plans, and give lots of instruction and feedback. Excellent at delegating. Give challenging assignments to employees. Willing to deal with short-term failure if it furthers long-term learning. personal development not immediate work related tasks, requires constant dialogue, people know expectations and how their work fits - ANSWER coaching leaders
flexibility: how free employees feel to innovate
responsibility: their sense of responsibility to the org
standards: the level of standards that people set
rewards: the sense of accuracy about performance feedback and aptness of rewards
clarity: the clarity people have about mission and values
commitment: how much dedication there is to a shared purpose - ANSWER climate: what shapes the working environment of an org
Understanding of your audience in terms of communicating ideas, reading their reaction and adjusting your approach to maximize two way communication, engagement and outcomes - ANSWER emotional intelligence
the competence to recognize one's emotions, strengths, weaknesses, drives, values and goals. Inner. sensing the impact of these feelings on others. it involves getting your own "emotional pulse" when you are a party in a stressful situation.
You have to remain composed, or you tend to make poor decisions. Who you are
impacts people around you - ANSWER self-awareness (EI)
governing one's own deleterious emotions and impulses and turning to the shifting circumstances. monitor what you say, especially negative remarks. stop a while before you react to others. act calmly, this is the outward behaviors that are produced by the self-awareness actions above. "what could WE have done better"
act with modesty. what you shall do to others because you are aware of your own self - ANSWER Self-regulation (EI)
Stay positive; look for the positives in any situation. Develop long-range goals, but establish short-term objectives to accomplish those goals. "Be driven to achieve for the sake of achievement." Strive to be excellent just to be excellent! When one is feeling down, refocus on what one likes about one's work and goals. If after all this a person does not like their situation, have a plan to change them! Have short term markers for long term success. Be an agent of change for yourself - ANSWER motivation
Consider other people's feelings esp. when making decisions. Put yourself in someone else's shoes and look at the situation from their perspective. Read body language and tone. Respond to feelings, when appropriate and try to encourage loyalty. They think you about them-> I appreciate you. Johnny isn't performing at work? Wonder why? Personal? Should I give him more resources? No questions, personal questions, just remember. Understand why doing what they are doing can show you how you can help.
Manage relationships to move people in the desired direction. Improve your two-way communication skills; this includes LISTENING more than talking, looking people in the eye when either of you talk, rephrasing the words of others to clarify meaning. Learn how to diffuse people. Learn and practice conflict resolution techniques. Learn how to praise others. People feel listened to they are happy. Allow them to express themselves in appropriate ways through one-on-one, two-way conversations THAT IS CRITICAL-social skills.
