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MHA 702 Exam 2 2024-
HR tasks can divided into 3 categories - ANSWER Common HR tasksLess common HR tasks Uncommon tasks for HR department common HR tasks (typical) - ANSWER •Nearly universal HR tasks: -Employment and recruitment -Compensation and benefits administration (policy level more than logistics)-Employee relations Labor relations (unionized) Less common HR tasks (frequent) - ANSWER •Employee health and safety (exceptions) •Training and development (exceptions) •Security •Child care •Award and recognition programs •Equal Employment Opportunity / Affirmative Action • Risk management (malpractice) •Executive compensation administration** Organizational development Employee assistance programmes (EAPs) Outplacement servicesPayroll Outsourcing - Not Subject to
Alternative perspective of HR - ANSWER Employee (talent) acquisition Employee care or maintenance-internalEmployee retention-external Employee separation Managers and HR intersection - ANSWER All routine HR activities: employee hiring,evaluation and discharge Employee compensation and benefits administration -Manager's role When basic information provided by HR, future interactions/relations tend to be easier("Communication good!")
Employment - ANSWER HR establishes procedures •Advice is given by HR •Applicants are routinely obtained and sourced by the HR •Documents of the chosen candidate are normally processed by the HR Benefits -management ANSWER •Departmental managers have limited or no roles in benefit •Managers should know basic policies •Such familiarity will reduce the time spent by HR and reduce frustration on the part of the employees Compensation -be known to the line managers ANSWER •Fundamental organizational policies and procedures are to •Position descriptions are written or updated with the help of the manager for the position concerned.
- HR should conduct wage and salary studies; deviations should be investigated only after discussion with manager and permission has been granted
•HR managers focus on process and training, so tend to give opportunities and delegate Control - •HR managers feel that th ANSWER •Line managers tend to value organizational goals and objectives e line approach stifles creativity and impedes learning and growth Staff performance - range of skills, backgrounds, and experience ANSWER •Line managers usually supervise people with a wide •HR managers tend to supervise other HR specialists •Line manage employees rs are often required to provide guidance, criticism and discipline to
Reward Assumptions - compensation has the most motivating potential •HR managers tend to favor ANSWER •Line managers tend to believe that monetary opportunities for personal development Change - and in relatively small increments •HR managers tend to believe that change can be ANSWER •Line managers tend to believe that change occurs slowly, over time, rapid and occur over brief periods of time •The rate of change can be accel erated when it is supported by top executives
Outlook -phenomena ANSWER •Line managers tend to view success or failure as short -run •HR managers tend to take a longer view of assessing success or failure
- •HR managers tend to be free of such financial cycles and constraints Note that most line managers are closely tied to financial cycles and forecasts
Diverse work group - •Diversity includes education and skill sets ANSWER •Most working groups are diverse as well as culture and origin •Successful managers learn something about their employees, but always within legal limits
•Successful managers set an example for their employees Production-centered manager - •Workfl ow is repetitive, homogeneous and should be predictable ANSWER •Many jobs are inherently boring •Pace is controlled by the process •Manager focuses primarily on the process and output •By treating people with courtesy and respect, managers can often be effective in helping their employees to tolerate boring or repetitive jobs
People-centered manager - ANSWER •Workflow is often variable •Pace is often reactive and, moment •Work is heterogenous -to-moment, managed by the employees •This is especially so in healthcare settings with irregular shifts •Imperative that manger "grows" employees to handle circumstances and be (nights and weekends) independent First-Line Managers - employees ANSWER •They have an advantage in terms of potential access to •More senior managers must follow established channel s of communication •Senior managers must be careful not to undermine first •Employees with honest access to first -line supervisors tend to be less frustrated-line supervisors Supervisors should keep appointments 80/20 rule -supervisor's time ANSWER • 20% or fewer of employees consume 80% or more of a •Successful supervisors meet with all employees and help those that are struggling •They know each subordinate as a whole person, not simply as a producer of services or output
•Level of responsibility expected •Number of people supervised •Amount of funds managed •Resources controlled •All factors must be verified • Position description fits into organizational format •Periodically review and revise document as needed, at least annually Effective job-related training - ANSWER should include a blend of lecture,demonstration and hands-on practice •Multiple channels of •Repeating the same material after a lapse of time, and presenting it in varying forms sensory input increases the likelihood of learning can be highly effective in ensuring that the material will be retained The role of HR in training -to the future ANSWER •HR focus es on present jobs and needs, then looks •HR will attempt to determine whether: Needs assessments were accurate Targeted skills were learned Employee attitudes have been changed •HR must review what has been learned and how this audit of outc omes can help the next step of training Kotter 1995 8-point systematic approach - ANSWER 1) Establish a sense of urgency
- Form a powerful coalition of executives and stakeholders3) Develop a vision for the change
- Communicate the vision
- Remove obstacles6) Create short-term wins
- Build on the change
- Anchor the change in corporate culture - make it permanent Creating a sense of urgency (Kotter) - ANSWER Step 1
- Investigating market and competitive realities- Identifying and discussing crises, potential crises, or major opportunities
forming a powerful guiding coalition (Kotter) - ANSWER Step 2- Assembling a group that has enough power to lead the change effort
- Encouraging the group to work together as a team Creating the vision (Kotter) - ANSWER Step 3 establish a vision to guide the change effort; strategies are developed for achieving thevision
Communicating the vision (Kotter) - ANSWER Step 4 -use every vehicle possible to communicate the new vision and strategies-teach new behaviors through the example of the guiding coalition
Empowering others to act on the vision (Kotter) - ANSWER Step 5 -Get rid of obstacles to change
- Changing systems or structures that seriously undermine the vision-Encouraging risk taking and nontraditional ideas, activities, and actions Goals of Planning for and creating short term wins (Kotter) - ANSWER Step 6
- Planning for visible performance improvements- Creating those improvements
- Recognizing and rewarding employees involved in the improvements
•The manager of a department where a potential unsafe practice is observed or alleged can expect to become involved
Citizenship and Immigration Services (CIS) - files for required I-9 forms ANSWER • periodically audits personnel •Sometimes, investigators will inquire about the immigration status of specific individuals, but NOT like ICE [both under DHS] •These may require interviewing a dep artment manager Department of Labor - ANSWER •Enforces the wage -and-hour laws [and equal pay] •Investigates compliance with child labor laws Performance Appraisal -determine how well employees are doing the things that they are supposed to be doing ANSWER • is a periodic review of on-the-job performance to •Based on two documents: a position (job) description and a performance appraisal form •Creates a permanent record that i s retained in an employee's personnel file Need for performance appraisal - performance ANSWER •Facilitates improvement in employee •Provides formal/official feedback to employees concerning their job performance •Collects information for decisions concer transactions such as promotions, transfers and disciplinening compensation and other personnel •Primary purpose is to improve performance •Secondary purpose is to maintain performance at an acceptable level (AND to document underperformance)
Essay Method - whatever length is considered necessary - shorter is better ANSWER •Supervisor periodically describes employee performance at •Contents are discussed with the employee •Essay is signed by both parties
•Employee is given a copy and a copy is placed in th e personnel file per critical event - ANSWER any positive or negative event that occurs outside of theordinary is written up and retained for the next formal performance discussion -happen in "real time" employee comparison (ranking method) -with each other and rank ordered from the best performer to the poorest performer ANSWER •Em ployees in a group are compared •Variation: supervisors place their employees into a three -part distribution: -Predetermined percentage is rated above average -same percent must be rated as below average-other employees receive a middle rating Checklist Approach- choosing from among a set of prepared statements ANSWER •Manager must describe employee performance by Variation: managers must to choose from a set of prepared statements Statements thatbest and least describe each employee Management by Objectives (MBO)-professional employees and with managers ANSER •Generally used with higher -level technical or •Evaluation on achievement or progress toward specific objectives agree employee and supervisor d upon by •Performance of employees cannot be compared to each other •Only comparison is to employee own past performance •Method does not rely on the specifics of any particular rating system
4 key dimensions of measures of performance - ANSWER (1) productivity, (2) quality, (3)timeliness and (4) cost
Average - quantified but mean more accurate ANSWER •easy way to compare or group scores after ratings have been
Opportunity bias - ANSWER a poor outcome may have been situational, not because ofemployee failure. Requires objectivity and analysis to overcome.
Contrast bias - ANSWER comparing employee's performance with peers, NOT objectivecriteria
Job vs. individual - ANSWER employee serving in critical function for organization maybe perceived as performing well, rather than being objectively evaluated based on job criteria 3 benefits most preferred by employees - ANSWER (1) Health Insurance(2) Pension Plan (3) PTO Employee Assistance Program (EAP) - ANSWER a referral service that employees canuse to seek professional treatment for emotional problems or substance abuse
Exempt position - ANSWER positions that are exempt from overtime pay because of theFLSA of 1938
nonexempt positions - ANSWER Positions falling within the protection afforded by theFLSA; employees in these positions must be compensated for each overtime hour worked. Build on the change (Kotter) - ANSWER (step 7) c. Apply increased credibility to thechanging of systems, structures, and policies that do not fit the vision. Hire, promote, and develop employees who can implement the vision. Renew the process through newprojects, themes, and change agents.
Anchor the change in corporate culture kotter - ANSWER Step 8 Make it Permanent.Articulating the connections between the new behaviors and corporate success. Developing the means to ensure leadership development and succession.
