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MHA 702 Exam 2 Questions And 100% Correct Answers
HR Task Catergories - ANSWER -Common HR tasks -Less common HR tasks-Uncommon tasks for HR department
Common HR Task - ANSWER -Employment and recruitment-Compensation and benefits administration (policy level more than logistics) -Employee relations -Labor relations (unionized) Less Common HR Task - •Training and development (exceptions) ANSWER •Employee health and safety (exceptions) •Security •Child car •Award and recognition programs e •Equal Employment Opportunity / Affirmative Action Uncommon HR Task - ANSWER • Risk management (malpractice) •Executive compensation administration •Organizational development •** Employee assistance (EAPs) •** Outplace** ment services •* Payroll** ** Subject to Outsourcing
Other Viewpoint of HR - ANSWER •Employee (talent) acquisition •Employee support or maintenance (internal) •Employee retention (external) •Employee separation
HR Responsibilities in Employment - ANSWER •HR establishes procedures •HR offers counseling •HR periodically procures and pre •HR typically prepares the paperwork for the applicant chosen -screens applicants
Manager Roles with Benefits - managers in benefits management ANSWER •Little or no responsibility for departmental •Managers should understand general policies •Such knowledge will save HR time and reduce employee frustration Manager Roles in Compensation - organizational policies and guidelines ANSWER •Line managers should know basic •Managers should assist HR with writing or updating position descriptions HR Roles in Compensation - deviations should be investigated only after discussion with manager and permission ANSWER •HR should conduct wage and salary studies; has been granted Manager Roles in Employee Relations - and boundaries before becoming involved in employee problems ANSWER •Line managers must know their limits
HR Roles in Employee Relations - appraisal program ANSWER •HR should help administer an employee •HR should coordinate di scipline issues, but does NOT initiate them
Manager Perspective on Change - happens gradually, over time, and in fairly limited increments ANSWER •Line managers tend to feel that change
HRs Perception of HR Managers - be rapid and take place over short periods of time ANSWER •HR managers tend to think that change can
Manager Perception of Outlook - failure as short-run phenomena ANSWER •Line managers tend to perceive success or •Note that most line managers are closely linked to financial cycles and forecasts HR Perspective on Outlook - assessing success or failure ANSWER •HR managers tend to take a longer view of •HR managers tend to be free of su ch financial cycles and constraints The Production Centered Manger - ANSWER •Many jobs are inherently boring •Workflow is repetitive, homogeneous and should be predictable •Pace is controlled by the process
- •By being polite and respectful, managers often can be effective in supporting their Manager focuses primarily on the process and output employees to tolerate jobs that are boring or repetitive The People Centered Manager - ANSWER •Workflow is often varia ble •Pace is often reactive and, moment -to-moment, managed by the employees •Work is heterogenous •This is especially so in healthcare settings with irregular shifts (nights and weekends) Imperative that manger "grows" employees to handle circumstances and beindependent
First Line Managers - ANSWER have an advantage in terms of potential access toemployees
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 th ose that are struggling •They know each subordinate as a whole person, not simply as a producer of services or output
Cost of Overlooked Employees - rectify •Turnover costs can be either apparent or c ANSWER •Mistakes in hiring are expensive to correct or oncealed (direct or indirect) •Lessening productivity of person who is getting ready to quit •Severance pay•Unemployment compensation •Outplacement services •Lessening productivity of an individual who is getting ready to quit •New or substitute employee •Start - up and earning time •Extra supervision required •Organizational needs (ID is not as productive badges, paperwork, tests, background checks) •Recruitment agency fees incumbent - ANSWER is the person currently holding a position or job What areas need position descriptions? - •Orientation ANSWER •Recruitment •Supervision •Evaluation •Discipline Discharge Nonexempt employees - prescribes overtime, etc. ANSWER •FLSA tends to cover people paid on an hourly basis,
- Non-exempt positions are covered by the FLSA Exempt Employees - ANSWER Exempt positions are not bound by the requirements of
•Educational needs are justified by the analysis of true duties
- Skills must be justified Completion of Description - ANSWER •Other compensable factors: •Responsibility •People supervised - level and degree •Funds managed •Resources Controlled •All must be validated •Position Description Integrated into Organization fo rm •Periodically review and revise document as needed, at least annually Roles of Training and Development - ANSWER •continuing education •Training and development often dropped when budgets get tight and expenses must be reduced •Training does not genera •Money spent on education is often viewed as resources that are expended with few te revenue tangible results •Training and development often receive minimal attention from middle managers on down •Training and development is important because it keeps val and challenged uable employees interested
Roles of Managers with Continuing Education - responsible for a department's continuing education program ANSWER •The manager remains •The keys to building effectiveness as an instructors are preparation and pract ice •The more often one faces a group of learners, the less troublesome the feeling of uneasiness about teaching will become
External Requirements on Training and Development - regulatory agencies frequently require, continuing education and training (JCAOH, ANSWER •Accreditation and CMS, Health Department) •Specific requirements exist in many states that all -employee orientations must address particular topics with annual refresher education •Many healthcare practitioners are required to obtain continuing education to maintain their professional licensure Correcting Performance - inappropriate or inadequate orientation and training (also Systematic errors - Deming) ANSWER •Most employees who fail, fail as a result of
- More training may be needed because of the nature of job continuation Determing Dept Needs - ANSWER Need analysis Performance problemsRepetitive errors/actions that create problems for staff and customers Initial assessment (training objectives) Learner motivation Cross Training - ANSWER Learning multiple jobs Flexibility for issues or vacationRepays for itself
Effective On The Job Training - ANSWER Combination of lecture, demonstrations, handson practice Multiple channels of sensory andput increases the likelihood of learning Repetition of same material - after the passage of time - serves to reinforce and solidifymaterial Effective Mentoring - ANSWER Officially sanctioned Least costly development tools
Contains historical or current pay data No rates only ranges Must include at least 10 organizations if current data is includedOrganizations are anonymous participants Cannot have any single organization account for more than 25% of total Flexible Benefit Plan - ANSWER "Cafeteria Plan" Most preferred benefits are health insurance, pension plan, paid vacation. Why are benefits flexible? - ANSWER Not all employees want or need the same benefits Plans that permit buying or selling some vacation time by training it off at other benefitsare popular
Benefits Of Vouchers - ANSWER Benefit vouchers allow employees to spend anntribution toward benefits outside the organization
Voluntary Benefits - ANSWER Allows employees to purchase specified insurance andfinancial products for savings and retirement at the place of employment
Portable benefits - ANSWER Allow benefits to problem employees as they change jobs Defined Benefits - ANSWER •Pension and profit sharing plans •Disappearing rapidly among employers •High liability exposure for employers who must fully -fund these benefits into the future •Investment risk resides with employer •Benefits guaranteed (limited) by Fed gov't Present value can be transferred to employee on termination, but this is NOT the realvalue defined contribution plan - ANSWER •Limit liability exposure so r esult in savings for
employers (fixed contribution) •Common defined contribution products include 401(k) plans for investments and savings and 403(b) plans for tax-deferred annuities •Investment risk is transferred to employee •Individuals owning either pr oduct can transfer them to subsequent employers Future Benefits - other than those required by law (author opinion): ANSWER •Some experts predict employers will offer no benefits at all -FICA or Social Security -Workers' compensation coverage -Unemployment insurance •Employers will increase salaries by the value of the benefits not paid (scope of benefits may ↑↑) •Government's philosophy their employees - employers should assume greater social responsibility for
Statutory Benefits --Workers' compensation ANSWER •Required by Fe ds and regulated by state laws: Unemployment compensation in all states Workers' compensation: Include both medicalbenefits-usually 100%-and compensation for lost income-average about 2/3 regular wages, within limits performance appraisal ANSWER Performance appraisal involves a periodic examinationof on-the-job performance to ascertain how well employees are performing relative to what is expected of them
- Based on two documents: a position JOB description and a performance appraisal form Need for Performance appraisal - ANSWER Facilitates improvement in employeeperformance •Provides formal/official feedback to employees concerning their job performance •C ollects information for decisions concerning compensation and other personnel
measure or judge each evaluation criterion using a scale comprised of gradations andcheck- off boxes or blanks •Weakness: require evaluator to render a subjective judgmen t using an arbitrary scale that lacks definition •Many effective appraisals use only three points relative to the standard or expectation (ok for lower- level jobs): •Exceeded the standard •Met the standard •Failed to meet the standard Standard Rating - AN performance - often below average in the HC processes SWER • conventionally serves as the minimum acceptable level of Standard should be the floor beneath which the performance is not tolerated("sub-standard")
Average Rating -once the ratings have been quantified, but mean is the more precise term ANSWER • may be a useful means of comparing or grouping scores
Self Appraisal - employees, professionals and managers •M ANSWER •Self -appraisal is most appropriate for higher-level technicalost employees rate themselves no higher, and frequently lower, than their supervisor rates them •Employee should complete a self- appraisal and manager should complete an evaluation •These tasks should be completed separately to prevent bias •Forms should b during an appraisal interview •Participants should note items on which they appreciably e exchanged for the first time differ and agree on any proposed improvements in writing Team Appraisal - standards, but individual contributions to the team also need to be assessed-desirable ANSWER •Teams should be appraised as groups using criteria and to avoid both "superstars" and "freriders" •Team evaluations can include self and intra -team assessments •Remember that most reward and recognition systems are focused •Best to appraise both team and individual performance on individuals
Legal Implications with Appraisals - reasons related to job performance or is preferentially selected for layoff and the action ANSWER •When an employee is discharged for is challenged, performance appraisal documents in the personnel file become central focus •Appraisals should always support management's decisions •Decisions that cannot be substantiated by documentation are usually assumed to be the result of
discrimination or other personal bias Legal Issues with Appraisals - of wrongful discharge cases -Most of the legal complaints based on performance ANSWER •Performance appraisals often are a focal point appraisal issues center around individual rights violations under Title VII of the CivilRights Act of 1964 -The second most common type of these complaints deal with alleged violations of the Age Discrimination in Employment Act •If performance is a consideration for a large layoff or reduction in force, the performance appraisal records will be carefully scrutinized
Role of HR with Appraisals - appraisal is to monitor the job descriptions and evaluation criteria to ensure that these ANSWER •The job of HR in respect to performance will always be up to date and consistently applied •Typically, HR will develop the appraisal system AND TRAIN THE APPRAISERS •HR provides forms, lists, and time schedules to department managers as required •HR checks the incoming appraisals for completeness and consistency •HR must keep the system moving • HR holds classes for evaluators; provides original and refresher appraisal training every year •HR follows up to ensure evaluations are completed within proper time period •HR files completed evaluations in individual personnel files, and addresses employe e questions and grievances about the appraisal process Undue leniency - ANSWER appraiser is "too nice" Undue severity - ANSWER appraiser wants to motivate behavior by ranking harshly Central-tendency bias - ANSWER evaluator rates everyone in the middle Job Versus Individual - ANSWER Employees performing in key roles for organizationcan be subjectively viewed as performing favorably, versus objectively based on the job
discussion •These occur in "real time" Employee Comparison Evaluation Method - ANSWER The ranking method A group of employees are compared with one another and rank ordered from the best performer to the poorest performer •Variation: supervisors place their employees into a three-part distribution: -a predetermined percentage is rated above average -an equalpercentage must be rated below average -the remaining employees are rated in the middle Checklist Approach Evaluation Method - ANSWER Manager must describeemployee performance by choosing from among a number of prepared statements •Variation: supervisors select from a set of prewritten statements •Statements most and least descriptive of each employee
Management by Objective Evaluation Method - ANSWER Commonly used with higherlevel technical or professional employees and managers •Appraisal based on accomplishment of or progress toward specific objectives to which employee and supervisor mutually agree •Cannot be used for comparing relative performance among employees •The only comparison i • Technique is not dependent upon the details of any one rating system s against an employee's own prior performance
