HRM Policies Analysis: Acute Care Hospital Practices and Standards

This assignment analyzes various aspects of Human Resource Management (HRM) policies within an acute care hospital. It examines the correlation between HRM practices and the standards set by The Joint Commission, emphasizing the importance of compliance and regular review. The assignment explores the coordination between department managers and HR in filling open positions, focusing on efficient communication and applicant screening. It also details the implementation of comprehensive training programs for managers, including mentor programs, leadership meetings, and situational simulations, to improve employee morale and enterprise finances. The assignment further discusses compensation plans, performance appraisal methods, and the implementation of a progressive discipline system, highlighting best practices for each. The analysis covers key areas like job-related and person-related compensation, objective performance evaluations, and the steps involved in progressive discipline, including oral warnings, written warnings, and termination. References to relevant literature are included to support the analysis.

5/24/2019
Running Head: HRM 0
Human Resources Policies
Student Name – Dorathy Ubiam
Lecturer’s Name – Dr Jo-Rene Queensberry

HRM 1
Q1)
Sol 1) –
In United States, health care organization and programs are funded by the Joint Commission,
a not-for-profit organization. To remain funded in future, these health care organizations are
required to follow set standards and principals of the Joint Commission. In these
organization, various important and policies are framed by HRM considering these set
standards established by The Joint Commission. Hence, the HRM basic practices are
correlated with Joint Commission practices. It is very essential for HRM to match important
policy recommendations and position statement allotted by The Joint Commission. In this
hospital, a review checkup is conducted by The Joint Commission with every 3 years so that
to provide fund. Moreover, it is the duty of HRM to check whether all necessary compliances
are met or not. In an acute care hospital, the HRM department will check the procedures and
practices yearly and it will also help to identify the training gap.
Q2)
Sol 2) –
To any enterprise, open position can be inimical and it is very significant that both
department manager and HR need to coordinate with each other to attract skilled candidate.
To fill out necessary positions, there is a relevant procedure needs to be emphasized; HR
must soon be informed by the managers when a position is getting open up by any of their

HRM 2
employees as it will help HR to proactively do finish the paperwork and necessary
agreements prior to the position is actually vacant.
In relation with the applicants, there is also requires constant communication between
department managers and HR as department manager might feel one applicant is a great fit,
however, it may be disagreed by the manager. To interview the best applicant, they need to
base their decisions with the help of proper communication. In last, the manager essentially
communicates their decision to recruit a candidate next to the interview. There is no such
authority with the manager to provide a job to the applicant as it is the responsibility of HR to
perform background checks. There may be some long time taken in the process and so both
HR and managers must keep constant open communication.
Q3)
Sol 3) –
The enterprise employee morale and finances can be increased if employees will be given
effective training. However, there will be requirement of a comprehensive training program
considering all managers so as to train managers effectively. For instance, there needs to be a
mentor program where participation of managers is compulsory after hiring. This mentor
program should be evaluated by 5 plus years’ experience manager to handle all managers
respectively enrol in this program. In this program, all desirables questions will be answered
of managers and it will also help them with networking. While networking, the manager will

HRM 3
interact with one another within the enterprise and check how other managers handle each
task within the respective division. This will aid their learning of various scenarios and
practices.
The monthly development and leadership meetings will also be joined by the managers. In
this meeting, various practices and changes will be analyzed that is required to be instigated
within the next month for the enterprise. In these meetings, managers can also come up with
their opinions or issues they have faced from previous changes. There is also a responsibility
of all managers to attend quarterly online situational simulation that includes mock
interviews, disgruntle staff and issues related to performance issues.
It is also identified that managers are aware of employment laws however, they did not know
how it may impact interviews, daily operations, and employee termination. Hence, the issue
can be resolved will be 3 days of training at the beginning of employee tenure with this
enterprise. In this course of training, there will be various mock interviews where the
managers learn about several relevant employees laws so that in future, they can comply with
those standards. For example, they will be placed out in such situations where they need to
use applicability of those laws and put their understanding into it. During this 3 days training
program, each will be graded on some scale and at the end result will be shared to their
performance. With this result, each manager will get to know his strength and weakness.
Hence, it will benefit the manager to learn various aspects and address where future training
will be required.

HRM 4
For the purpose of interview, the acute care hospital uses behavioural based questions. It is
being identified that to pick the candidate effectively, competency based interviews provides
65% accurate result (Clement, 2009). The course of interview also allows employee and
managers to take turn by interchanging predetermine questions that will be identical for all
candidates. Not any state or federal laws will be hampered in relation to those questions, the
solution will be graded on the provided answer, and the job will be given to the best
applicant.
Q 4)
Sol 4) –
Before joining an organisation, many organisation seek to know about the compensation and
benefits structure. Compensation plan is of two types i.e. person related and job-related
(Murphy & Sandino, 2010). Employee in Acute care joined with the job related
compensation plan. This plan considers experience of an individual, level of education and
position responsibilities. However, after employee yearly appraisal, this compensation turns
into person related compensation. Here, organisation evaluate the employee overall year
performance and also their contribution to Acute Care and according offer raise.
Considering compensation, there are various key aspects. Some staff contribute more to the
financial wellbeing of an enterprise than others do. For example, doctors who influence
hospital strategic planning directly with their work. Hence, their compensation structure will

HRM 5
be different in comparison with support staff employee. Compensation cannot be considered
as salary as it offers other benefits to their staffs too in various ways like health and life
insurance, retirement benefit and so on. The hospital is required to build extensive and wise
financial strategy as they cannot afford to pay out more than they bring in each year,
however, they also need to be competitive into the industry otherwise they will lose qualified
applicants to their competitors.
Q5)
Sol 5) –
According to Carsrud & Brannback (2011), the management needs to start performance
appraisal with the question – ‘why’ they are doing them. There are four key points in
performance evaluations – motivation, administrative, informative and developmental
(Lawler III, Benson & McDermott, 2012). If the employee does well in their job role,
motivation enables manager to give praise. Employees like to know they are valued and that
there is an opportunity for progression in the organisation. The next aspect i.e. administrative
offer management objective information for promotion, salary discussion, and even
terminations (Lawler III, Benson & McDermott, 2012). In informative aspect, it allows every
individual to express his or her requirements and concerns. In Developmental aspect,
strengths and weaknesses are considered. Other than this, managers and employees focus on
future strategy they feel significant and upcoming.

HRM 6
Carsrud & Brännback (2011) stated that performance appraisals needed to be kept objective
and the outcome need to be based on behaviour –based feedback. They also stated several
areas that are required to be ignored by manager while conducting performance assessments
like fear of employee response, taking it personally, aiming at recent work only, and
evaluation not staying consistent with the outcomes of division.
Q6)
Sol 6) –
Acute care hospital can exploit progressive discipline system and there are various aspects to
undertake while implementing this system. Some of the significant aspects include clarity,
generosity, fairness and transparency. For employees, the discipline should be treated as
punishment; rather it needs to be intended as rehabilitation of the staff (Gong & Janssen,
2012). The behavioural or performance issues of employees must be shared by managers and
they need to find solution to the issue as per enterprise policies. In progressive discipline,
there are four phases including oral, written, final written and termination. In oral warning,
there is verbal communication of what the worker has done incorrect and how they can fix
the situation. In next phase (written), is the issue endures to exist, there will also be a result
with this notice. A final written warning is reflected a last chance agreement. Here, the
employees were told that if the issue arouses again, there will be an issue of termination
against them. At last stage, HR manager will terminate the employee. A disciplinary system
must be precise and consistent. To help enterprise against wrongful termination,

HRM 7
documentation is very significant to be considered. Hence, all communications and warning
with employee will be placed and documented in the files of employees and kept with HR.

HRM 8
References
Carsrud, A., & Brannback, M. (2011). Entrepreneurial motivations: what do we still need to
know?. Journal of Small Business Management, 49(1), 9-26.
Clement, M. C. (2009). Hiring highly qualified teachers begins with quality interviews. Phi
Delta Kappan, 91(2), 22-24.
Gong, Y., & Janssen, M. (2012). From policy implementation to business process
management: Principles for creating flexibility and agility. Government Information
Quarterly, 29(1), S61-S71.
Lawler III, E. E., Benson, G. S., & McDermott, M. (2012). What makes performance
appraisals effective?. Compensation & Benefits Review, 44(4), 191-200.
Murphy, K. J., & Sandino, T. (2010). Executive pay and “independent” compensation
consultants. Journal of Accounting and Economics, 49(3), 247-262.