Analyzing Augusta University's Employee-Faculty Assistance Program

This essay provides an analysis of Augusta University's Employee-Faculty Assistance Program (EAP), highlighting its role in supporting employees through short-term counseling and assessments. It examines the university's HR policies, which aim to create a family-like environment with policies covering accident reporting, safety, and hazardous materials. The essay also explores the importance of employee engagement and caring for employees' families, referencing procedures like preparing for a child and WEX card usage. The author suggests streamlining certain procedures to reduce approval times, such as delegating wireless device approvals to mid-level employees instead of directors, to improve efficiency and save time for both applicants and directors. The essay concludes by referencing relevant sources that support the analysis of Augusta University's EAP and HR practices.

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Human resource management (Augusta University Employee-Faculty assistance program)
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Human resource management (Augusta University Employee-Faculty Assistance Program)
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Augusta University was founded in 1828 which is located in Augusta, Georgia. It is
basically a research university and medical center which is devoted to training the new age group
of visionaries, influential and wellbeing providers (Augusta University, 2018). Augusta
University offers an employee Assistance program for employees. Program includes short-term
counseling, assessments and work can be formed better. Augusta University HR policy is to
create family type environment with the help of policies like accident and injury reporting,
building coordinator, correction of safety hazards, Tobacco free policy, hazardous chemical
protection and no minors in laboratories (Dwomo, Owusu, & Addo, 2013). According to Lee
(2009) the best way to engage employee with the organization is by showing them care about
their family as we know that human beings are very emotional towards their family. Hence,
Augusta University follows many procedures like preparing for your child, WEX card usage,
GHSU purchasing procedure, Fax transmittal procedures and laboratory SOP. Winters (2008)
said that training should be provided to employee to follow the Standard operating procedures of
the organization. Some of the procedures of Augusta University are very time consuming
because it requires lots of approvals from different heads of the organization (Augusta
University, 2018). Like applying for wireless device, it requires approval from director. Hence, it
is better to make use of such procedure which requires less approvals instead of going to director
it is better to appoint some mid employee responsible for this duty in its place of putting this on
the role list of director as we know that directors of the institutes have lot of other responsibilities
with busy schedule and so applicant have to take appointment for every single aspect. By this
change the time and energy of both the applicant and the director will be saved (Augusta
University, 2018).

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References:
Augusta University. (2014). Behavioral Health & Counseling Services Assistance. Retrieved
from: https://www.augustahealth.org/media/file/CSRA-Resource-List_10_17_14.pdf
Augusta University. (2018). About Augusta university. Retrieved from:
https://www.augusta.edu/about/
Augusta University. (2018). Employee-faculty assistance program. Retrieved from:
https://www.augusta.edu/about/efap.php
Dwomoh, G., Owusu, E. E., & Addo, M. (2013). Impact of occupational health and safety
policies on employees’ performance in the Ghana’s timber industry: Evidence from
Lumber and Logs Limited. International Journal of Education and Research, 1(12), 1-
14.
Lee, M. Y., Greene, G. J., Hsu, K. S., Solovey, A., Grove, D., Fraser, J. S., & Teater, B. (2009).
Utilizing family strengths and resilience: Integrative family and systems treatment with
children and adolescents with severe emotional and behavioral problems. Family
process, 48(3), 395-416.
Winters, M. F., & Anand, R. (2008). A retrospective view of corporate diversity training from
1964 to the present. Academy of Management Learning & Education, 7(3), 356-372.

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