Human Resources in Healthcare Managing for Success - Essay Example

? Question Number One: Fried and James (2002) believe that the performance evaluation process is animportant tool for an organization to measure the capabilities of its employees. An employee’s performance evaluation process includes the measurement of his or her performance, the setting of goals, the documentation of the progress of an employee, and the recognition of such a particular employee. On this basis, the performance evaluation process will ensure that the goals of the employees are aligned with the goals of the organization under consideration (Fried and James, 2002). The performance evaluation process can also act as a communication tool, which is responsible for communicating the expectations of an employer to an employee. On this basis, the performance evaluation process will help in identifying the various roles of an employee, and the desired results/ outcomes of their duties within the organization. This process helps in communicating the desired outcome of their duties, and how the organization will measure their efficiency in meeting its objectives (Fried and James, 2002). This process is also important because it establishes the progress of an employee under consideration. On this basis, the periodic performance evaluation process makes it possible for the organization to provide continuous coaching, training and education to the employee under consideration. This will help in developing the various skills of the employees; as a result, the organization will have a highly talented and skillful individual to work for it (Fried and James, 2002). There are a variety of good rating criteria for performance appraisals. One of the best methods to rate employees is the use of the BARS, which stands for behavioral anchored rating scale. This method allows a manager or s supervisor to provide a description on the employee’s behavior in relation to their teamwork, delivery of results, leadership skills and communications. This type of rating, gives managers the ability to provide their own reasons as to why they rate a particular employee in the particular manner. On this basis, this type of rating has an effect in reducing errors that managers can create while rating their employees (Fried and James, 2002). This is because this type of rating defines the dimension of a job that an employee does. This type of rating also identifies the various areas that are needed for training and development. However, the only disadvantage with this method of rating is that it is time consuming to develop. In carrying out a performance review, a manager/ supervisor will need data. To collect data, a manager needs to involve the employees by asking them to submit a self-review of themselves. This gives employees a sense of control, and an opportunity to be heard by the management under consideration (Fried and James, 2002). A self review will give the employee an opportunity to remind the management of some of their important contributions. The manager will also collect data/ information from other stakeholders of the business organization. This includes customers who might be asked to review the performances of an employee under consideration. Other methods of data collection include observing the performance of the employee by the organization, for purposes of recording their strengths and weaknesses. There are four main types of rating errors. This includes (Fried and James, 2002); Halo effect Halo effect involves the influence of an individual’s character based on the overall impression of the individual under consideration. Personal bias This involves rating an individual based on whether the supervisor likes him or not. Contrast effect. Contrast effects involve making a comparison between the employees work performance, as opposed to the established standard set by the organization. Distributional errors. This involves generalized ratings, such as good, below average, excellent, without basing the rating criteria on an accurate data or knowledge. The political factors that can greatly affect the objectivity of the appraisal are the need to maintain a positive work environment by desisting from writing negative comments on the employees performance, tendencies to inflate the employees performance for purposes of promoting the employee under consideration, and tendency to deflate the employees performance for purposes of speeding up their dismissal process. Question Number Two: The Recruitment Process In developing a recruitment plan, the first step that human resource managers should do, is to analysis the job under consideration. Under job analysis, the recruitment manager must define the tasks of the particular job involved. For example, if the job under consideration is a vacancy for a nursing officer, the recruitment manager must identify the various tasks that the nurse should perform in the organization (Fried and James, 2002). That is taking care of the sick, administering medicines to the sick, and assisting the doctors in diagnosing a patient. Under job analysis also, the recruitment manager must spell out the various skills and knowledge needed for the job under consideration. For example, if it is the job of a nurse, the organization might denote that they want somebody with a degree in nursing, and possessing certain skills such as ability to work under pressure, or a keen observer, or effective communication skills. Under job analysis also, the recruiting manager must stress on the abilities of the potential employee to handle the job under consideration (Fried and James, 2002). For example, the job of a nurse in the particular organization might require a potential employee to work for long periods of hours, and sometime under pressure. The question to ask, does the potential employee have the ability of working under pressure, and for longer period of time. On this basis therefore, an effective recruitment plan must identify specific job qualifications for the vacancy under consideration. After analyzing the job under consideration, the recruitment manager must examine the external environment upon which the health care organization works. Under this process, the recruitment manager must conduct a survey on the compensation of workers by rival organizations, and the potential applicants for the job under consideration (Fried and James, 2002). This process also involves a review of the various sources of potential employees, which includes colleges, professional associations and competitors. This will help the organization in setting the right compensation benefits for its potential employees. It will also help the organization to prepare for the interviewing process of the qualified applicants. Fried and James (2002) further denote that the next step is for the recruitment manager to conduct a review of previous recruitment processes. Fried and James (2002) believe that this will help the human resource personnel to improve on the weaknesses of their past recruitment process. During the recruitment process, there are chances that internal and external candidates might apply for the job. The following are the advantages of the external and internal candidates. Internal candidates have a variety of advantages. One advantage is that they have adequate knowledge about the organization. This includes the future potential of the organization under consideration, and its past performance. Another advantage is that there won’t be any need of their orientation process. This is because the employees under consideration have adequate knowledge of the socialization process of the organization, and its mission and vision statements (Fried and James, 2002). On this basis, the company will save on costs that could have been used to orient new employees within the organization. However, there are a variety of disadvantages that come with recruiting internal candidates. One such disadvantage is that chances are high that the employee under consideration will be promoted without the necessary experience and skills (Fried and James, 2002). This will in turn compromise the job under consideration. Another disadvantage of an internal employee is that it might cause a ripple effect (Fried and James, 2002). That is an employee will move from one job to another, causing a vacancy on the work that he or she was doing. On this basis, it might create some disruptions on the work place performance. External candidates also have some advantages. One advantage of an external candidate is that he or she brings in a lot of new ideas to the organization under consideration. Another advantage is that the organization might target specific individuals with specific skills for employment purposes. On this basis, the organization might achieve efficiency in the manner in which it delivers its services (Fried and James, 2002). These people are not affected by the politics of the organization, and as such, it is easy to integrate them within the organization. However, external candidates also have a series of disadvantages. Since they are new, it is necessary to conduct an orientation process. This is time consuming, and might be expensive for the organization. In any organization, the retention of employees/ workforce is a very important element (Fried and James, 2002). Employees within an organization will always want to work for the organization because they enjoy their work, and the organization carters for their welfares. On this basis, to retain employees, an organization must create policies that are aimed at catering for the welfare of their employees. These policies include proper payments, and good working conditions. References: Fried, Bruce, and James A. Johnson. Human resources in healthcare managing for success. Washington, DC: AUPHA Press ;, 2002. Print. Read More