The Health Care Manager's Human Resources Handbook

by McConnell, Charles R.

• ISBN13: 9781567261172
• ISBN10: 1567261175
• Edition: 1st
• Format: Hardcover
• Copyright: 2003-01-01
• Publisher: Jones & Bartlett

Summary

This unique book about human resource (HR) management is written health care department managers who must relate to and work with their HR departments and must manage their personnel. An expert with 18 years of experience in human resources management, author Charles M. McConnell describes what the function of the HR department can do for you, and shows how to get the most value out of an organization's HR department. For each topic addressed, the book provides: background; the HR department's responsibilities; where and how HR interfaces with the line management; the HR responsibilities of the manager; and how the manager can get the best from the HR function.

Table of Contents

Preface	ixx
Part 1: Human Resources and the Organizational Environment	1	(58)
From Employment Office to Human Resources	3	(10)
An Evolving Function	3	(5)
Development of the Employment Office	4	(1)
The Expanding Personnel Function	5	(2)
Problems with ``Personnel,'' Real and Perceived	7	(1)
What's in a (New) Name?	8	(5)
Why the Change?	8	(1)
Here to Stay	9	(4)
How Human Resources Fits into the Health Care Organization	13	(24)
Human Resources in the Organization: The Macro View	13	(1)
Line and Staff	14	(2)
Doing versus Supporting	14	(1)
The Chain of Command	15	(1)
Human Resources Models	16	(3)
The Clerical Model	17	(1)
The Counseling Model	17	(1)
The Industrial Relations Model	18	(1)
The Control Model	18	(1)
The Consulting Model	18	(1)
Alternative Human Resources Models	19	(2)
The (Alternative) Clerical Model	19	(1)
The Legal Model	19	(1)
The Financial Model	20	(1)
The Managerial Model	20	(1)
The Humanistic Model	20	(1)
The Behavioral Science Model	20	(1)
The Human Resources Internal Organization	21	(1)
Human Resources and Top Management	22	(1)
HR's Relationships with Other Departments	23	(2)
Health Care HR and the Changing Scene	25	(2)
Human Resources Reengineered	27	(3)
Effects of Reengineering on Human Resources Staff	29	(1)
The Flatter Organization	29	(1)
Centralization versus Decentralization	30	(1)
Outsourcing	30	(3)
Effects on Corporate Culture	33	(4)
The Legal Framework of Present-Day Human Resources	37	(22)
A Regulated Environment	37	(17)
Pre-1964: Regulation Minimal and Tolerable	38	(1)
Norris-LaGuardia Act (1932)	39	(1)
National Labor Relations Act (NLRA) (1935)	39	(1)
Social Security Act (1935)	40	(1)
Fair Labor Standards Act (FLSA) (1938)	40	(1)
Labor Management Relations Act (1947)	40	(1)
Labor-Management Reporting and Disclosure Act (1959)	41	(1)
Equal Pay Act (1963)	41	(1)
Title VII of the Civil Rights Act of 1964	41	(1)
Age Discrimination in Employment Act (ADEA) (1967)	42	(1)
Occupational Safety and Health Administration (OSHA) (1970)	43	(1)
Rehabilitation Act (1973)	44	(1)
Employee Retirement Income Security Act (ERISA) (1974)	44	(1)
Pregnancy Discrimination Act (1978)	45	(1)
Consolidated Omnibus Budget Reconciliation Act (COBRA) (1986)	45	(1)
Immigration Reform and Control Act (IRCA) (1986)	45	(2)
Pension Protection Act (1987)	47	(1)
Drug-Free Workplace Act (1988)	47	(1)
Employee Polygraph Protection Act (EPPA) (1988)	48	(1)
Worker Adjustment and Retraining Notification Act (WARN) (1988)	49	(1)
Americans with Disabilities Act (ADA) (1990)	49	(2)
Older Workers Benefit Protection Act (OWBPA) (1990)	51	(1)
Civil Rights Act of 1991	52	(1)
Family and Medical Leave Act (FMLA) (1993)	52	(1)
Retirement Protection Act (1994)	53	(1)
Small Business Job Protection Act (1996)	53	(1)
Health Insurance Portability and Accountability Act (HIPAA) (1996)	54	(1)
For the Organization: Greater Responsibility, Increased Cost	54	(1)
A Cumulative Effect	55	(4)
Part II: The Health Care Manager Meets Human Resources	59	(42)
Human Resources and the Health Care Manager	61	(24)
Human Resources Functions	61	(8)
Usually Active Human Resources Department Functions	62	(2)
Often Human Resources Functions	64	(2)
Occasionally Human Resources Functions	66	(3)
What about ``Outsourcing''?	69	(2)
Another Breakdown of Human Resources Functions	71	(3)
The Manager's Involvement with Human Resources	74	(3)
Employment	74	(1)
Benefits	75	(1)
Compensation	76	(1)
Employee Relations	76	(1)
Personnel Records	77	(1)
Human Resources and the Organization	77	(8)
Department Managers and Human Resources Practitioners Compared	78	(3)
What Results in Practice	81	(1)
What Can Be Done	81	(4)
The Manager-Employee Relationship	85	(16)
Every Manager Is a Manager of Human Resources	85	(4)
The Heterogeneous Work Group	86	(1)
Employee Participation and Input	87	(2)
The People-Focused Manager	89	(5)
Visibility and Availability	90	(1)
A Genuine Open Door	91	(1)
Show, Don't Tell	92	(1)
The Essential Downward Orientation	93	(1)
Essential Individual Relationships	94	(3)
The Cost of Ignored Employees	97	(4)
Part III: Obtaining Employees	101	(44)
The Manager and the Recruiting Process	103	(18)
Legal Concerns in Recruiting	103	(1)
In Partnership with Human Resources	104	(4)
Reference Checking and the Department Manager	108	(3)
The Manager's Role in Finding Candidates	111	(2)
Advertising	111	(1)
Networking	112	(1)
Job Fairs	112	(1)
Recruiting Tips	113	(1)
Search Firms	113	(1)
Promotion from Within	113	(2)
Recruiting During Periods of Shortage	115	(2)
The Salary Bumping Game	117	(1)
Every Employee a Recruiter	118	(3)
How to Conduct a Legal---but Effective---Selection Interview	121	(24)
Awash in a Sea of Legalities	121	(1)
Before the Candidate Arrives	122	(2)
Review the Job Description	122	(1)
Review the Application or Resume	123	(1)
Arrange an Appropriate Time and Place	123	(1)
Prepare Some Opening Questions	124	(1)
Conducting the Actual Interview	124	(5)
Be on Time	125	(1)
Try to Put the Applicant at Ease	125	(1)
Fit Your Language to the Applicant	126	(1)
Avoid Both Short-Answer Questions and Open-Ended Questions	126	(1)
Avoid Leading the Applicant	127	(1)
Avoid Writing During the Interview	127	(1)
Promise Only Follow-Up	128	(1)
Interview Questioning: Ask or Do Not Ask?	129	(8)
Race or Color, Religion or Creed, National Origin, Sex, Marital Status, Birth Control Practices	129	(4)
Age	133	(1)
Disability	133	(1)
Name	134	(1)
Address and Duration of Residence	134	(1)
Birthplace and Date of Birth	134	(1)
Photograph	134	(1)
Citizenship	134	(1)
Language	135	(1)
Education	135	(1)
Experience	135	(1)
Relatives	135	(1)
Whom to Notify in Case of Emergency	135	(1)
Military Experience	136	(1)
Arrest	136	(1)
Organizations	136	(1)
Probing for Intangibles	137	(1)
When Forbidden Information Is Volunteered	138	(1)
The Interviewer's Behavior	139	(1)
More Silence Than Talk	139	(1)
More Points to Keep in Mind	139	(1)
Resume Fraud: Lies and Embellishments	140	(2)
An Acquired Skill	142	(3)
Part IV: Employee Relations and the Manager	145	(150)
Directions in Employee Relations	147	(12)
The Evolution of Employee Relations	147	(3)
Authoritarian Management	148	(1)
Legalistic Management	148	(1)
Humanistic Management	149	(1)
Residual Authoritarianism	149	(1)
The Emergence of Scientific Management	150	(1)
Parallel Management Systems Develop	151	(2)
An Opposing View of Employees	153	(2)
Long-Term Trends in Organizational Management	155	(1)
Where We Are, Where We Are Heading	156	(3)
The Health Care Manager and Employee Problems	159	(28)
The Inevitability of People Problems	159	(3)
Sources of People Problems	160	(1)
The Manager's Response	161	(1)
Primary Purpose: Correction	162	(1)
Separate Issues of Performance and Behavior	162	(16)
Addressing Performance Problems	163	(5)
Addressing Behavior Problems	168	(10)
Employee Absenteeism	178	(2)
Employee Assistance Programs	180	(1)
When Termination Is Necessary	181	(1)
Partnership with Human Resources	182	(1)
Prevention When Possible	182	(1)
For Effective Corrective Action	183	(1)
Document, Document	184	(3)
Performance Appraisal: The Never-Ending Task	187	(36)
Performance Appraisal: What, Why, and How	188	(2)
What	188	(1)
Why	188	(1)
How	189	(1)
Not Every Manager's Favorite Task	190	(1)
Obstacles to Performance Appraisal	191	(1)
Personality-Based Evaluation: The Old Way Is the Wrong Way	192	(5)
What, Then, Is the Correct Approach?	197	(12)
Solid Job Descriptions	197	(3)
Sources of Standards and Measures	200	(2)
The Use of Objectives	202	(1)
Scale Points	202	(1)
``Average'' vs. ``Standard''	203	(1)
Appraisal Timing	204	(1)
Description of the Appraisal Procedure	205	(4)
The Appraisal Interview	209	(1)
Self-Appraisal	210	(2)
Team Appraisals	212	(1)
The Appraisal Form	213	(3)
Legal Implications of Performance Appraisal	216	(4)
The Role of Human Resources	220	(1)
An Essential Process	221	(2)
Addressing Problems before Taking Corrective Action	223	(20)
Prevention When Possible	224	(1)
Employee Privacy and Confidentiality	224	(6)
Privacy and the Changing Times	225	(1)
Legislation Affecting Privacy	226	(2)
Legal Orders	228	(1)
Employee Searches	229	(1)
Access to Information	229	(1)
Employee Health Records	230	(1)
Personal Relationships	230	(1)
Sexual Harassment	230	(3)
Violence	233	(2)
Employee Participation and Involvement	235	(2)
Counseling	237	(6)
Employee Documentation: Shoulds and Should-Nots for the Manager	243	(14)
Paper Remains Important	243	(1)
Legal Implications of Employment Documentation	244	(2)
Record Retention	246	(2)
Human Resources and the Personnel File	248	(2)
The Department Manager's Responsibilities	250	(3)
Job Descriptions	250	(1)
Employee Handbook	251	(1)
Policy and Procedure Manuals	252	(1)
Giving Out Employee Information	252	(1)
Department Manager's Employee Files	253	(1)
Do the Paperwork	254	(3)
Terminating Employees: Minimizing the Legal Risks	257	(22)
Individual Terminations	257	(4)
Discharge: Termination for Cause	258	(1)
Dismissal: Inability to Meet Job Standards	259	(1)
Constructive Discharge	260	(1)
Reductions in Force	261	(10)
Reengineering	261	(1)
Mergers, Acquisitions, and Other Affiliations	262	(1)
Layoffs	263	(8)
Related Dimensions of Termination	271	(3)
Unemployment Compensation	271	(1)
Employee Privacy	272	(1)
Outplacement	273	(1)
Human Resources Follow-Up	273	(1)
The Survivors of a Reduction in Force	274	(5)
See You in Court: Involvement in Legal Action	279	(16)
Anyone Can File, Anyone Can Sue	279	(1)
The Legal Environment	280	(2)
Preventing Complaints	282	(1)
When a Complaint Arrives	283	(1)
The Process	284	(7)
The Internal Coordinator	284	(1)
The Internal Investigation	285	(1)
Settlement Decisions	286	(1)
Discovery	287	(3)
Conclusions and Non-Conclusions	290	(1)
Living with an Active Case	291	(4)
Part V: Other Human Resources Concerns	295	(70)
Avoiding---or Dealing with---a Union	297	(22)
Unions: Health Care and Elsewhere	298	(4)
Why Workers Go Union	299	(2)
Why Management Wants to Remain Non-Union	301	(1)
The Legal Framework and Health Care's Unique Treatment	302	(2)
The Department Manager's Role	304	(10)
Before a Union Appears	304	(1)
Early Organizing Signs and Concerns	305	(3)
After an Election Petition Arrives	308	(1)
What Managers Can Do	309	(1)
What Managers Cannot Do	310	(3)
Dealing with a Union Day-to-Day	313	(1)
Decertification	314	(5)
The Manager's Role in Employee Training	319	(14)
The Key Role of Training and Development	319	(1)
The Manager's Role in Employee Training	320	(7)
Orientation: Getting Them Started Right	321	(1)
Training for Correcting Performance Problems	322	(1)
Looking at Departmental Learning Needs	323	(1)
Employee Training within the Department	324	(1)
Cross-Training for Efficiency	324	(1)
On-the-Job Training	325	(2)
Effective Mentoring	327	(1)
Developing Potential Managers	328	(1)
How Human Resources Can Help	329	(4)
Iceberg Tips: Compensation, Benefits, and Other Concerns	333	(20)
Compensation	334	(3)
Knowing the Compensation System	334	(1)
When Compensation Challenges Arise	335	(2)
When Interviewing Prospective Employees	337	(1)
Benefits	337	(8)
Flexible Benefits Plans	338	(2)
Statutory Benefits	340	(4)
Short-Term Disability	344	(1)
The Employment Process	345	(1)
Performance Appraisal	346	(1)
Legal Actions	347	(1)
External Agency Investigations	348	(5)
Keeping Human Resources on Its Toes	353	(12)
The Effective Human Resources Department	353	(1)
Be Proactive with Your Human Resources Department	354	(6)
Involve HR in Compensation Questions	355	(1)
Get Answers for Employees	355	(1)
Address Recruitment Issues	355	(1)
Insist on Current Job Descriptions	356	(1)
Use HR for Support on Disciplinary Actions	356	(1)
Keep HR Moving on Performance Appraisals As Necessary	357	(1)
Use Human Resources to Clip ``the Grapevine''	358	(1)
Take Training Needs to HR	359	(1)
Provide Current Information to HR	359	(1)
Encourage Human Resources to Prove Its Worth	360	(1)
Future Directions for Human Resources	360	(1)
For Top Management's Consideration	361	(1)
HR Exists to Work For You---See That It Happens	362	(3)
Index	365