19 Jul EXAMINE HOW HUMAN RESOURCES CAN ENHANCE ORGANIZATIONAL PERFORMANCE IN VARIOUS TYPES OF HEALTHCARE ORGANIZATIONS
Description:
Review the model of Strategic Management of Human Resources and describe how it impacts an organization.
3–5 Pages excluding cover page, abstract page, and reference page. Students need to support their work with at least 4 academic or professional peer–reviewed sources published within the past five years.
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Objectives:
Evaluate and explain the role of human resources in healthcare organizations
Examine how human resources can enhance organizational performance in various types of healthcare organizations
Explain how issues related to the regulation of human resources by federal, state and other regulatory bodies affects organizational performance in healthcare management
Here is the Model:
Patient Bill of Rights:
One of the central stakeholders in any health care environment is the patient. The Patient’s Bill of Rights is not as simple as it sounds, and it is also not as universal as it seems. It can take the form of a code of conduct in the protocols of the company, a tort rule, or a law. In any of these cases, it is intended to explain what any patient might be able to expect from the health care providers. It also outlines the patient’s roles and responsibilities with regard to managing his or her own care. The official version (created by the Centers for Medicare & Medicaid Services) was created to start after the Accountable Care Act, but there have been state and local variations of this for many years (Federal Register, 2010). There have also been several versions of this in the Senate and the House of Representatives.
The majority of the versions indicate that the patient has the right to the following:
Fair and equitable treatment
Access to his or her own physician or clinician
To refuse recommended treatment
To be informed about his or her rights, coverage, and the risks associated with treatment
To pay for treatment out of pocket
To confidential treatment
The patient responsibilities vary, but they typically include the following:
Disclosing any and all medical history or pertinent family history to clinicians involved in treatment
Being honest
Asking questions when something is unclear
Keeping appointments or appropriately canceling or rescheduling appointments
Using services appropriately and not abusing the integrity of the clinicians and the staff
Changes and challenges
Changes in Health Care
Health care organizations exist in communities that support their activities. As the needs and demands of communities change, so must the organizations that are dependent on that community. This change is especially necessary for health care organizations. The need to evolve has been proven time and time again in different forms and for different reasons.
Following the end of World War II, the demand was for more hospitals. During the 1960s, communities felt the need to fund health care organizations of all types. Then, during the 1970s, hospitals were faced with government control in the form of health planning legislation and even hospital commissions that determined the amount health care organizations could charge. Planning was replaced with cost controls that, in turn, were replaced with the supposed free, competitive marketplace. During President Clinton’s administration, attempts to create a national health insurance plan were quickly thwarted.
The purpose of these efforts include controlling costs, avoiding costly duplication, improving access, better distributing health care resources, providing a basic health service plan to all Americans, and a few other noble goals. Although strides have been made in most of these areas, there are still many goals yet to be accomplished. It is clear from governmental efforts in the last 60 years that health care regulation is still in transition and more governmental efforts are forthcoming.
Responsibility
It is important to recognize that people working in the health care field have been entrusted with a significant fiduciary responsibility to build, maintain, and provide a quality health care delivery system. A great deal is expected and demanded from health care workers. More specifically, competency and high moral and ethical standards are fundamental. Being a health care professional can command a high salary and a great deal of respect. When these responsibilities and trust are breached, however, that practitioner is liable for his or her actions.
Legal Issues
In the health care field, legal remedies take on different dimensions. In the instance where the accused is a private individual, the range of penalties varies from monetary expenses all the way to the loss of that practitioner’s license. The basis for these penalties is that professionals are held to a higher standard than the rest of the public; therefore, they must be held accountable. When the professional is sued as an employee of a health care organization, the organization then also becomes a party to the action.
For organizations involved in the delivery of health care, a greater level of liability is present in that organization. It is common to find directors of risk aversion in large hospitals who have as their main tasks to identify, mitigate, and eliminate risks. Responsibility to avert risks and situations that may create risk ultimately rests with the board of trustees, which quickly delegates the responsibility to both the clinical and administrative staff running the institution.
On the clinical side, the responsibility for addressing the quality of care starts with various clinical directors who work with committees to determine how well the organization is doing. These committees might address different facets of clinical performance that range from medical records to infection control.
Any concern over the quality of the care that is provided to the public quickly draws the attention of the media and governmental agencies alike. Any abuses by health care organizations are quickly reported, and these abuses create a great deal of interest in the media. Local or state government agencies are quick to respond to health concerns for actual medical problems and for political reasons. This microscopic review of health care organizations is not found in too many other types of organizations.
Challenges
Communities can also pose challenges in health care. Many older hospitals that are built in the inner-city find themselves not serving the populations that now surround them, and they may require action to become more functional. One option is to move the hospital to the suburbs and follow the patient base. A second choice may be to provide a degree of free care or care at a reduced rate. A third choice might be to shut down the institution.
For-profit corporations own many health care organizations. This creates an additional set of responsibilities and legal requirements. Corporations have the intention to make a profit for their shareholders. In health care, the idea of making a profit is one that is regulated carefully. Physicians, for example, cannot refer their patients to a medical program in which they have ownership interests. Profit margins in nonprofit hospitals are exceptionally low in comparison to those in the business sector.
The last 50 years of health care regulation and laws have demonstrated the great amount of turmoil in the industry. Many attempts have been made to address different problems, needs, and demands of health care organizations. It is clear that many more attempts are necessary to evolve the current health care system. The health care industry is far too important to the entire country not to change or evolve.
Healthcare Management
Many medium-to-large health care organizations are led by four key, senior-level functions: chief executive officer (CEO), chief financial officer (CFO), vice president of contracting, and vice president of sales and marketing. The larger the health care organizations, the more complex the infrastructure and hierarchy become. As companies get larger, the roles and responsibilities of senior executives may have a different focus; however, the core duties and responsibilities remain the same.
The CEO’s role is two-fold: to ensure that internal operations support the mission of the organization and to ensure a positive external corporate image that promotes growth. Both the internal culture and the external image are closely linked with the CEO’s personality and style, both personal and managerial. For example, someone who wears a long hairstyle accompanied with 1960s clothing may be labeled a “hippie” with all the presumed characteristics, even though that particular individual may be a very different person that what he or she is projecting by hairstyles or choice of attire. Therefore, one must be conscious of the decisions one makes and how those choices may impact organizational culture. In particular, a negative corporate image to the external community may prevent organizational growth and development.
The CFO supports the CEO. Although currently changing, the role of the CFO is to ensure that the company has enough money to carry out the company’s mission, ensure continued daily operations, support the upkeep of company functions, and ensure the availability of funds for company growth. The CFO plays a critical and direct role in ensuring that the operations of the organization comply with federal and state laws and generally accepted guidelines. Beyond ensuring that the company has enough funds and items accounted for appropriately, the CFO is often the link between the CEO’s plans for company growth and the CFO’s and other senior leaders’ ability to put these plans into action. It is the CFO that primarily influences which plans for growth and development can actually be put into action. Similar to the CEO, the CFO’s personality will impact company culture. If the CFO is a risk taker, the company may work under a less secure financial position than one where the CFO is an ultraconservative, risk-adverse person. The former may lead to periods of uncertainty and poor performance, and the latter may lead to stagnation. Either can lead to success.
Helping to bridge the CEO’s vision and the CFO’s reality are two (among many) senior leaders that help define needs for cash and funding and needs for growth and development. They are the Vice President of Contracting and the vice president of sales and marketing. The VP of contracting has the responsibility for maintaining agreements with vendors, suppliers, and any other entities with which the company does business. The VP of contracting works closely with contractors to ensure positive working relationships and works with the CFO to review the company’s financial position and availability of funds for these relationships. The vice president of Sales and Marketing works with the other senior leaders to assess the CEO’s development plans: If new products or services need to be developed to support growth plans, what relationships and agreements with vendors or suppliers need to be expanded, created, or terminated? What funds are available for these endeavors? Similar to the CEO’s contribution to corporate culture and organizational development, the VPs’ personalities and outlook will also influence how the company responds to new challenges. Having poor vendor relationships or unimaginative selling skills will do little to improve the company’s image and abilities to be responsive to the community and marketplace within which it conducts its business.
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