TEAM B CERTIFICATE OF ORIGINALITY

I certify that the attached presentation is my original work. I am familiar with, and

acknowledge my responsibilities which are part of, the University of Phoenix Student Code of Academic

Integrity. I affirm that any section of the paper which has been submitted previously is attributed and cited as

such, and that this paper has not been submitted by anyone else. I have identified the sources of all

information whether quoted verbatim or paraphrased, all images, and all quotations with citations and

reference listings. Along with citations and reference listings, I have used quotation marks to identify

quotations of fewer than 40 words and have used block indentation

for quotations of 40 or more words. Nothing in this assignment violates copyright, trademark, or other

intellectual property laws. I further agree that my name typed on

the line below is intended to have, and shall have, the same validity as my

handwritten signature.

Student Signatures:

Evelyn Quijano

Kristen Ault

Nicole Hejl

Thomas Edwards

Jennifer Reynolds

Patton Fuller Hospital

Image Credit: www.oxforddevelopment.com

Team B

Human Resource Management Presentation

Evelyn Quijano, Kristen Ault, Nicole Hejl

Thomas Edwards & Jennifer Reynolds

HCS/341

August 12, 2013

Diane Rodriguez

Human Resources at Patton Fuller

Hospital

Image A Credit www.5elementsrpo.com

Image B Credit pdxmim.com

Patton Fuller Hospital Human Resources Mission Statement &

Overview

Human Resources Mission Statement

“To develop, establish and maintain policies and

programs that ensure the successful recruitment,

employment and retention of a diverse, well qualified

workforce to serve the patients”(Patton-Fuller, n.d.).

Overview

“The Human Resources Department is responsible for

recruitment, selection, classification, compensation,

benefits, professional development, employee

relations, legal compliance and record keeping for all

employees at Patton Fuller Hospital” (Patton-Fuller,

n.d.).

Patton Fuller Hospital Human

Resources GoalsStrategic Goals

• “Recruit, retain, and retain the very best employees that the organization can afford”(Patton-Fuller).

• “Grow/enhance a participative employee culture that includes a focus on diversity and

• sensitivity awareness programs” (Patton-Fuller).

• “Be an employer of choice” (Patton-Fuller).

• “Create the environment for our employees success” (Patton-Fuller).

• “To create and maintain a risk management program to keep in compliance with legally

• mandated federal, state, and local laws, regulations, rules, and procedures to reduce

• litigation exposure to the company in a diligence manner, achieved through policy and

• procedure development and enforcement” (Patton-Fuller).

Operational Goals

• “To retain our employees by providing competitive and equitable compensation through modern

marketplace surveys and research methods”(Patton-Fuller).

• “Offering skill enhancement and leadership development training opportunities through effective

training and development methods such as licensure, qualification, recurring, and certification

programs” (Patton-Fuller).

• “To create and maintain a equitable personnel policies and procedures to ensure a fair workplace for

our employees” (Patton-Fuller).

• “Create systems for reducing litigation exposure to employee-driven adverse actions” (Patton-Fuller).

• “To administer cost effective health care programs which provide for the well being of employees”

(Patton-Fuller).

• “To provide a safe working environment for all employees through OSHA and JCHCO-driven

procedures” (Patton-Fuller).

(Patton Fuller, Virtual-Organization, n.d.)

Functions of Human Resources

Image Credit novaterratech.com

Patton Fuller Hospital

Functions of Management

Image Credit blog.accredited-online-colleges.com

Organization

Planning

Training

Developing

Leading

Employee and

Organization Evaluation

Employee Promotion

Employee Appraisal Evaluations & Patton Fuller Hospital

Standards of Performance

Image Credit www.foxbusiness.com

Employee Appraisal Process

Image Credit www.hrsmart.com

Performance Appraisal Barriers

Communication

Personal Bias

Misinterpretation of/ Lack of Pertinent Data

Image Credit A www.regent.edu

Image Credit B www.linkedin.com

Simple Employee Appraisal Guiding Principles

1. Open lines of communication by putting the employee at ease

2. Establish the purpose of the discussion.

3. Review the employee’s overall job requirements and responsibilities.

4. Review the performance objectives and goals established during the last

performance meeting

A. Discuss objectives/goals

B. Discuss objectives/goals that need further work.

C. Discuss obstacles

5. Provide recognition for desirable behavior

6. Seek Employee Feedback.

A. Do not interrupt the employee’s commentary. (Listen Actively)

B. Thank the employee for his/her input.

7. Outline Areas of Improvement

A. Preserve positivity while remaining honest and accurate.

B. Avoid using subjective, vague, or overly broad descriptions,

C. Be consistent

.

8. Absenteeism and Tardiness should be handled as they occur, not as part of the

performance appraisal.

9. Outline and discuss action plans for improvement with the employee.

10. Discuss employee’s career objectives/goals

11. Seek any additional employee feedback

12. Set future appraisal goals (University of Northern Iowa, n.d.)

Document Progressive Discipline & Due Diligence

Employee File Contents

Application, Resume

&

New Hire Information

Credentials,

Education,

&

Training

Appraisals &

Disciplinary Actions

* It is essential to maintain hospital organization and consistency.* Employee files must be reviewed for accuracy and completeness.

Image Credit lifehacker.com

Employee File Review Bennie

BellamyDate of Hire: NOT ON FILE

Job Title: C.N.A.

Performance Appraisal Dates:

– May 20, 2003

– May 21, 2004

– May 20, 2005

Disciplinary Report

Corrective Actions Taken: (1)

Corrective Action Summary:

Date of Incident

• (Multiple Occasions) January 14, January 18, February 3, and February 6

Incident Description

Employee failed to obtain a patient’s vital signs as directed every four hours.

(Stable Patients have a Q4HR Protocol.)

Previous Incidents Involving Similar Corrective Action

• (None) Verbal warning was waved due to the severity of the incident.

Course of Action: Employee Counseling

Employee is expected to follow all job duties and protocols in a timely manner, if for some reason duties

cannot be fulfilled, employee will notify the Charge Nurse immediately.

Due Diligence:

• Failure to abide by these expectations will result in further corrective action up to and including

termination.

(Patton Fuller, Virtual-Organization, n.d.)

Employee File Review Alva BranhamDate of Hire: April 3, 1995

Job Title: Security Officer

Performance Appraisal Dates:

April 9, 1996

April 11, 1997

April 10, 1998

April 5, 1999

April 10, 2000

Disciplinary Report

Corrective Actions Taken:(2)

Corrective Action Summary

Date of Incident 1:15 total days in 8 months

Date of Incident 2: February 7, 1998

Corrective Action Summary 1: Excessive Absenteeism

Corrective Action Summary 2: Suspected Theft

Previous Incidents Involving Similar Corrective Action

• Verbal Counseling in November Referred to HR for FMLA approval (FMLA not applicable) Referred to Physician for

Absence Documentation (documentation never received.)

Course of Action: Incident 1: Warned of Absence Policies, informed termination will result if absenteeism continues.

Previous Incidents Involving Corrective Action

• Absenteeism Counseling (none of similar relation)

Course of Action: Incident 2: Given benefit of doubt, insufficient evidence of wrong doing. Counseled on proper procedures

for patient valuable collection.

Due Diligence:

• Incident 1: Further absences to exceed the policy will result in further corrective

action up to and including termination

• Incident 2: Warned another occurrence within the next 3 months will result in further corrective action up to and

including termination.(Patton Fuller, Virtual-Organization, n.d.)

Employee File Review King Lovell

Date of Hire: March 6, 2007

Job Title: RN Staff Nurse

Performance Appraisal Dates:

• March 20, 1998

• March 18, 1999

Disciplinary Report

Corrective Actions Taken: (1)

Date of Incidents:

• June 4, 2007 – Tardiness

• June 10, 2007 - Tardiness

• June 21, 2007 - Tardiness

• July 4, 2007 – Tardiness

• July 7, 2007 – Patient Complaint

• July 8, 2007 - Tardiness

• July 22, 2007 – Tardiness

• August 2, 2007 – Failing to Document on Patient Record

• August 10, 2007 – Physician Complaint

Date of Counseling: August 12, 1998

Corrective Action Summary:

• On July 7, 2007- management received a complaint from a patient that employee was rude to a patient’s family.

• On August 2, 2007- management was alerted by EMR documentation was lacking employee sign in for 9 separate occasions.

• On Aug 10, 2007- management received a complaint from a physician that employee was rude to him.

Previous Incidents Involving Similar Corrective Action

• Verbal warnings given on July 10, 2007 and August 2, 2007

Course of Action: Counseled Employee, Advised Employee on Hospital Protocol

• Management Required Employee to return with documentation of two educational requirements within 24 hours of completing the

courses

Due Diligence:

• Warned additional correctional action could result in termination.

TERMINATED EFFECTIVE 10 A.M. ON MARCH 18, 1999.

EMPLOYEE IS INELIGIBLE FOR REHIRE AT THIS TIME.

(Patton Fuller, Virtual-Organization, n.d.)

Employee File Review Louise McFate

Date of Hire: September 9, 2007

Job Title: Chief Nursing Officer

Performance Appraisal Dates:

• July 14, 2007

• October 12, 2007

• January 14, 2008

Disciplinary Report

Corrective Actions Taken: (1)

Date of Incident: November 7, 2008

Corrective Action Summary: Improper Needle Disposal

• (Infection and Safety Control Violation)

Previous Incidents Involving Similar Corrective Action- N/A

Course of Action: Counseled on Infection Control Standards

Due Diligence: Failure to comply with these expectations will result in further corrective action up to and

including termination.

Notes:

Employee Refused to Sign Write-Up Citing “I am very upset that I have been singled out unfairly for this

write-up. Mr. Adair has targeted me for retaliation after I declined a dinner invitation from him. The needle

disposal issue was because of housekeeping policy issues, not because of infection control”. Louise

McFate - November 7, 2008

(Patton Fuller, Virtual-Organization, n.d.)

Review of Employee Files Summary

Bellamy –File missing New Hire Info, Regular performance evaluations, showed due diligence of progressive discipline.

Branham– Complete File, Regular performance evaluations, Showed due diligence of progressive discipline.

Lovell- Complete File, Regular performance evaluations, Showed due diligence of progressive discipline.

Mcfate- Complete File, Regular performance evaluations, Showed due diligence of progressive discipline.

(Patton Fuller, Virtual-Organization, n.d.)

the changing role of human resources

at PATTON FULLER HOSPITAL

TRIGGERED BY variations in the health care industry

Baby-Boomers are aging into the

need for chronic

healthcare

Patient Increase Demands Qualified Staffing Increase

Health Care Reform

Changes and Economic Climate

People are living longer

and need more health

care

Population’s Long Term Care needs

are increasing

Image Credit A www.babyboomersvitamins.com Image Credit B www.gogaminggiant.com Image Credit C www.quizzle.com

Image Credit D www.sanfranciscosentinel.com Image Credit E www.longtermcare.com

Patton fuller hospital

HUMAN RESOURCES DEPARTMENT

Image Credit hrisindah.blogspot.com

REFERENCE

• Anderson, A. (2013). What Are the Barriers to Effective Performance Appraisals?. Small Businesses, (), .

http://smallbusiness.chron.com/barriers-effective-performance-appraisals-1257.html

• Bundy, R (1997) Changing role of human resources has vast implications retrieved from

• http://www.bizjournals.com/wichita/stories/1997/07/14/focus1.html?page=all

• Coman, A., & Ronen, B. (2009). Focused SWOT: diagnosing critical strengths and weaknesses. International Journal Of

Production Research, 47(20), 5677-5689. doi:10.1080/00207540802146130

• Grice, K. L. (1992). Effective employee appraisals. Journal of Property Management, 57(5), 46. Retrieved from

http://search.proquest.com/docview/216389251?accountid=458

• Progressive Discipline . (2010). Retrieved from http://www.pmsl.org/home/askpmsl/127-progressive-

discipline.html

• University of Phoenix. (2013). Patton-Fuller Hospital, Virtual Organizations Portal [Multimedia]. Retrieved from

• https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Healthcare/PFCH/employeefiles.asp

• University of Northern Iowa. (n.d.). Retrieved from

http://www.vpaf.uni.edu/hrs/supervisors/documents/supperfappguide.pdf