California State University, Long Beach Health Care Administration Program HCA 510, Health Care Human Resource Management

Spring, 2006 Revised 1/17/06

Instructor: James E. Riedel, MBA,CHE Course Call Number: 3097 Telephone: 949-498-0922 Time: Wednesday 4-6:45PM Fax: Call above Location SPA 203 E-mail: [email protected] Program Office 562-985- 5694 Office Hours: One hour before class and by appointment

Course Description Management of human resources in the health care system including human resource planning and staffing, training and development, performance appraisal, job analysis, and compensation

Expected Outcomes Upon completion of this course students expected to:

Identify the components of a comprehensive human resource program supporting a large health care organization including the relationship of each component to the whole as applied to the major functions of HRM: compensation administration, performance appraisal, legal and regulatory requirements, recruitment and selection, and employee relations.

Indicate in oral and written form current legal constraints impacting human resources activities including equal opportunity and discrimination. Identify increased liability to the organization as a whole of the actions of managers and supervisors toward its employees. Understand issues and complications regarding, for example, harassment and discrimination.

State the components of a well designed the total compensation package including various wage and salary administration techniques to establish a fair, equitable and market sensitive wage program for employees and sound benefit plans for staff.

Demonstrate effective recruitment and selection procedures including recruiting employees for maximum retention. Discuss how to create value in our employees to gain a competitive edge.

Assess difficult performance and discipline problems and develop a plan to take corrective action. Examine various management styles and assess management performance and its impact on employee’s productivity and morale. Demonstrate how leaders and managers can become more effective and thereby enhance their employee loyalty and performance.

Present orally union organizing tactics and discuss labor relations issues including what to do during a union organizing campaign. Examine the role of a supervisor in an organizing campaign.

List and evaluate emerging trends in human resource management including knowledge of employee motivation techniques, delegation, and productivity

Outline current challenges and complexities of the human resource management function in the health care organization and apply the principles of effective human resource management to solve them

Submit a well researched paper on an approved management topic. Make a presentation on results of the paper to the class.

Course Outline The following topics will be explored in this course. Students will be assigned cases to present as partial assessment of their critical thinking and problem solving skills. Additionally, students will prepare a written paper on an assigned topic and present the paper to the class. 1. Importance of Human Resources in contributing to the achievement of organizational objectives 2. Discuss major laws, court decisions, and federal guidelines affecting equal employment in health care 3. The importance of job design and redesign in health care will be explored including job analysis and importance of job descriptions 4. Manpower planning and effective recruitment and retention strategies in health care 5. Process and principles of selection including the reliability and validity of selection procedures 6. Training and employee development as a method to meet changing health care manpower needs as well as career planning and development will be explored 7. Midterm 8. Improving employee performance through effective appraisal systems 9. Managing the compensation system including determining rates of pay, handling competition in health care, current issues relation to equal pay, comparable worth, wage compression, etc 10. Financial incentives for employees, health care employee incentives, management incentives, pay for performance 11. Employee benefits in health care including trends in benefits and benefit costs 12. Employee safety in health care and employee rights and discipline 13. Labor relations and unionization. The dynamics of labor relations in health care 14. Remaining non union in the health care environment. Professional employees issues and labor relations 15. Creating high performing organizations through effective human resource programs 16. Final

Methods of Presentation This course is taught in a seminar format. Class reading assignments must be completed before each class including cases for discussion. Significant student participation is expected including a class presentation.

Method of Evaluation 1. Midterm exam 30 points (30%) 2. Final exam 30 points (30%) 3. Class participation 10 Points (10%) Active participation, sharing of ideas and asking questions to clarify issues is expected in this class. Involvement and participation in the case studies distributed by the instructor is also expected. 4. Research paper 15 points (15%) Students will select a Human Resource topic that is approved by the instructor. Students will complete a paper of at least 15 pages discussing the topic and its impact on today’s human resources management. Students will be evaluated based on standard criteria distributed in class. The research will include library search and internet search. Research must include a minimum of seven (7) sources with only 4 internet sources. 5. Presentation of Research 15 points (15%) Students will make a class presentation on their findings from the research paper. The class presentation will be evaluated on the completeness, the actual presentation, and class involvement.

Class attendance is critical. Unexcused absences will impact a student’s participation grade as follows Absences One No impact Two 2 points Three 4 points Four 6 points Five 10 points . Text Managing Human Resources, 13th edition, Bohlander, Snell, 2004, Thompson South-Western Publishing, Mason, Ohio

Cases assigned in class

Additional Resources

NOTE: Each chapter lists an appropriate bibliography for reference for the chapter covered. An additional specific suggested bibliography follows:

Kenneth Blanchard, Paul Hersey, and Dewey Johnson, Management of Organizational Behaviors: Leading Human Resources, 8th Edition, Prentice Hall, New Jersey, 2000

Carson F. Dye, Leadership in Healthcare, Health Administration Press, Chicago,IL. 2000

Gary Dressler, Human Resource Management, 9th edition, Prentice Hall, New Jersey, 2003

Bruce Fried and James Johnson, Human Resources in Healthcare, Health Administration Press, Chicago, IL. 2002

Robert Gandossy (editor) and Marshall Godsmith (editor), Human Resources in the 21st Century, John Wiley and Sons, New Jersey, 2003

John R. Griffith, The Well Managed Health Care Organization, 4th Edition, Chicago, Il., Hospital Administration Press, 1999

Beauford B. Longest, Jr., Jonathon S. Rakich, Kurt Darr, Managing Health Services Organizations and Systems,4th Edition, Health Professions Press,2000

Cathleen Kruger Wilson, Tim Porter-O’Grady, Leading the Revolution in Health Care-Advancing Systems, Igniting Performance, 1999, Aspen Publishers

National Information Center for Health Services Administration, www.nichsa.org (web links to American College of Healthcare Executives, American Hospital Association, American Health Information Management Association)

American College of Healthcare Executives, ache.org

American Hospital Association, aha.org Other Resources

Fredrick Herzberg, Brenard Mausner, and Barbara Bloch Snyderman, The Motivation to Work, 2nd Edition,New York, John Wiley and Sons,1967 (Classic)

Elton Mayo, The Human Problems of Industrial Management, New York, Macmillan, 1933 (Classic)

A. Maslow, A Theory of Human Motivation, Psychological Review(Volume 50, July 1943), pp, 370-396. (Classic)

D. McGregor, The Human Side of Enterprise, New York McGraw Hill, , 1960 (Classic)

Peter Senge, The Fifth Disclipine: The Art and Practice of the Learning Organization, New York, Doubleday, 1990 (Classic)

Schedule of Classes

CLASS TOPIC AND ASSIGNMENT SCHEDULE Date Topics Text/Reading Activities and Deliverable(s) Assignment 1-25 Challenge of HR in healthcare Chapter 1 Intro to course 2-1 Equal opportunity and HR Chapter 2 Case 1, 2 2-8 Job analysis, job design employee Chapter 3 Case 3 involvement Select topic for paper and obtain approval/set dates 2-15 Manpower planning and recruitment Chapter 4 Case 4

2-22 Selection and testing Chapter 5 Case 5 Set additional dates for paper presentations if needed 3-1 Training and development Chapter 6 Case 6 3-8 Career development/review midterm Chapter 7 Case7 3-15 Midterm Midterm Midterm 3-22 Appraising and improving Chapter 8 Case 8 performance 3-29 Managing Compensation/Wage and Chapter 9 Case 9 salary administration Date Topics Text/Reading Activities and Deliverable(s) Assignment 4-5 Pay for performance/incentive Chapter 10 Case 10 programs 4-12 Spring Break 4-19 Employee benefits Chapter 11 Case 11, 12 Employee safety Chapter 12 Papers due 4-26 Employee rights/discipline Chapter 13 Case 13,14 Dynamics of labor relations Chapter14 Presentations begin 5-3 Dynamics of labor relations Chapter 14 Presentations 5-10 Creating high performing Chapter 16 Presentations organizations and teams/Final Summary 5-17 Final Exam Final Exam Final Exam

Cheating And Plagiarism. The following is excerpted from the California State University, Long Beach Policy Statement 85-19, dated December 13, 1985.

It is the policy of the faculty and administration to deal effectively with the student who practices cheating or plagiarism. These acts are fundamentally destructive of the process of education and the confident evaluation of a student's mastery over a subject. A University maintains respect and functions successfully within the larger community when its reputation is built on honesty. By the same token, each student benefits in helping to maintain the integrity of the University. This policy, therefore, provides for a variety of faculty actions including those which may lead to the assignment of a failing grade for a course and for administrative actions which may lead to dismissal from the University. It is the intent to support the traditional values that students are on their honor to perform their academic duties in an ethical manner.

The following definitions of cheating and plagiarism shall apply to all work submitted by a student.

DEFINITION OF PLAGIARISM: Plagiarism is defined as the act of using the ideas or work of another person or persons as if they were one's own, without giving credit to the source. Such an act is not plagiarism if it is ascertained that the ideas were arrived at through independent reasoning or logic or where the thought or idea is common knowledge.

Acknowledgment of an original author or source must be made through appropriate references, i.e., quotation marks, footnotes, or commentary. Examples of plagiarism include, but are not limited to, the following: the submission of a work, either in part or in whole, completed by another; failure to give credit for ideas, statements, facts or conclusions with rightfully belong to another; in written work, failure to use quotation marks when quoting directly from another, whether it be a paragraph, a sentence, or even a part thereof; close and lengthy paraphrasing of another writing or paraphrasing should consult the instructor.

Students are cautioned that, in conducting their research, they should prepare their notes by (a) either quoting material exactly (using quotation marks) at the time they take notes from a source; or (b) departing completely from the language used in the source, putting the material into their own words. In this way, when the material is used in the paper or project, the student can avoid plagiarism resulting from verbatim use of notes. Both quoted and paraphrased materials must be given proper citations.

DEFINITION OF CHEATING: Cheating is defined as the act of obtaining or attempting to obtain or aiding another to obtain academic credit for work by the use of any dishonest, deceptive or fraudulent means. Examples of cheating during an examination would include, but not be limited to the following: copying, either in part or in wholes, from another test or examination; discussion of answers or ideas relating to the answers on an examination or test unless such discussion is specifically authorized by the instructor; giving or receiving copies of an exam without the permission of the instructor; using or displaying notes; "cheat sheets, "or other information or devices inappropriate to the prescribed test conditions, as when the test of competence includes a test of unassisted recall of information, skill, or procedure; allowing someone other than the officially enrolled student to represent the same. Also included are plagiarism as defined and altering or interfering with the grading procedures.

It is often appropriate for students to study together or to work in teams on projects. However, such students should be careful to avoid use of unauthorized assistance, and to avoid any implication of cheating, by such means as sitting apart from one another in examinations, presenting the work in a manner which clearly indicates the effort of each individual, or such other method as is appropriate to the particular course.

ACADEMIC ACTION: One or more of the following academic actions are available to the faculty member who finds a student has been cheating or plagiarizing. (a) Review -- no action. (b) An oral reprimand with emphasis on counseling toward prevention of further occurrences; (c) A requirement that the work be repeated; (d) Assignment of a score of zero (0) for the specific demonstration of competence, resulting in the proportional reduction of final course grade; (e) Assignment of a failing final grade; (f) Referral to the Office of Judicial Affairs for possible probation, suspension, or expulsion.