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Plymouth State College Human Resources in Health Care

Diane E. Holmes Boston Medical Center Mobile Phone: 1-781-913-0991 email: Office Hours: By Appointment COURSE DESCRIPTION: A review of contemporary techniques, practices and research results in the area of human resource management, with emphasis on the perspective of the practicing healthcare manager. Topics to be covered include manager-employee relationships. recruitment, selection, training and development, succession planning, performance appraisal, compensation, performance management challenges, labor relations and employee rights within the context of federal and state legal regulation. The goal is to assist in effective utilization and implementation of human resource policies and practices.

COURSE OBJECTIVES: 1. To understand the relationship between the organization's mission, goals and strategies, and the goals and strategies of the personnel/human resource department. 2. To examine the effect of the work environment on employee performance motivation with consideration towards individual differences among employees. 3. To gain an understanding of the provisions of the equal employment opportunity laws and the complexities involved in interpreting and enforcing these laws. 4. To examine the various methods by which job analysis information is collected and the importance of the job analysis to such personnel functions as planning, recruitment, selection, performance appraisals, training and compensation. 5. To understand the strengths and weaknesses of various recruitment methods including when internal and external recruiting strategies should be used. 6. To develop an understanding of the selection process and the various methods used by employers to select employees. 7. To examine the importance of employee training and development programs in aiding the organization to accomplish its goals.

8. To understand the importance of the employee performance appraisal to other

personnel functions, and to the career of individual employees. 9. To understand how to effectively manage a workforce and hardwire excellence in a healthcare organization.

10. To provide an overview of compensation and its effects on job satisfaction, employee attendance and performance, turnover, and organizational effectiveness. 11. To gain a basic understanding of how the compensation program is administered. 12. To review the various types of employee benefits offered by organization. 13. To examine the notion of employee and organizational rights with attention to employee discipline systems. 14. To acquire an understanding of the historical roots and current state of the U.S. labor movement. 15. To gain a basic understanding of the notion of collective bargaining and the process of negotiating a collective bargaining agreement. 16. To develop an awareness of how to stay abreast of current developments in the personnel/human resource profession and to instill a professional attitude in students through classroom discourse.

LEARNING OUTCOMES Students are expected to develop an overview of the emerging challenges faced by Human Resource Managers from a strategic management perspective. The student will develop an understanding of the contextual factors, which are an inherent part of organizational planning including workplace design and structure, the legal environment, workforce diversity issues, and managing excellence. Students will gain knowledge of HR functional activities including staffing, training and development, employee and labor relations, compensation and benefits and governance.

COURSE METHODOLOGY: Online instruction

COURSE Reading:

Course Textbooks (Required): Human Resources in Healthcare, Bruce J. Fried and Myron D. Fottler, Third Edition, Health Administration Press, Chicago, Illinois, 2008 (Required) Hardwiring Excellence, Quint Studer Studer Group LLC, 2003 order through or Fire Starting Publishing

Other Supplemental reading including Harvard Business Review articles

COURSE Requirements: Class Discussions/Weekly assignments: Each participant will be expected to participate in class discussions or complete weekly assignments as posted. There will be a total of 6 during the 12 week course. A brief biography outlining educational and work experience and desired learning objectives for the course will be required. Quiz The Legal Framework of Contemporary Human Resources Personal case development/analysis: Each participant will be expected to develop a case applying the concepts and principles of the course as outlined below. The cases should be based upon the real life personal experience of yourself or someone you know and should illustrate problems or issues in the management of human resources relating to three or more of the textbook chapters. You should alter the situation, the organization, and the names of the parties involved in the case to protect their confidentiality. The case should state the problem, the context in which the problem occurred, the ramifications of the outcome if the problem were left un-addressed, what you did to deal with the problem, the eventual outcome, and what you learned from the experience. The use of supporting materials and documentation are recommended. Appropriate, graduate level professional writing style, including the use of headings and subheadings, is expected. The complete paper should normally be 5+ pages in length, typed double-spaced. Proper use of grammar, spelling and punctuation is expected. A book review or HBR article review/critique with an analysis pre-approved, may be substituted for the case.

Exam/Project and Presentation: Students will be required to complete, a final project in the form of a real life RFP Proposal utilizing the material provided in Quint Studers book, Hardwiring Excellence . The proposal will require the student to apply Quint Studers work to a consulting opportunity. The case will normally be presented in Power Point form.


Evaluation Procedures: Quiz Individual Case Final Project and Presentation Class Discussion/Weekly assignments

15% 20 % 35% 30% 100%

Class Schedule Fall 2010 - AUA Human Resources in Healthcare WEEK 1 DATE Sept 1-8 CHAPTER/TOPIC READING ASSIGNMENT Strategic Human Resources Management Ch 1&2 Fried & Fottler Healthcare Workforce Planning Globalization & the Healthcare Workforce Workforce Diversity Ch 3,4,6 Fried&Fottler

Sept 8-15

HBR Case Review: Talent Management for the Twenty-First Century By Peter Cappelli, March, 2008 3 Sept 15-22 The Legal Environment of HR Management Ch 5 Fried & Fottler

Quiz The Legal Framework of HR - Due September 26 th at 5:00 p.m. 4 5 6 Sept 22-29 Oct 6-13 Oct 13-20 Job Analysis & Job Design Recruitment, Selection & Retention Behavioral Interviewing Ch 10 Fried & Fottler Ch 1-4 Studer Turning Doctors into Leaders by Thomas Lee HBR April 2010 Performance Management Ch 7&8 Fried & Fottler

Oct 20-27

Compensation Practices Employee Benefits

Ch11&12 Fried&Fottler

Personal Case Due October 31st at 5:00 p.m. 8 Oct 27-Nov3 Human Resources Budgeting and Employee Productivity Ch 16 Fried & Fottler

9 10

Nov 3-10 Nov 10-17

The Layoff by Bronwyn Fryer HBR March 2009 Creating Customer-Focused Healthcare Ch 17, Fried

11 Nov 17-24 Studer 12- Nov 24-30

Creating a culture of excellence

Ch 5-8

Managing the Workforce & Hardwiring Excellence Ch 9-11 Studer

Final Project Due November 30th at 5:00 p.m.

The instructor reserves the right to modify the schedule at her discretion.