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Canyon College

COURSE SYLLABUS: Human Resources for the Health Care Manager

Course Title: Department: Instructor: Phone: Prerequisites: Co-requisites: Recommended Preparation:

Human Resources for the Health Care Manager Health Sciences Michael L. Beshears, M.A. E-Mail Vita (870) 424-7821 FAX: TBA None None None

Course Description

Overview and Course Goals

Course Objectives

Course Policies

Grades

Required Texts

Course Schedule

Internet Reference Site

I. Course Description: Human Resources for the Health Care Manager
This course is designed to acquaint the student of health care administration with basic legal and organizational human resource issues in the United States of America, often encountered in a health care organization. Topics included in this course include interviewing, hiring and American Disabilities Act (ADA) compliance, wage and hour regulations, benefit plans, performance reviews, labor law in a union environment, issues of discrimination and harassment in the work environment, and staff training and workforce improvement initiatives.

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II. Course Objectives
At the conclusion of this course students will be able to:
* Describe the role of the human resource system in support of organizational functions.
* Discuss legal and organizational human resource issues frequently encountered in a health care organization
* Identify the responsibilities of the human resource system such as workforce planning and maintenance, staff support and education, compensation management, role in collective bargaining, budgetary involvement's, and organizational continuous improvement
* Identify key issues regarding hiring, termination, performance evaluation, and staff training
* Identify key points regarding labor law and related issues including discrimination, harassment, wage and hour agreements, and ADA compliance
* Discuss the role of continuous improvement initiatives regarding human resource functions

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III. Overview and Course Goals
Welcome to Human Resources for the Health Care Manager online! This course focuses on the skills, laws, procedures, and various other issues. The course shall acquaint the student to the human resource challenges experienced today and projected in the future. It is designed to produce students who can understand, appreciate and discuss possible solutions and potential problems that may be encountered regarding human resources in a health care organization. The students will perform case studies and examine possible management solutions to various situations. The student will become conversant with the American Disabilities Act (ADA), wage issues, workplace harassment laws, to mention a few. The student will learn analytical techniques useful in the evaluation of outcomes and future projection of outcomes. Because this is a course of a broad field, it will, of necessity, cover each topic with a broad brush. However, the reference area and online conference room will allow the student to delve deeper into any subject area that particularly attracts the student. The student may utilize the World Wide Web to research topics. Each week we'll focus on a different aspect of human resources for health care management through our online conferencing discussions: these will be reinforced and expanded in readings in our text,

Fottler, M.D., Hernandez, R.S., & Joiner, C.L., Strategic Management of Human Resources (In Health Services Organizations), 2nd Edition (1994), Delmar Publishing, (ISBN: 0-8273-5676-5)

After Completing Week 1 the student should be able to:
* Describe and discuss the changing health care environment and its impact on human resources.
* Describe and discuss a model for the strategic management of human resources in health care organizations.
* Describe and discuss the structural, behavioral and human resource systems that impact health care organizational outcomes.
* List the major items of legislation affecting human resource management in health care organizations.
* Describe employees' basic rights and employers' basic obligations under equal employment law.
* Explain the purposes and list the major requirements of the amended National Labor Relations Act.
* Describe the ways in which the level of overall economic activity affects a health care organization's ability to attract qualified employees.
* Explain how the external labor market affects the internal wage, salary, and benefit decisions of health care organizations.
* Explain the effects of the special features of the labor markets for health care professionals, including occupational licensure, high hiring-on costs, and long training times.

After Completing Week 2 the student should be able to:
* Describe the evolution of planning systems used by American industry.
* List and discuss the business-level strategies available for health service organizations to gain strategic advantage over competitors.
* List and discuss the four corporate-level strategies available to health service managers.
* Participate in formulation of an organization's strategy using the process illustrated in the text.
* Describe the critical human resource issues facing strategists in each stage of the product/market life cycle.
* Describe the critical importance of the health care organizations' stage in its organizational life cycle.
* Describe how strategies and human resource practices change during the organizations' life cycle.

After Completing Week 3 the student should be able to:
* Identify three key dimensions of an organization's structure.
* Identify characteristics of the simple structure, machine bureaucracy, and professional bureaucracy.
* Describe how selected human resources function, (e.g., job design, selection and placement, performance appraisal, compensation management, training and development) and how they differ in the simple structure, machine bureaucracy, and professional bureaucracy.
* Identify several examples of recent changes in the technology of health care organizations that affect human resources.
* Classify the technologies of different health care organizations and their sub-units based on the degree of routine-ness of the technologies
* Describe how selected human resources functions (e.g., job design, reward systems, and development) differ based on the routine-ness of the technology of an organization or sub-unit.
* Differentiate between strategic and operational objectives for a Human Resources Information System (HRIS) in a health services organization.
* Participate in the planning, selection, and implementation of an HRIS.
* Describe the responsibilities of executive managers in overseeing the development of an HRIS.
* Avoid the common problems and pitfalls encountered by many organizations in the design and development of an HRIS.

Week 4 the online mid-term exam shall be administered. After Completing Week 4 the student should be able to:
* Define and discuss the role of organizational culture in both the strategic management of human resources and the attainment of organizational goals/objectives.
* Give examples of health care and non-health care organizations where culture values have played a major role in facilitating or impeding organizational success.
* Discuss how health care executives might develop strong cultures that support organizational goals, match the organizational strategy to the culture, and relate culture values to such human resource functions as selection, orientation, training, performance appraisal, and compensation.
* Describe the demographic trends that are changing the nature of the work force.
* Offer a useful definition of "cultural diversity."
* Identify different organizational typologies for managing cultural diversity and delineate the characteristic values or assumptions underlying each approach.
* Describe specific management strategies associated with each of the different approaches.
* Identify and describe characteristics and assumptions of multicultural (Stage 5) organizations.

After Completing Week 5 the student should be able to:
* Outline if asked the reasons why leadership is concerned with, critical strategic regarding the U.S. health care system as it moves into the twenty-first century.
* Distinguish between transactional and transformational leadership and describe the underlying premises and characteristics of each.
* Explore the question, "Can leaders be developed?"
* Develop generic approaches to leadership development.
* See the application of these approaches in specific leadership development programs and the application of leadership development concepts to specific issues facing the field of health care administration.
* Distinguish job analyses, job descriptions, and job specifications.
* Describe the methods by which job analyses are typically accomplished.
* Discuss the relationship of job requirements (as developed through job analyses, job descriptions, and job specifications) to other human resources management functions.
* Describe the steps involved in a typical job analyses.
* Describe the relationship between job analyses and strategic human resource's management.

After Completing Week 6 the student should be able to:
* Discuss the strategic importance of the recruitment process.
* Describe the turnover process.
* Explain the differences between functional/dysfunctional turnover and controllable/uncontrollable turnover.
* Conduct a turnover audit.
* Describe the recruitment process.
* Identify and evaluate internal and external recruitment services.
* Implement recruitment plans.
* Discuss the evaluation process in the recruitment process.
* Describe the relationship between recruitment and retention.
* Describe the steps in a selection process.
* Explain how job descriptions are developed and used within an organization.
* Describe the differences between conventional and quantitative job analyses.
* Decide which job analyses methods are most appropriate for different organizations.
* Describe how to establish a reliable and valid selection process.
* Identify different types of selection instruments and asses the pros and cons of each.
* Evaluate the utility of the selection process.
* Suggest at least two methods for the placement of employees

During Week 7: {FINAL EXAM REVIEW} After Completing Week 7 the student should be able to:
* Describe and discuss the nature and significance of training and staff development in attaining strategic objectives.
* Describe, discuss, and implement the various components of an effective staff development program.
* Discuss and anticipate future issues and trends in staff development.
* Describe what distinguishes more successful efforts to link staff development to attainment of the organization's strategic objectives.
* Explain in detail and evaluate the various forms of performance appraisal systems and determine which system is best suited for individuals.
* Describe the legal constraints that apply to performance appraisals based on actual job-related criteria.
* Place performance appraisal in the overall scheme of total quality management (TQM) and continuous quality improvement (CQI).
* Utilize appraisal with mandated Joint Commission on the Accreditation of Healthcare Organizations (JCAHO) quality standards.
* Outline various compensation issues.
* Discuss the components involved in compensation management.
* Outline various management activities (i.e., long-rang planning, budgeting, physician recruitment/retention) and their relationships to compensation management.

During Week 8: {FINALEXAM}, After completing Week 8 the student should be able to:
* Develop a management plan to maintain a "union-free" environment, if possible, and identify potential areas and specific problem areas.
* Identify the issues surrounding union activities.
* Develop an anti-union management campaign.
* Link the concept of anti-union environment to other management functions.
* Understand and manage the processes of negotiating and administering the labor relations' agreement.
* Discuss collective bargaining strategy and the importance of "good faith" bargaining.
* Describe the typical grievance procedure and arbitration process under union contract.
* Understand the difference between voluntary and mandatory bargaining topics.
* Discuss the concepts to measuring human resources management (HRM) effectiveness.
* Recognize some of the benefits and costs of developing HRM effectiveness models.
* Describe how HRM effectiveness models must be integrated with the organization's overall strategic plan.
* Discuss how the principles of CQI can be integrated into a system designed to measure HRM effectiveness.

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IV. Course Policies
On-Line Participation
This course is offered on-line, over the Internet, which allows students to participate at any time, from any location. Because of this flexibility, it is important to plan your time carefully. Students are expected to sign in to the class conference forum (your "virtual classroom") and participate in discussions and other activities at least four times per week. You should expect to expend a minimum of four hours per class week on-line -- the same amount of time you'd spend in a physical classroom. You'll be sending and receiving E-mail, performing on-line research and participating in Web explorations and "tours," and interacting socially and professionally with classmates. See Ground Rules for On-Line Participation for additional guidance.

A class week is defined as the period of time between Monday and Sunday. The first week begins the first day of the semester and ends midnight the following Sunday. Assignments scheduled for completion during a class week should be completed by Saturday of the week assigned. Writing assignments and formal papers should be completed and successfully submitted, or postmarked, so that they are in my hands on the due date. NOTE: Because this is an online course designed to get feedback on assignments to you directly via Internet, you must make prior arrangements with me before submitting a paper via fax or the postal service. If you ever have problems transmitting your assignments to me, telephone me immediately, and we'll get the problem solved. The student is to understand that unless the instructor authorizes a time extension, all assignments received past its due date will receive a grade score penalty. The student will receive a confirmation of receipt from the instructor within 72 hours of sending the assignment. If the instructor has not replied within 72 hours to the student, it is the student's responsibility to follow-up on all submitted assignments and email messages sent to the instructor.

Email-Homework Homework must be submitted not later than Saturday of the week assigned. Late homework will receive a grade penalty. Homework not turned by the due date, but which is turned in no more then 7 days late, will receive a 5 (five)-point penalty for each day late. Homework not received within 7 days of the due date will not be scored and will receive a zero. No work received after the last Saturday of the online term will be scored.

Discussion Assignments Discussion (student classroom participation) work must be posted in the classroom not later than Saturday of the week assigned. I will not accept these via email. They must be posted in the classroom i.e., week one discussion question in week one discussion message board in order to be scored. Posting placed in the wrong classroom message board will not be graded and will not be scored. Late discussion thread postings by a student will receive a 5 (five)-point penalty for each day late after the due date up to 7 days. The required discussion posting(s) not posted after 7 days of there due date will not be scored and will receive the grade of zero. No class-work posted after the last Saturday of the online term will be scored.

Absentee Policy: Student(s) who fail to participate in the classroom during a course week will be deemed absent for that week. The absence will be annotated as absent unexcused (AU), unless the instructor has been informed beforehand and deemed the absence as absent excused (AE). The instructor shall report all absences to the main campus as required. A student who has not participated for 14 consecutive days regardless if the absences were deemed AU or AE shall be recommended for administrative withdrawal to the main campus. The main campus shall make recommendations to the instructor as to what action if any will be taken. Emails sent to the instructor during a course week without actual classroom participation will not count as classroom participation or attendance. This will be scored and annotated accordingly AU or AE. In a traditional classroom just because a student contacts the instructor and is excused from a scheduled class meeting does not mean the student is given credit for participation or attendance. The student is still annotated as AU or AE. The online classroom shall be no different in this respect. It is the instructor’s sole discretion as to what he/she shall consider AU or AE.

Ground Rules for On-line Participation
Students should use e-mail for private messages to the instructor and other students. Students are to send all email messages or homework to the instructor's following email address: beshears@canyoncollege.edu The Classroom Conference Board(s) are for weekly discussions, instructor messages, classroom participation and attendance.
1. Students are expected to complete (4-5) hours per week of conferencing or other appropriate online activities, including sending/receiving E-mail and navigating and conducting research over the World Wide Web.
2. All students will participate in conference discussion. Conventions of on-line etiquette, which include courtesy to all users, will be observed. Conference discussion in this context means the course conference where we can all post questions and comments. (Note: Typing in all caps is the same as shouting at your classmates and is considered rude.)
3. We will also have on-line real time conferences from time-to-time. These are strictly voluntary - participate if you can and want to. I'll try to arrange these at convenient times, but one of the reasons you are taking an Internet course is to avoid being stuck with a particular schedule. If the topic proposed is of no interest to you or if the time is inconvenient, don't worry about it.
4. Students may get assistance with computer-related problems through the instructor.
5. Students will submit papers as MS Word, WordPerfect, or text files uploaded to the computer and routed to the instructor, as an "EMAIL ATTACHMENT". All email messages and ATTACHMENTS will include the student's: FULL NAME, EMAIL ADDRESS, COURSE TITLE, and ASSIGNMENT TITLE. If I can't read your file, I'll let you know.
6. Assigned papers will be submitted via the postal service or fax only if arrangements are made with the instructor beforehand.

Individual Student Responsibilities
* Reading the Instructor's Bulletin as posted every time they log into the classroom.
* Actually participating in meaningful discussion in the classroom. Just signing in will not earn a student full credit for classroom participation. Full participation is considered signing in weekly and contributing to the class discussion(s) each week with meaningful valid discussion with classmates concerning the course subject material and the assigned topic(s) for each week.
* Ensuring assignments are turned into the instructor on time. Assignments received late will be deducted 5 points for each day late up to 7 days and will receive a zero (0%) once 7 days past the due date. Contacting the instructor after 72 hours if they have not heard anything from the instructor regarding their turned in assignment within 72 hours.
* Sending homework assignments to the instructor as an "ATTACHMENT", to an email message. The email and attached work product will have the students FULL NAME, EMAIL ADDRESS, COURSE TITLE, and SPECIFIC ASSIGNMENT.
* Completing weekly Reading assignments.
* Completing Weekly Discussion Questions.
* Completing other assignments as assigned.

ACADEMIC HONESTY:
Canyon College policies are in effect. All work must be your own, unless the instructor authorizes collaboration, in which case you must, in writing, acknowledge the help you have received. Presenting as one's own the words, ideas, or expression of another in any form is cheating through plagiarism, and will not be tolerated. The claim of ignorance is no excuse.

GRADING POLICY:
The student should be able to track their average exactly throughout the course. The grading scale is as follows:

A = 90-100 B = 80-89 C = 70-79 D = 60-69 F = 0-59

The mid-term exam will count 25% of the student's total grade. The mid-term is an open book exam. However, the student has only 72 hours from the time it is posted in the virtual classroom and/or emailed to the student to return the completed exam to the instructor via fax and/or email. The student will know in advance the standards for each assignment. The final exam will be 30% of your total grade. The student's on line participation in the discussions will comprise 25% of your grade. Email homework will be 20% of your total grade. Each student is responsible for:

Students have exactly 72 hours from the time they receive the mid-term and final exam to complete it and return to the instructor, as an email ATTACHMENT. Final examinations returned late shall have points deducted as follows: (Note Once You Open Your Email the Instructor Will Receive Notification That It has Been Read) The Time Starts Ticking!

Timelines:

12 hours late = (- 5 points)

24 hours late = (- 10 points)

30 hours late = (- 15) points

and another (- 10) points for every 24 hours thereafter

Criteria Utilized for Grading Written Assignments

Assignments will be graded on a possible 100 point system
1. Misspelled Word = (-1 point) for each word (Use Spell & Grammar Check)
2. Proper Word Spelling, but misused word i.e., their, there = (-2 points) for each word
3. Improper Grammar = (-1 point) for each grammar mistake
4. Poor Sentence Structure = (-1 point) per sentence
5. Failed to Support Own Opinion with Valid Facts = (-5 points)
6. Rambling without making a point leaving reader lost = (-6 points)
7. Failed to explain theory or case in detail = (-10 points)
8. Failed to site source(s) in which information was found = (-4 points)
9. Failed to place full name on assignment = (-5 points)
10. Research paper(s) if assigned; for each APA or MLA format error = (-1 point) per error even if it a repeated error. (See APA & MLA Reference Link Provided)
Assignment(s): Received past its assigned due date will be penalized 5 points for each day late up to 7 days and shall not be scored, after 7 days, receiving a zero.

Each student is resposible for:
* Completing Weekly Reading assignments.
* Completing Weekly Discussion Questions.
* Completing Weekly Email Homework as assigned.
* Completing other assignments as assigned.

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V. Grades
The grades will consist of a mid-term exam, a final exam, email homework, other work as assigned, and on line class participation through the weekly discussion question(s) with conferences. Assignments received late by the instructor shall receive half credit unless the instructor has approved an extension, regarding time of completion.

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VI. Required Text Online Bookstore
Fottler, M.D., Hernandez, R.S., & Joiner, C.L., Strategic Management of Human Resources (In Health Services Organizations), 2nd Edition (1994), Delmar Publishing, (ISBN: 0-8273-5676-5)

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VII. Course Schedule
Week 1 | Week 2 | Week 3 | Week 4| Week 5 | Week 6 | Week 7 | Week 8

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Week 1: Strategy and Organization Systems (PART ONE)
Readings: Read Chapter 1 {Integrating Strategic Management and Human Resources} and Chapter 2 {The Legal and Economic Environment}.
Class Activities: Introduction to online computer conference learning. Introduction and discussion of syllabus/assignment schedule. Course overview. Instructor via student comments to their classmates' discussion question(s) and discussion answers will monitor and evaluate class participation by each student. Therefore students are highly encouraged to discuss and reply to classmates comments and/or discussion question answers.
Weekly Discussion Question(s) {post your own answers and replies to your classmates answers to the following discussion question(s) in the online classroom}:
1. What is the two most commonly used theories of discrimination for claims under Title VII of the Civil Rights Act of 1964? What are your views regarding these theories?
Email Homework: {email answer(s) to the instructor as an attachment}: Answer the first three-discussion question(s) at the end of chapter(s) one and two in your text Fottler, M.D., Hernandez, R.S., & Joiner, C.L., Strategic Management of Human Resources (In Health Services Organizations), 2nd Edition (1994), Delmar Publishing, (ISBN: 0-8273-5676-5) pages 22, 23, and 56.
After you finish the readings for Week 1, post a message in the online conference in which you complete the following: "The one element of this weeks reading in which I found the most interesting was ____________, because ..."

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Week 2: Strategy and Organization Systems (PART TWO)
Readings: Read Chapter 3 {Formulating Organizational Strategy} and Chapter 4 {Managing Human Resources Over the Organizational Life Cycle}.
Class Activities: Continued introduction to online computer conference learning. Instructor via student comments to their classmates' discussion question(s) and discussion answers will monitor and evaluate class participation by each student. Therefore students are highly encouraged to discuss and reply to classmates comments and/or discussion question answers.
Weekly Discussion Question(s) {post your own answers and replies to your classmates answers to the following discussion question(s) in the online classroom}:
1. A variety of tools are available per the assigned reading for analyzing a portfolio of strategic business units per the text, Fottler, M.D., Hernandez, R.S., & Joiner, C.L., Strategic Management of Human Resources (In Health Services Organizations), 2nd Edition (1994), Delmar Publishing. Which of these tools would you suggest health services managers use when attempting to gain insight into the aptitudes and skills required for a manager of a soon-to-be-developed business unit? Explain in detail your selection. You may utilize the World Wide Web to expand upon your answer, however site the location that you obtained your information from i.e., site address URL location on the Internet.
2. How can health care organizations prevent and reverse organizational stagnation and decline? Be sure to include strategic and tactical responses.
Email Homework: {email answer(s) to the instructor as an attachment} Read the case(s) on {page(s) 67 & 121} located in Fottler, M.D., Hernandez, R.S., & Joiner, C.L., Strategic Management of Human Resources (In Health Services Organizations), 2nd Edition (1994), Delmar Publishing, and answer the case study discussion question(s) for each case.
After you finish the readings for Week 2, post a message in the online conference in which you complete the following: "The one element of this weeks reading in which I found the most interesting was ____________, because ..."

| Return to Syllabus Index | Return to Weekly Index |

Week 3: Structural and Behavioral Systems (PART ONE)
Readings: Read Chapter 5 {The Role of Structure and Technology} and Chapter 6 {Information Systems for Human Resources Management}.
Class Activities: Instructor via student comments to their classmates' discussion question(s) and discussion answers will monitor and evaluate class participation by each student. Therefore students are highly encouraged to discuss and reply to classmates comments and/or discussion question answers.
Weekly Discussion Question(s) {post your own answers and replies to your classmates answers to the following discussion question(s) in the online classroom}:
1. Identify which levels you feel a health care organization may be most affected by the new structure or technology spoke of in the text. Many changes have effects at all levels including individual positions. What other levels do you feel would be affected? Explain your answer.
2. Explain your views on the HRIS and how you might utilize such a system other than the ways discussed in the text? Be specific.
Email Homework: {email answer(s) to the instructor as an attachment}: Answer the discussion question(s) at the end of chapter(s) five and six, located in Fottler, M.D., Hernandez, R.S., & Joiner, C.L., Strategic Management of Human Resources (In Health Services Organizations), 2nd Edition (1994), Delmar Publishing,
After you finish the readings for Week 3, post a message in the online conference in which you complete the following: "The one element of this weeks reading in which I found the most interesting was ____________, because ..."

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Week 4: Structural and Behavioral Systems (PART TWO) & Mid-term Exam
Readings: Read Chapter 7 {Management of Corporate Culture} and Chapter 8 {Managing a Diverse Work Force}.
Class Activities: Instructor via student comments to their classmates' discussion question(s) and discussion answers will monitor and evaluate class participation by each student. Therefore students are highly encouraged to discuss and reply to classmates comments and/or discussion question answers.
Weekly Discussion Question(s) {post your own answers and replies to your classmates answers to the following discussion question(s) in the online classroom}:
1. Discuss your views regarding management implications of the demographic changes that are occurring in today's work force. Explain what element(s) support your views, be specific with valid resources to support your opinion. It is recommended that you utilize the World Wide Web to locate information to site various sources, which give credit to your opinion(s).
Email Homework: {email answer(s) to the instructor as an attachment}: Read the case(s) on {page(s) 204} located in Fottler, M.D., Hernandez, R.S., & Joiner, C.L., Strategic Management of Human Resources (In Health Services Organizations), 2nd Edition (1994), Delmar Publishing, answer the case discussion question(s) for the case.
After you finish the readings for Week 4, post a message in the online conference in which you complete the following: "The one element of this weeks reading in which I found the most interesting was ____________, because ..."
Mid-term shall cover weeks (1 - 4). The exam is open book and open note. The student shall receive the exam either via email and/or see it posted in the classroom. The student will have 72 hours from the time it is posted to complete the exam and return it to the instructor via email. Exams returned late will receive half credit.

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Week 5: Leadership Development & {Human Resources Process Systems} (PART ONE)
Readings: Read Chapter 9 {Leadership Development} and Chapter 10 {Job Analysis}.
Class Activities: Instructor via student comments to their classmates' discussion question(s) and discussion answers will monitor and evaluate class participation by each student. Therefore students are highly encouraged to discuss and reply to classmates comments and/or discussion question answers.
Weekly Discussion Question(s) {post your own answers and replies to your classmates answers to the following discussion question(s) in the online classroom}:
1. Describe how you need to improve upon your own leadership personal growth, enhancement of conceptual abilities, feedback, and skill-building to leadership development. Give examples of each approach per the text and how you evaluate yourself in each approach.
2. Explain in your own words the job analysis process. See Chart on page 257, Figure 10.2. located in Fottler, M.D., Hernandez, R.S., & Joiner, C.L., Strategic Management of Human Resources (In Health Services Organizations), 2nd Edition (1994), Delmar Publishing.
Email Homework: {email answer(s) to the instructor as an attachment}: Answer the discussion question(s) at the end of chapter(s) nine and ten located in Fottler, M.D., Hernandez, R.S., & Joiner, C.L., Strategic Management of Human Resources (In Health Services Organizations), 2nd Edition (1994), Delmar Publishing.
After you finish the readings for Week 5, post a message in the online conference in which you complete the following: "The one element of this weeks reading in which I found the most interesting was ____________, because ..."

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Week 6: Human Resources Process Systems (PART ONE, continued)
Readings: Read Chapter 11 {Recruitment and Retention} and Chapter 12 {Selection and Placement}.
Class Activities: Instructor via student comments to their classmates' discussion question(s) and discussion answers will monitor and evaluate class participation by each student. Therefore students are highly encouraged to discuss and reply to classmates comments and/or discussion question answers.
Weekly Discussion Question(s) {post your own answers and replies to your classmates answers to the following discussion question(s) in the online classroom}:
1. Describe what other methods you may have utilize to recruit or methods you've seen used for recruitment. Explain how they were successful or how they failed.
2. Explain in your own word what you like and dislike about the selection process. How would you improve upon the process?
Email Homework: {email answer(s) to the instructor as an attachment}: Answer the discussion question(s) at the end of chapter(s) eleven and twelve located in Fottler, M.D., Hernandez, R.S., & Joiner, C.L., Strategic Management of Human Resources (In Health Services Organizations), 2nd Edition (1994), Delmar Publishing.
After you finish the readings for Week 6, post a message in the online conference in which you complete the following: "The one element of this weeks reading in which I found the most interesting was ____________, because ..."

| Return to Syllabus Index | Return to Weekly Index |

Week 7: Human Resources Process Systems (PART ONE, continued)
Readings: Read Chapter 13 {Training and Development} Chapter 14 {Performance Appraisal} and Chapter 15 {Compensation Management}.
Class Activities: Instructor via student comments to their classmates' discussion question(s) and discussion answers will monitor and evaluate class participation by each student. Therefore students are highly encouraged to discuss and reply to classmates comments and/or discussion question answers.
Weekly Discussion Question(s) {post your own answers and replies to your classmates answers to the following discussion question(s) in the online classroom}:
1. Explain in your own words TQM and CQI. Describe what you feel is the value of each.
2. Would you consider jumping on the TQM bandwagon without analyses because JCAHO requires it? Explain why or why not.
Email Homework: {email answer(s) to the instructor as an attachment}: Read the case(s) on {page(s)363} located in Fottler, M.D., Hernandez, R.S., & Joiner, C.L., Strategic Management of Human Resources (In Health Services Organizations), 2nd Edition (1994), Delmar Publishing, answer the case discussion question(s) for the case. Outline the concept of job pricing and develop a compensation system for emergency room physicians that are determined by this concept. What incentives and disincentives should this compensation system incorporate?
After you finish the readings for Week 7, post a message in the online conference in which you complete the following: "The one element of this weeks reading in which I found the most interesting was ____________, because ..."
The Final Exam Review: The final shall cover weeks (5 - 8). The review shall be posted in the classroom.

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Week 8: Human Resources Process Systems (PART TWO) & Final Exam
Readings: Chapter 16 {Preventive labor Relations} Chapter 17 {Negotiating and Administering the Labor relations Contract} and Chapter 18 {Assessment of Human resources Outcomes}.
Class Activities: Instructor via student comments to their classmates' discussion question(s) and discussion answers will monitor and evaluate class participation by each student. Therefore students are highly encouraged to discuss and reply to classmates comments and/or discussion question answers.
Weekly Discussion Question(s) {post your own answers and replies to your classmates answers to the following discussion question(s) in the online classroom}:
1. Explain in your own words how the text addresses the pros and cons of unions. What are your views regarding each pro and con?
2. Explain management's role in the collective bargaining negotiation process and the importance of the management negotiating team.
Email Homework: {email answer(s) to the instructor as an attachment}: Answer the FIRST discussion question(s) at the end of chapter(s) sixteen, seventeen, and eighteen located in Fottler, M.D., Hernandez, R.S., & Joiner, C.L., Strategic Management of Human Resources (In Health Services Organizations), 2nd Edition (1994), Delmar Publishing.
After you finish the readings for Week 8, post a message in the online conference in which you complete the following: "The one element of this weeks reading in which I found the most interesting was ____________, because ..."
The final exam shall cover weeks (5 - 8). The exam is open book and open note. The student shall receive the exam either via email and/or see it posted in the classroom. The student will have 72 hours from the time it is posted to complete the exam and return it to the instructor via email. Exams returned late will receive half credit. Unless prior arrangements have been made with the instructor and approved by the college.

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VII. Internet Reference Sites
American Hospital Assoc.
AHA Research Center
Financial Management Information
JCAHO
Healthcare Journal
Link to Other Information Sites
Federal Agencies
National Labor Relations Board (NLRB)
American Society for Healthcare Human Resources
American Disabilities Act (ADA)
Labor Law Library
Law Library
Public Laws
Family & Medical Leave Act
Mr. Beshears Research Paper Info Page

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