Phillip March 26, 2024 No Comments

MH005 Leadership, Ethics, and the Law

MH005 Leadership, Ethics, and the Law Name  University NURS 6221 Managing Human Resources Prof. Name Date Legal Terms U.S. Equal Employment Opportunity Commission (EEOC): The EEOC enforces federal laws prohibiting discrimination against employees or applicants based on sex, color, race, religion, national origin, age, or disability (U.S. Equal Employment Opportunity Commission, n.d-a). Employment Discrimination: Occurs when an employer treats an applicant or employee negatively due to their sex, race, religion, color, sexual orientation, gender, national origin, disability, or status as a protected veteran (Office of Federal Contract Compliance Programs, 2016). Disparate Treatment: Involves treating an applicant or employee less favorably than others in similar positions because of their race, sex, religion, color, sexual orientation, national origin, gender identity, disability, or status as a protected veteran (Office of Federal Contract Compliance Programs, 2016). Disparate Impact: Occurs when policies or practices, although appearing neutral, disproportionately negatively affect members of certain groups, such as those based on sex, race, ethnicity, disability, or other protected characteristics (Office of Federal Contract Compliance Programs, 2016). Reasonable Accommodation: Refers to an employer’s obligation to make feasible modifications for employees with physical or mental disabilities (Fried & Fottler, 2018). Quid Pro Quo Sexual Harassment: Involves making employment benefits conditional upon sexual advances, creating a hostile work environment (Fried & Fottler, 2018). Retaliatory Discharge: Occurs when an employer takes adverse action against an employee for reporting discrimination or participating in protected activity (Fried & Fottler, 2018). Whistleblower: An employee who exposes illegal activity within the workplace to government authorities (Fried & Fottler, 2018). Employment-at-Will: The principle that either the employer or the employee may terminate employment at any time and for any reason (Fried & Fottler, 2018). Protected Class: A group of individuals protected by anti-discrimination laws (Fried & Fottler, 2018). EEOC Findings: Discrimination Types and Charge Statistics The EEOC tracks various types of discrimination and charge statistics over fiscal years. These include age, disability, equal pay/compensation, genetic information, harassment, national origin, pregnancy, race/color, religion, retaliation, sex, sexual harassment, and sexual orientation and gender identity (U.S. Equal Employment Opportunity Commission, n.d-b). EEOC Findings: Implications for Healthcare Organizations Healthcare organizations must be vigilant regarding discrimination trends. Notably, charges of discrimination based on religion, retaliation, and disability have shown significant increases over recent years (U.S. Equal Employment Opportunity Commission, n.d-b). Legal Protections Numerous laws safeguard against discrimination in employment. Examples include: Title VII of the Civil Rights Act of 1964: Prohibits discrimination based on race, color, religion, national origin, or sex (U.S. Equal Employment Opportunity Commission, n.d-c). The Equal Pay Act of 1963: Prohibits wage discrimination based on gender (U.S. Equal Employment Opportunity Commission, n.d-c). The Pregnant Workers Fairness Act of 2022: Requires reasonable accommodations for pregnancy-related conditions (U.S. Equal Employment Opportunity Commission, n.d-c). The Genetic Information Nondiscrimination Act of 2008: Prohibits discrimination based on genetic information (U.S. Equal Employment Opportunity Commission, n.d-c). Reporting Violations Healthcare professionals, including nurse leaders, have an ethical duty to report discrimination violations. This includes recognizing and addressing unconscious bias and adhering to HIPAA regulations (Storaker et al., 2022; ANA Center for Ethics and Human Rights, 2018). Ethical Conflicts and Management Nurse executives often face ethical dilemmas, such as balancing honesty with patient privacy and respecting patients’ religious beliefs while providing medical care. They must also navigate resource allocation challenges and uphold patient autonomy (Dubuque University School of Nursing, 2020). Preventing Discrimination To prevent discrimination, healthcare organizations must maintain zero tolerance policies, promote self-reflection among staff, and ensure inclusivity and mutual respect in all aspects of care delivery (ANA Center for Ethics and Human Rights, 2018; ANA, 2015). Advocating Nurses should advocate for inclusive policies, report violations, and collaborate with other healthcare professionals and advocacy groups to promote diversity and inclusion in healthcare settings (ANA Center for Ethics and Human Rights, 2018; ANA, 2010). References Dubuque University School of Nursing. (2020). Ethical issues in nursing: explanations & solutions. https://onlinenursing.duq.edu/blog/ethical-issues-in-nursing/ Fried, B. J., & Fottler, M. D. (2018). Fundamentals of human resources in healthcare (2nd ed.). Health Administration Press. Office of Federal Contract Compliance Programs. (2016). Workplace rights. www.dol.gov/ofccp Storaker, A., Heggestad, A.K.T. & Sæteren, B. (2022). Ethical challenges and lack of ethical language in nurse leadership. Nursing Ethics, 29(6), 1372-1385. doi:10.1177/09697330211022415 NURS 6221 Assessment 5 MH005 Leadership, Ethics, and the Law U.S. Equal Employment Opportunity Commission. (n.d-a). Overview. https://www.eeoc.gov/overview U.S. Equal Employment Opportunity Commission. (n.d-b). Charge statistics (charges filed with EEOC) FY 1997 through FY 2022. https://www.eeoc.gov/data/charge-statistics-charges-filed-eeoc-fy-1997-through-fy-2022 U.S. Equal Employment Opportunity Commission. (n.d-c). Laws enforced by EEOC. https://www.eeoc.gov/statutes/laws-enforced-eeoc NURS 6221 Assessment 5 MH005 Leadership, Ethics, and the Law

Phillip March 26, 2024 No Comments

MH004 Diversity and Inclusion as a Human Resource

MH004 Diversity and Inclusion as a Human Resource Name  University NURS 6221 Managing Human Resources Prof. Name Date Purpose The purpose of this presentation is to: Define diversity and inclusion in the workplace. Compare two different healthcare organizations. Discuss leadership strategies relating to diversity and inclusion. Diversity Diversity encompasses the combination of differences and similarities among individuals (Fried & Fottler, 2018). Characteristics of diversity include but are not limited to race, generation, age, disability, language, religion, and ethnicity (Fried & Fottler, 2018). Inclusion Inclusion refers to creating an environment where all individuals feel valued, respected, and supported (Fried & Fottler, 2018). Prairie Ridge Health Prairie Ridge Health is a 25-bed acute care hospital located in Columbus, WI, specializing in Orthopedics, Obstetrics and Gynecology, General Surgery, Rehabilitation Services, Internal Medicine, Family Practice, and Rheumatology services (Prairie Ridge Health, n.d.a). The hospital employs over 300 individuals (Prairie Ridge Health, n.d.a). Prairie Ridge Health is committed to equal opportunity employment, ensuring individuals are not discriminated against based on various factors such as age, sex, race, religion, disability, and others (Prairie Ridge Health, n.d.b). HSHS St. Nicholas Hospital HSHS St. Nicholas Hospital is a 185-bed nonprofit community hospital situated in Sheboygan, WI, with core values centered around care, respect, competence, and joy (HSHS St. Nicholas Hospital, n.d). The hospital boasts up to 500 employees and is part of the Hospital Sisters Health System (HSHS) with a mission to provide high-quality Franciscan healthcare ministry for all people (HSHS St. Nicholas Hospital, n.d). Culture: Prairie Ridge Health The hospital exhibits a diverse Board of Directors and has a workforce with varied demographics. The culture at Prairie Ridge Health promotes inclusion through coordinated employee activities and initiatives. However, the diversity of employees may be limited due to the rural area in which it is located. Culture: HSHS St. Nicholas Recognized as one of the “150 Top Places to Work in Healthcare in the U.S. in 2022” by Becker’s Healthcare, HSHS St. Nicholas Hospital demonstrates a commitment to diversity, employee engagement, and professional development opportunities (Hospital Sisters Health System (HSHS), 2022). The hospital actively engages in partnerships within the community to promote workforce equity and diversity initiatives (Hospital Sisters Health System (HSHS), n.d). Conclusion Prairie Ridge Health, situated in a smaller community, faces challenges in achieving diversity within its workforce but endeavors to promote inclusion through cultural activities. In contrast, HSHS St. Nicholas Hospital, located in a larger and more diverse community, demonstrates a stronger commitment to diversity and inclusion through various initiatives and community partnerships. Leadership Strategies Maintain diversity and cultural competences as continuous priorities within the organization (Dreachslin et al., 2017). Incorporate diversity initiatives at all levels, particularly middle management (Hegwer, 2016). Implement cultural competency training as part of new employee orientation (Hegwer, 2016). Utilize community partnerships to widen the candidate pool for both clinical and nonclinical positions (Hegwer, 2016). Acknowledge diversity champions within the healthcare system through annual events or dinners (Hegwer, 2016). References Dreachslin, J. L., Weech-Maldondo, R., Jordan, L. R., Gail, J., Epané, J. P., & Wainio, J. A. (2017). Blueprint for sustainable change in diversity management and cultural competence: Lessons from the national center for healthcare leadership diversity demonstration project. Journal of Healthcare Management, 62(3), 171–185. Fried, B. J., & Fottler, M. D. (2018). Fundamentals of human resources in healthcare (2nd ed.). Health Administration Press. Hegwer, L. R. (2016). Building high-performing, highly diverse teams and organizations. Healthcare Executive, 31(6), 10–19. Hospital Sisters Health System (HSHS). (n.d). Diversity, equity & inclusion. https://careers.hshs.org/inclusion NURS 6221 Assessment 4 MH004 Diversity and Inclusion as a Human Resource Hospital Sisters Health System (HSHS). (2022). HSHS named among the top 150 places to work in health care in the United States. https://www.hshs.org/st-marys-green-bay/news/hshs-named-among-the-top-150-places-towork-in-health-care-in-the-united-states Hospital Sisters Health System (HSHS). (2023). Damond Boatwright named board chair of catholic health association’s board of trustees. https://www.hshs.org/st-nicholas/news/damond-boatwrigt-named-board-chairof-catholic-health-association-s-board-of-trustees HSHS St. Nicholas Hospital. (n.d) About us. https://www.hshs.org/st-nicholas/about-us Prairie Ridge Health. (n.d.a) About us. https://www.prairieridge.health/en/about Prairie Ridge Health. (n.d.b) Equal opportunity. https://www.prairieridge.health/en/equal-opportunity Zippia. (2022). Prairie ridge health-hospital ceo and leadership. https://www.zippia.com/prairie-ridge-health-careers1439441/executives/ NURS 6221 Assessment 4 MH004 Diversity and Inclusion as a Human Resource

Phillip March 26, 2024 No Comments

MH003 Performance Management in Nursing Settings

MH003 Performance Management in Nursing Settings Name  University NURS 6221 Managing Human Resources Prof. Name Date Performance Management Interview Reflection Introduction In leadership and management roles, performance management is crucial for effective operations. It involves setting goals, monitoring progress, providing feedback, and coaching employees (Fried & Fottler, 2018). The purpose of performance management includes improving employee performance and fulfilling administrative needs (Fried & Fottler, 2018). Interviewee The interviewee, Laurie, is the manager of an Obstetrics (OB) unit in Sheboygan, WI. With over 20 years of nursing experience, Laurie oversees various human resource tasks, including performance management. Performance Management Concept Laurie described performance management as evaluating staff performance daily, aligning with the notion of continual assessment (Fried & Fottler, 2018). The organization conducts yearly performance evaluations with standardized processes, including employee self-appraisals and patient audits. NURS 6221 Assessment 3 MH003 Performance Management in Nursing Settings. Strengths and Weaknesses Strengths of the organization’s performance management include comprehensive evaluations covering job duties and soft skills, such as teamwork and empathy. Weaknesses identified include vague goal setting and infrequent feedback. Recommendations Implementing SMART goals can enhance goal specificity, measurability, and achievability (Afolabi et al., 2022). Additionally, adopting more frequent reviews for underperforming employees can ensure timely intervention and goal alignment (Fried & Fottler, 2018). Conclusion A well-executed performance management system is essential for nurse motivation and retention (Madlabana et al., 2020). Laurie’s performance appraisals are commendable but could benefit from incorporating the recommended strategies for increased effectiveness. References Afolabi, T. M., et al. (2022). Evaluating the impact of integrating SMART goal setting in preceptor development using the Habits of Preceptors Rubric. American Journal of Health-System Pharmacy, 79(14), 1180–1191. Duggan, K. (2015). Why the annual performance review is going extinct. Fast Company. www.fastcompany.com/3052135/the-future-of-work/why-the-annual-performancereview-is-going-extinct. Fried, B. J., & Fottler, M. D. (2018). Fundamentals of human resources in healthcare (2nd ed.). Health Administration Press. Madlabana, C. Z., et al. (2020). Performance management methods and practices among nurses in primary health care settings: a systematic scoping review protocol. Systematic reviews, 9(1), 40. NURS 6221 Assessment 3 MH003 Performance Management in Nursing Settings

Phillip March 26, 2024 No Comments

MH001 Employee Recruitment and Selection

MH001 Employee Recruitment and Selection Name  University NURS 6221 Managing Human Resources Prof. Name Date Employee Recruitment and Selection The process of hiring new employees marks merely the inception of fostering a robust workforce. Retaining employees stands as a pivotal step in nurturing a healthy organizational environment. Organizations invest significant resources in training new employees, making the loss of trained personnel to other facilities a costly setback. Estimates suggest that training a new employee incurs a cost equivalent to six to nine months’ worth of salary (Merhar, 2016). Employee turnover not only impacts an organization’s financial performance but also affects employee morale, productivity, and patient satisfaction. The repercussions of high turnover rates extend beyond financial implications to encompass various facets of organizational dynamics. Employee recruitment and retention bear profound implications for every organization. This advocacy campaign seeks to raise awareness about the criticality of employee recruitment and retention, particularly in the nursing domain. Through evidence-based literature, this campaign aims to elucidate the significance of the topic, its multifaceted impacts, best practices, and its application to nursing, with the overarching goal of enhancing outcomes. Significance of Employee Recruitment and Selection Healthcare organizations, operating round the clock, rely on diverse personnel to achieve their objectives (Marquis & Huston, 2017). Such organizations necessitate a spectrum of employees, ranging from highly skilled professionals to support staff, to cater to the needs of patients and their families (Marquis & Huston, 2017). Effective staffing constitutes a critical aspect of managing healthcare organizations, with leaders and managers entrusted with the responsibility of recruiting and selecting employees. The recruitment and selection process enables organizations to bring in a diverse pool of highly qualified individuals, thereby enhancing productivity, reducing turnover, fostering a conducive work environment, and fulfilling organizational objectives (Marquis & Huston, 2017). Optimal hiring decisions play a pivotal role in organizational success, with the selection of suitable candidates translating into cost and time savings (Marquis & Huston, 2017). It is imperative for management to identify candidates who resonate with the organization’s mission, vision, and values, as this alignment fosters organizational cohesion and effectiveness (Senter, 1999). Employee recruitment and selection are indispensable for ensuring organizational fit, retaining a competent workforce, and attracting new talent (Ralph & Ortega, 2006). Review of the Literature Organizations prioritize several attributes when recruiting and selecting employees, including adaptability, leadership potential, technological proficiency, autonomy, active participation, and accountability (Algorta & Zeballos, 2011). These attributes contribute to the development of effective leaders within organizations. Enhanced efforts towards recruitment and selection correlate with reduced employee turnover, improved teamwork, and heightened employee satisfaction (Abrokwah et al., 2018). Talent management assumes paramount importance in this regard, facilitating recruitment, retention, and engagement of employees. A strategic approach to talent management entails CEO commitment, alignment with organizational goals and values, and auditing of human resource management practices to ensure adherence to evidence-based principles (Christensen & Rog, 2008). Proactive measures to enhance employee recruitment and selection positively influence leadership development, with strong employees serving as assets to healthcare organizations. Notably, effective recruitment and selection practices contribute to mitigating burnout rates associated with nursing care, thereby underscoring their significance in healthcare settings. Application to Nursing Thorough employee recruitment processes, encompassing multiple interviews, peer assessments, background checks, and resume evaluations, exert a profound impact on healthcare facilities. Selected employees are likely to exhibit pride in their work and align closely with organizational values, thereby fostering a positive work environment (Raziq & Maulabakhsh, 2015). Conversely, failure to select employees who resonate with organizational values may lead to resistance, coworker dissatisfaction, and increased turnover, posing challenges for management. Nursing leaders play a pivotal role in fostering trust and cohesion within the workforce. Proper recruitment and selection practices contribute to the creation of a conducive work environment, thereby alleviating burnout and enhancing employee satisfaction. Conclusion The increasing focus on employee recruitment and selection underscores its growing significance as a research area, driven by escalating turnover rates, rising hiring costs, and burnout prevalence. To address these challenges effectively, organizations must delve into the underlying factors contributing to turnover and job dissatisfaction while devising strategies to bolster organizational competitiveness (Widman & Ritchey, 2017). Early-stage vetting processes should aim to unearth candidates’ preferences and aspirations, facilitating better alignment between organizational offerings and employee expectations (Widman & Ritchey, 2017). Additionally, understanding generational differences and fostering a welcoming, inclusive work environment emerge as critical strategies for enhancing retention rates (Cabral et al., 2016). Ultimately, effective leadership entails creating a nurturing work environment that accommodates diverse generational perspectives and fosters employee well-being (Cabral et al., 2016). References Abrokwah, E., Yuhui, G., Agyare, R., & Asamany, A. (2018). Recruitment and selection practices among nongovernmental organizations (NGOs) in Ghana. Labor History, 59(2), 185-201. DOI: 10.1080/0023656X.2018.1422417. Algorta, M., & Zeballos, F. (2011). Human resource and knowledge management: Best practices identification. Measuring Business Excellence, 15(4), 71-80. DOI: https://doi.org/10.1108/13683041111184125. Cabral, R. A., Hanson, D., & Reilly, M. D. (2016). Leading and retaining a multigenerational nursing workforce: Leadership grounded in caring science. International Journal for Human Caring, 20(2), 93-95. Christensen, J., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757. DOI: https://doi.org/10.1108/09596110810899086. Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins. NURS 6221 Assessment 1 MH001 Employee Recruitment and Selection Merhar, C. (2016). Employee retention – The real cost of losing an employee. Retrieved from https://www.peoplekeep.com/blog/bid/312123/employee-retention-the-realcost-of-losing-an-employee Ralph, S., & Ortega, D. (2006). Attracting and retaining the best. The value of instituting an employee recruitment and retention program. Healthcare Executive, 21(3), 48-49. Raziq, A., & Maulabakhsh, R. (2015). Impact of working environment on job satisfaction. Procedia Economics and Finance, 23, 717-725. doi:10.1016/s2212-5671(15)00524-9 Senter, A. (1999). Recruiting to stop the revolving door. Management Today, 80-82. Retrieved from https://ezp.waldenulibrary.org/login?url=https://search-proquestcom.ezp.waldenulibrary.org/docview/214777618?accountid=14872 NURS 6221 Assessment 1 MH001 Employee Recruitment and Selection.

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