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ACHE > HR > Flashcards

HR Flashcards

0
Q

Business Strategy

A

Set of strategic alternatives that an org chooses from to most effectively compete in a particular industry or market.

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1
Q

Corporate Strategy

A

Set of strategic alternatives that an organization chooses from as it manages its operations simultaneously across several industries and markets

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2
Q

Functional Strategies

A

Consider how the org will manage each of its major functions (ie, mktg, finance, and HR)

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3
Q

Staffing Strategy

A

A set of activities used by the organization to determine its future HR needs, recruit qualifies applicants with an interest on the org, and select the best of those applicants as new employees.

Should be undertaken only after careful and systematic development of the corporate and business strategies so staffing activities mesh w other strategic elements of the org.

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4
Q

Development Strategy

A
  • helps org enhance the quality of HR

- must be consistent w corporate and business strategies

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5
Q

Corporate Culture

A

Set of values that help members of that culture understand what they stand for, how they do things, and what they consider important.

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6
Q

TJC

HR.1.30

A

Staffing effectiveness

Minimum of 4 staffing indicators-
2 from HR
2 Clinical/Service

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7
Q

Executive Order 11246

A

Federal contractors and subcontractors must “take affirmative action to ensure that all individuals have an equal opportunity for employment/ without regard to race, color, religion, sex, national origin, disability or status as Vietnam era or special disabled vet”

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8
Q

Equal Employment Opportunity Act 1972

A
  • amendment to VII

- private companies with more than 15

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9
Q

Title VII of Civil Rights Act 1964

A
  • most far-reaching and significant
  • prohibits discrimination- voting, public accommodations, public education and employment- on basis of race, color, gender…
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10
Q

Equal Pay Act

A
  • 1963

- amendment to FLSA

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11
Q

FLSA

A
  • Fair Labor Standards Act- 1938
  • concerns minimum wage, overtime and child labor
  • < 8/40 non school week
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12
Q

Uniform Guidelines on Employee Selection Procedure

A
  • developed by fed to due to complexity of of EEOC laws
  • provides basic guidance on compliance in virtually every HR function
  • www.uniformguidelines.com
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13
Q

5 stages of abilities

A
  1. Novice
  2. Advanced beginner- at this stage, has gained enough experience and knowledge yacht certain behaviors become automatic, so that he can begin to learn when tasks should be addressed.
  3. Competent- masters practiced response of definable tasks and processes and has acquired the ability to deal w unexpected events
  4. Proficient- developed ability to discern situation, intuitively asses it, plan what needs to be done, decide on an action, and perform he action more effortlessly than possible in early stages.
  5. Expert- accomplished goals w/o realizing that rules are being followed b/c skill and knowledge required to reach goals have become 2nd nature.
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14
Q

Credentialing INGs

A
  • commission on graduates of foreign nursing schools (CGFNS)
    A. Mandatory reviews of incoming nurse education, credentials, etc
    B. Offers pre- immigration exam in 30+ countries
  • NCLEX-RN - National Council licensure Exam for RNs
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15
Q

EB Visa

A
  • permanent employment based visa. Employers that hire nurses are not subject to usual provision that requires them to prove that no US workers are available to take jobs

Nursing visas are difficult, so most apply for green cards(permanent residency visas)

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16
Q

TN Visa

A
  • linked w NAFTA, nurses from Mexico and Canada- renewable, 1 yr
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17
Q

H1-C Visa

A
  • Nursing Relief for Disadvantaged Areas Act
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18
Q

IMGs who wish to work permanently on US

A
  • labor cert process- requires IMGs employer to demonstrate a shortage of qualified workers to fill position in geographic area; if approved physician is obligated to 18 mos-5 yrs w employer
  • national interest waiver- IMG must demonstrate exceptional abilities in field, such that admission to workforce is in national interest - need not be linked to specific employer… But may include 5 yrs in medically underserved area.
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19
Q

O visas

A
  • obtained by physicians with “outstanding” abilities in gfiel (usually researchers or specialists)
  • more loosely ties to employers than H-1
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20
Q

H-1 B Visa

A
  • immigrants in Specialty occupations (requires at least a bachelors degree)
  • allow a 3 yr LOS
  • can be extended an additional 3 yrs
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21
Q

j-1 visa

A
  • category for trainees
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22
Q

Nurse Reinvestment Act- 2002

A
  • legislation that uses a combination of expanded eligibility for loan repayment, education vouchers and other measures to improve retention of nurses.
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23
Q

ICN ( international Council of Nurses)

A
  • created position statement on ethical recruitment of nurses to guide recruitment efforts b/w member countries
  • aims to protect migrant nurses, calling for several measures such as good-faith contracting, freedom of employment and association, fiat pay and working conditions
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24
Q

WHO

A
  • TTR (Treat, Train and Retrain)- HIV
  • working with Global Health Workforce Alliance Task Force to support efforts to scale up health-worker education, esp in countries facing workforce crises.
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25
Q

GATS-

A
  • General Agreement on Trade in Services

- International treaty that governs trade of services

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26
Q

Demand-Based Assessment

A
  • mathematical model that projects supply/demand
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27
Q

Training-Output Estimating

A
  • most common method of anticipating supply of practitioners.
  • Draws on data from training programs
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28
Q

Needs-based assessments

A
  • iterative consensus process where lists of indicators, sign, and conditions are presented in various combinations and expert clinicians are asked to determine if these combinations are high-, med- or low-level reasons for hospitalization, for conducting a safe procedure, or for prescribing a specific med.
  • most obvious method of determine how many HC professionals should be supported in a system or org to match the consensus HC needs of a population or client base w biological need for care.
29
Q

Benchmarking

A
  • takes into consideration existing ratios but adds a test of efficiency to the analysis
  • using this approach for national standards is controversial; ok for organizations
  • a big part of workforce analysts process
  • Associated with Dartmouth Atlas of Health Care
30
Q

Population-based estimating

A
  • rests on presumed appropriate or normative ratios of personnel/professionals to population
  • ratios not always generated from Population-based estimating
  • rests on presumed appropriate or normative ratios of personnel/professionals to population
  • ratios not always generated from epidemiological analysis… Sometimes rules of thumb
  • health Processionals Shortage Area= 1 PC:3,500 people is severe shortage
  • in combination with training-output= most applicable for national health systems
31
Q

5 Basic Strategies in workplace planning:

A
  1. Population-based estimating
  2. Benchmarking
  3. Needs-based assessment
  4. Demand-based assessment
  5. Training-output estimating
32
Q

National Health Service Corp

A

Put federal government in role as direct provider of HC professional service for general population

33
Q

Health Professionals Education Act of 1963

A

Provided construction $ for HC professional schools- funds tied to increased enrollment requirements to assist schools operating expense as well as loans/scholarships

34
Q

Health Amendments Act 1956

A

First federal legislation to support training of HC professionals for the “market”, not for some specific federal role

35
Q

Nurse Training Act- 1941

A

Attempted to expand nursing schools during wartime.

36
Q

3 steps of workforce Dev

A
  1. Planning= quality concern
  2. Training=quality concern
  3. Managing= performance and output concern
37
Q

The US Dept of Labor specifically indicates that affirmative action plans are NOT quota systems. Rather, they allow org’s to work toward greater inclusion by setting goals and timetables related to GOOD FAITH efforts.

A complete AA plan contains:

A
  • Workforce analysis, by dept, job title, salary level and promotion
  • external availability analysis
  • internal utilization analysis, including calculation of disparate impact
  • goals and timetables
  • procedures for internal auditing and reporting
38
Q

Disparate Impact

A

Employment practices that had the effect of excluding protected classes and are illegal, even if they appear racially neutral.

39
Q

4 part Guideline for determining DISPARATE TREATMENT

A
  1. The person is a member of a protected class
  2. The person applied for a job and is qualified
  3. The person was rejected for the job
  4. The position remained open to applicants w equal or fewer qualifications
40
Q

Bona Fide Occupational Qualification

BFOQ

A

Eg, requiring a female to work as an attendant in a women’s restroom.

41
Q

Sexual Harrasment

A
  1. Quid Pro Quo- occurs when job-related benefit is made contingent on an employee’s submission to sexual advances
  2. Hostile environment- occurs when the behavior of anyone in the work setting is perceived by another person as offensive and undesirable.
42
Q

Human diversity

A

Includes attributes that make a human being who he or she is- such as race, ethnicity, age, gender, family status, sexual orientation, physical abilities, etc.

Core dimension

43
Q

Wants to conform and fit in with group he/she belongs to

A

Assimilationist

44
Q

Ignores race, color, ethnicity and other cultural factors

A

Colorblind

45
Q

Seeks to improve the welfare of his or her cultural group by accentuating its hx and identity

A

Cultural centrist

46
Q

Believes in the superiority of upper class and embraces the importance of family roots, wealth and social status

A

Elitist

47
Q

Supports breaking down all barriers between racial groups by merging people of different cultures together

A

Integrationist

48
Q

Lives by the adage “cream rises to the top”-

A

Meritocratist

49
Q

Celebrates the diversity of cultures, seeking to retain the native customs, languages and ideas of people from other countries

A

Multiculturist

50
Q

Protects himself from racial, cultural and/or ethnic groups in fear that they may diminish the character and quality of groups experience within society

A

Seclusionist

51
Q

Focuses on the human spirit and peoples universal connection and shared humanity

A

Transcendent

52
Q

Views liberation from societal barriers as a crucial goal and sees oppression as not only historical but also contemporary

A

Victim/caretaker

53
Q

Cultural Diversity

A

Encompasses a person’s beliefs, values, family structure practice and mind-set as a result of his cultural, community and environmental experiences

Secondary dimension

54
Q

Systems diversity

A

Differences among organizations in work structure and pursuits

55
Q

Criterion-related validity

A

Extent to which a selection tool is associated with job performance

56
Q

Concurrent validity

A

Whereby a selection tool is administered to a current group of employees. These employee scores are then correlated with actual job performance. For the selection tool to demonstrate concurrent validity, strong correlation has to exist between the score on the selection tool and score actual job performance.

57
Q

Predictive validity

A

Whereby the selection tool administered to group of job applicants. Because the selection tool has not yet been validated, actual selection decisions are made on the basis of other measures and criteria. Over time, data are obtained on actual job performance, two sets of scores-those from the selection tool understudy was from actual performance measures-are correlated and examined for possible relationships.

58
Q

Content validity

A

The extent to which a selection tool representatively samples the content of the job for which the measure will be used. Using this strategy, the selection tool includes a sufficient amount of job-related content, it is considered valid. Expert judgment, rather than statistical analysis is typically used to assess content validity.

59
Q

Organizational development

A

Function is to increase and organizations effectiveness through planned interventions related to the organizations processes… Resulting in improvements in productivity, return on investment and employee satisfaction.

Ultimately, the organizational development department is the environmental barometer that gages the human side of the organization, and it seeks to promote that environment into one that allows sound evaluation methodology and objective data. The organizational department can’t present before and after data to show the effects of change.

60
Q

To most ubiquitous training designs are:

A

ADDIE model-analysis, design, development, implementation and evaluation

ISD Model-instructional design system

61
Q

Needs assessment

A 
Six facets:
1 described the issue or problem
2 examine expeditious solutions or quick fixes
3 check for impact
4 improve competency levels
5 formulate resolutions
62
Q

Graphic rating scale

A

The rating scale that uses points along a continuum that measures traits or behaviors.

Example given rate this person’s pace of work on a scale of 1 to 6.

Drawbacks include too general, not representing specific behaviors that indicate positive or negative performance, subjective, do not weight

63
Q

Ranking scale

A

Method typically employed for administration administrative purposes, such as making personnel decisions (e.g., Promotions, layoffs)

Among the disadvantages of ranking are:
1 focuses only on a single dimension work effectiveness and may not take into account the complexity of work situations
2 becomes cumbersome with large numbers of employees, forcing a appraisers to artificially distinguish among employees
3 simply list employees in order of their performance but does not indicate the relative difference in employee’s effectiveness
4 provides no guidance on specific deficiencies in employee performance and therefore is not useful in helping employees approved

64
Q

Behavioral anchored rating scale (BARS)

A

A significant improvement over traditional graphic rating scales. This scheme provides specific behavior descriptions of all levels of employee performance.
Advantages of BARS:
1 reduces trading errors because job dimensions are clearly defined for the raider and a relevant to the job being performed
2 clearly defines the response categories available to the raider
3 is more reliable, valid, meaningful and complete
4 has a higher degree of acceptance and commitment from employees and supervisors
5 minimizes employee defensiveness and conflict with the manager because employees are praised on the basis of observable behavior
6 improves a managers ability to identify areas for training and development
Disadvantage: amount of time, effort, and expense involved in its development
Use of this approach is most justifiable when a large number of jobholders are performing in the same position; example nurses

65
Q

Behavior observation scale (BOS)

A

A variation of BRS
I system that asked the rater to indicate the frequency with which the employee exhibits specified highly desirable behaviors
Example response to patient or family concerns within 24 hours: almost never to almost always

66
Q

Management by objectives (MBO)

A

MBO has three characteristics:
1 establish a specific and objectively a measurable goals for employees
To establish his goals in collaboration with employees
3 allows managers to provide objective feedback and coaching to improve employee performance

67
Q

Mandatory benefits

A

1 Social Security and Medicare part a
2 unemployment compensation
3 workers compensation

68
Q

Projected Patient Days

A

1 patient that is cares for during 24-hr period; an estimate of future workload needs

69
Q

Nursing care hours (productive time) per patient day

A

Time spent delivering care to patients during 24-hours. And is generally reported as a monthly average

70
Q

Average daily census

A

Average number of patients cared for per day over a defined period of time.
Helps in determining a staffing standard on numbers and mix nursing person bel by shift

71
Q

Occupancy rate

A

Average daily census or average number of patient days divided by the number of beds on the unit
Aids in examining the extent to which an capacity is reached

ACHE (3 decks)

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