Healthcare Human Resource Management Flynn Mathis Jackson Langan

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Healthcare Human Resource ManagementFlynn
Mathis Jackson Langan
Chapter 7

• Organizational Relations and
• Employee Retention in Healthcare

PowerPoint Presentation by Tonya L. Elliott, PHR
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Learning Objectives

• After you have read this chapter, you should be
  able to
• Explain the factors affecting the relationship
  between employees and healthcare organizations
• Discuss the importance of employee retention for
  healthcare organizations
• Identify the common reasons employees voluntarily
  leave organizations
• Define the various organizational retention
  determinants
• Describe how to compute the cost of
  organizational turnover

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Relationships The Psychological Contract

• The Psychological Contract
• The unwritten expectations that employees and
  employers have about the nature of their work
  relationships
• Psychological Ownership
• Individuals feeling of control and perceived
  rights

Loyalty has declined in recent years
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The New Psychological Contract
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Individual/Organizational Relationship Factors

• Economic changes
• -- Shift to dot-com and technology sectors
• Generational differences
• -- Differing expectations between the
  generational groups
• Loyalty
• -- Psychological contract changes
• Career expectations for women
• -- Expansion into other industries other than
  teaching and healthcare

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Job Satisfaction and Organizational Commitment

• Job Satisfaction
• A positive emotional state resulting from
  evaluating ones job experiences
• Organizational Commitment
• The degree to which employees believe in and
  accept organizational goals and desire to remain
  within the organization

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Individual / Organizational Performance
Figure 7-2
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Retention of Human Resources

• Retention
• Keeping employees who have been recruited,
  selected, and trained
• Retention is a growing concern due to
• More patients due to increase in elderly
  consumers
• Healthcare employee shortages
• More demanding consumers
• More stressful working environments for
  healthcare workers
• Retention Officer often an individual in an HR
  department who is responsible for retention
  efforts in the organization

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Figure 7-4
Retention Determinants
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Organizational Components

• Organizational culture
• A pattern of shared values and beliefs giving
  members of an organization meaning and providing
  them rules for behavior
• Job continuity and security

Loyalty
Downsizing, layoffs, mergers, acquisitions,
organizational restructuring
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Organizational Career Opportunities

• Key component in retention
• opportunities for personal growth
• Career Development
• Tuition aid may increase retention rates
• Companies must identify ways to use new knowledge
  gained --- increases employees feeling of
  value
• Career Planning
• Managers should discuss and plan career
  development with their employees
• Job posting programs have been proven effective

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Rewards Retention

• Key to retention
• Competitive compensation practices
• Pay
• Bigger retention issue in lower income groups
• Benefits
• Benefits flexibility aids retention
• Special benefits and perks
• Day care centers, salons, post offices, dry
  cleaners, paid parking, etc.
• Reduces employee time spent after work on
  personal chores

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Rewards Retention (contd)

• Performance differentiation of compensation
• Greater rewards for higher performers
• Variable pay programs
• Incentive programs
• -- Cash bonuses
• -- Lump sum payments
• Employee recognition
• Tangible
• employee of the month, perfect attendance
  awards
• Intangible
• feedback, recognition in newsletters, banquets

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Job Design and Retention

• High turnover rates in early employment have been
  
• linked to inadequate selection screening

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Work Flexibility

• Work scheduling alternatives
• Telecommuting
• Working from home or other locations
• Flextime
• Flexible work schedules
• Compressed work weeks
• 4 days/10 hours 3 days/12 hours, etc.

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Work Schedule Flexibility Trends
Figure 7-6
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Balancing Patient Care Needs Schedule
Flexibility

• Increased schedule flexibility accomplished with
• Part-time and casual workers
• Some full-time employees replaced with greater
  number of part-time and casual employees
• Patient census prediction staffing methods
• Establish the core staff
• Supplementing with variable staff

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Supervisory Retention Efforts
Figure 7-7
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Retention Measurement and Assessment

• Number of employee separations during the month
• X 100
• (Total number of employees at midpoint)

Retention measured objectively vs. subjectively
Turnover
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The Cost of Turnover

• Hiring costs
• Recruiting, advertising, search fees, staff
  salaries time, referral fees, relocation/moving
  costs, employment testing costs
• Training Costs
• Paid orientation time, training staff time
  salaries, training materials costs
• Productivity costs
• Lost productivity due to break-in time of new
  employees, lost employee knowledge of customers,
  organizational products services, resources
  systems
• Separation costs
• Staff and supervisory time salaries, exit
  interview time, unemployment expenses, legal fees
  for challenged separations

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Simplified Turnover Costing Model
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Employee Surveys

• Attitude survey
• Measures employees feelings and beliefs about
  their jobs
• Exit interview
• Those leaving the organization identify reasons
  for their departure

Employee surveys can be used to
Diagnose specific problem areas
Identify employee needs or preferences
Reveal areas where HR activities are viewed
positively or negatively
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HR Retention Interventions

• Recruiting Process
• realistic job previews
• Selection Process
• reduce risk of hires that may create problems
• Compensation
• competitive, fair, equitable pay systems
• Career Development Planning
• opportunity for career advancement
• Employee Relations
• fair/nondiscriminatory treatment

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Retention Interventions Evaluation Follow-Up

• Track intervention results
• Review turnover data

Analysis sorted by
Jobs and job level Departments/units/location Reas
on for leaving Length of service Demographic
characteristics Education training Skills
abilities Performance ratings/levels
Measure increases and decreases in turnover
trends