In the first scenario, a practice administrator in a large physician practice needs to hire an information management specialist who will handle matters aligned with clinical and financial records. The administrator needs to define the job by carrying out an analysis of the duties before recruiting the personnel to fill the position. There are various steps that the administrator needs to follow while carrying put the analysis. More importantly, the administrator needs to understand various issues aligned with the job of an information management specialist including; the duties and responsibilities, the context within which the duties are performed, and the amount of accountability, authority, and responsibility required to perform the tasks (Smith & Mazin, 2011). Besides, the administrator will have to identify behaviors utilized in evaluating the quality of work performed by the person to be recruited. Identifying and choosing the essential competencies needed to demonstrate high performance and target performance levels will also be crucial in resolving the human resource issue. Finally, the administrator will need to define the education, experience, training, and special considerations needed for the position to be filled.
In the second scenario, the eminent human resource issue aligns with the need to train patient care assistants to assist in the direct clinical care of patients. To resolve this issue, the system-affiliated hospital should utilize an array of training methods that would enhance the competency of patient care assistants; hence, enable them to assist directly in patients clinical care. On-the-job training occurs as the first training method that is recommended. This method will allow the patient care assistants to learn on concepts aligned direct patient care while performing the related tasks. This training method is recommended because it allows for immediate feedback with regards to performance, but is limited by the fact that it has a tendency of disrupting workflow. The second training method that would help resolve the human resource issue is job rotation. This method will teach the patient care assistants on they can perform direct patient care over time. Job mentoring is the other training method that would be crucial to resolving the human resource issue. Job mentoring will entail assigning an experienced coach who will oversee the patient care assistants as they learn on how to provide direct patient care. As such, the coach will mentor the patient care assistants on an array of skills, competencies, and knowledge needed in direct patient care.
The third scenario is similar to scenario one because the main human resource concern is conducting a job analysis for the position of a marketing specialist. The assisted living facility needs to define the job by carrying out an analysis of the duties before recruiting the personnel to fill the position. There are various steps that the assisted living facility needs to follow while carrying put the analysis. More importantly, the assisted living facility needs to understand various issues aligned with the job of a marketing specialist including; the duties and responsibilities, the context within which the duties are performed, and the amount of accountability, authority, and responsibility required to perform the tasks. In addition, the assisted living facility will have to identify behaviors utilized in evaluating the quality of work performed by the person to be recruited. Identifying and choosing the essential competencies needed to demonstrate high performance and target performance levels will also be crucial in resolving the human resource issue (Smith & Mazin, 2011). Finally, the assisted living facility will need to define the education, experience, training, and special considerations needed for the position to be filled.
The human resource concern in the fourth scenario aligns with the dilemma surrounding the adoption of new technology in an ambulatory care clinic. Precisely, the issue emanates from the plans by the ambulatory care clinic to source new diagnostic imaging equipment. The purchase of the new technological gadget raises varying human resource concerns such as the need for staff competent in operating the equipment and the budgetary effects of the same. To resolve this issue, the ambulatory care clinic needs to evaluate the benefits that new technology gives to an institution. Emerging technologies are more efficient in various concerns (Smith & Mazin, 2011). With regards to personnel issues aligned with new technologies, there is a need to comprehend the fact that employees can easily be trained to use new technologies. On another note, the budgetary implications related to the purchase of new diagnostic equipment will positively affect the business strategy of the ambulatory care clinic in that it will enable the clinic compete for more patients, which will increase the clinics returns. Overall, it is recommended that the clinic purchases the new diagnostic imaging equipment because it will offer immense benefits.
From the above analysis, the most challenging human resource issue is eminent in scenario two. This is accredited to the fact that ethical issues might arise if the patient care assistants are trained to offer more complex jobs related to direct patient. The system-affiliated hospital mentioned in scenario two may be sued for not adhering to ethical codes, which stipulate that only health care workers should provide care on the specific facets or professions they are trained on.
Smith, S. A., & Mazin, R. A. (2011). The HR answer book: An indispensable guide for managers and human resources professionals. New York: American Management Association.
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