Health equity

Please reply to each part with 150 words apiece.

Part 1

Effective human resource management has been shown to impact the effectiveness and outcomes of organizations by improving profitability and productivity (Fried & Fottler, 2018). Organizations that utilize human resource best practices have proven to have better financial performance when compared to those who do not utilize these practices. Additionally, patient and family satisfaction tends to be impacted by human resources practices. Effective management of employees leads to more engaged and satisfied staff because they are more positive, moral within the organization is high, and turnover is low. This level of employee engagement has been shown to be directly correlated to patient and customer satisfaction (Fried & Fottler, 2018). These positive impacts on finances and customer service places organizations who use effective human resource management practices a competitive advantage because the environment is attractive, and the organization is able to retain high quality staff to deliver high quality and exemplary care (Fried & Fottler, 2018).

Two current human resource management practices that are utilized in healthcare organizations today to improve the organizational and employees’ performance are staffing and performance appraisal. Staffing as a human resource management method that refers to an organization’s ability to identify, recruit, and retain quality staff with the knowledge, skills, and attitudes necessary to perform a job and who are compatible with and engaged in the organization’s mission and values (Nasurdin, Ahmad, & Tan, 2016). Over the last decade, staffing strategies have shifted from managers making the hiring decisions to peers making the final decision. These decisions were formerly based mostly on the technical skills and abilities of candidates but have more recently shifted to the candidates’ likelihood to fit within the organization’s culture (Fried & Fottler, 2018). Additionally, when downsizing of staff occurs, organizations are more apt now to offer eligible staff incentives for early retirement, rather than older practices of laying off staff based on position or rank (Fried & Fottler, 2018).

Performance appraisal as another human resource management practice that refers to the recognition of employee contributions to the team and organization by providing monetary or nonmonetary rewards. One strategy to provide this recognition is through the establishment of individual and team goals which are compensated based on the results achieved (Fried & Fottler, 2018). Appraisals are also used to validate performance-based pay decisions, encourage and motivate individuals as well as the team working together, identify career development goals and opportunities, and determine training and development needs (Pegulescu, 2018). Former practices for performance appraisal included uniformed appraisals with supervisors as the only provider of input. More current practices include more customized appraisals targeted at the individual’s professional development after receiving input from multiple avenues, including self and peer reviews (Fried & Fottler, 2018). There is risk involved with appraisals; they can demotivate staff, especially if the supervisor’s appraisal of the employee and the employee’s appraisal of him or herself do not match. A competency-based appraisal can be utilized to make the appraisal process more positive and focused on the progress an individual makes in the job and their contribution to the organization achieving its goals and carrying out the mission and values (Pegulescu, 2018).

Part 2

Effective human resource management has been shown to impact the effectiveness and outcomes of organizations by improving profitability and productivity (Fried & Fottler, 2018). Organizations that utilize human resource best practices have proven to have better financial performance when compared to those who do not utilize these practices. Additionally, patient and family satisfaction tends to be impacted by human resources practices. Effective management of employees leads to more engaged and satisfied staff because they are more positive, moral within the organization is high, and turnover is low. This level of employee engagement has been shown to be directly correlated to patient and customer satisfaction (Fried & Fottler, 2018). These positive impacts on finances and customer service places organizations who use effective human resource management practices a competitive advantage because the environment is attractive, and the organization is able to retain high quality staff to deliver high quality and exemplary care (Fried & Fottler, 2018).

Two current human resource management practices that are utilized in healthcare organizations today to improve the organizational and employees’ performance are staffing and performance appraisal. Staffing as a human resource management method that refers to an organization’s ability to identify, recruit, and retain quality staff with the knowledge, skills, and attitudes necessary to perform a job and who are compatible with and engaged in the organization’s mission and values (Nasurdin, Ahmad, & Tan, 2016). Over the last decade, staffing strategies have shifted from managers making the hiring decisions to peers making the final decision. These decisions were formerly based mostly on the technical skills and abilities of candidates but have more recently shifted to the candidates’ likelihood to fit within the organization’s culture (Fried & Fottler, 2018). Additionally, when downsizing of staff occurs, organizations are more apt now to offer eligible staff incentives for early retirement, rather than older practices of laying off staff based on position or rank (Fried & Fottler, 2018).

Performance appraisal as another human resource management practice that refers to the recognition of employee contributions to the team and organization by providing monetary or nonmonetary rewards. One strategy to provide this recognition is through the establishment of individual and team goals which are compensated based on the results achieved (Fried & Fottler, 2018). Appraisals are also used to validate performance-based pay decisions, encourage and motivate individuals as well as the team working together, identify career development goals and opportunities, and determine training and development needs (Pegulescu, 2018). Former practices for performance appraisal included uniformed appraisals with supervisors as the only provider of input. More current practices include more customized appraisals targeted at the individual’s professional development after receiving input from multiple avenues, including self and peer reviews (Fried & Fottler, 2018). There is risk involved with appraisals; they can demotivate staff, especially if the supervisor’s appraisal of the employee and the employee’s appraisal of him or herself do not match. A competency-based appraisal can be utilized to make the appraisal process more positive and focused on the progress an individual makes in the job and their contribution to the organization achieving its goals and carrying out the mission and values (Pegulescu, 2018).

Part 3

Workforce diversity are similarities and differences on employees with regards to age, ethnic and cultural background, race, religion, gender, sexual orientation, physical abilities and disabilities. According to Fried & Fottler (2018), having a diverse workforce will help in understanding and helping the needs of the population’s concerns in health and will bring novel ideas in finding solutions to challenging situations. As diversity is evolving, it comprises not only the attributes of the employee like the age, gender, race but also the work style variations, experiences, perspectives, opinions, thoughts, and an inclusive environment (Fried & Fottler, 2018).

The Human Resource Management (HRM) must be able to abide the laws and regulations in place for hiring employees. The Equal Employment Opportunity (EEO) law prohibits any type of discrimination at the workplace. The Civil Rights Act of 1964, or Title VII has prohibited in the discrimination of employment, voting, public education, and public accommodations and facilities (DOL, 2019). It prohibits any basis of discrimination against race, color, religion, sex, and national origin. This act also prohibits any discrimination on HR to hire, promote, compensate, train, and offer benefits (Fried & Fottler, 2018).

There are legal and ethical ramifications in maintaining a diverse workforce in the U.S. The Human Resources Management legal environment constantly undergoes federal scrutiny and reform. Organizations are penalized for breaking the EEO law. Equitable relief are made like back and front pay, lost benefits, attorney’s fees as well as enforcing provision for compensatory and punitive damages are given to the employee (Fried & Fottler, 2018). It will be ethical to hire a diverse workforce and not discriminate anyone who is a potential candidate. Ethics plays a huge component in the sustainability of the culture in the organization. It guides the moral principles and beliefs of the hospital and clear ethical standards are integrated into operational policies and procedures.

Diversity ramifications are enacted and practiced in the hospital organizations. Workplace discrimination and unfair employment practices will result in counter productivity and loss of profit. The Equal Employment Opportunity Commission Enforcement (EEOC) is handling several laws that impacts recruitment and process of selection. Hospital organizations can be audited or investigated if these laws and processes are not followed. The diversity inclusion has provided the hospital environment to have an organizational culture based on the perspectives and encouragement of a diverse staff. It allows good hospital business and succumb to organizational challenges. The FRAME acronym enables everyone to value each one’s differences and encourage to overcome bias and appreciate other people’s perspectives (Fried & Fottler, 2018).

Healthcare organizations have processes and procedures in encouraging a diverse workforce. The initiative of minority programs by healthcare organizations are creating significant progress to the change in the environmental culture. My hospital organization has a regional and facility wide campaign on Equity, Inclusion, and Diversity (EID). It provides the employees of Kaiser Permanente (KP) an array of training, strategies in each person’s differences regardless of education, personal lifestyle, cultural heritage, functional abilities that makes everyone different. We recently had a symposium last month for EID in my medical center. It makes me proud knowing that I work in an organization that values equality, inclusion and diversity. We are also huge in our LGBTQ program. KP is ranked in the top 50 companies that employs LGBT (DiversityInc, 2019). Thirty-eight of KP hospitals are recognized by the Human Rights Campaign Foundation as leader in LGBTQ healthcare equality (Kanter, 2018). KP has one of the nation’s largest integrated health system and has encouraged an equal care for Americans who are LGBTQ. The organizations’ dedication to meet the complex needs and health of the LGBTQ community provides a reflection and recognition of the welcome environment of diversity (Kanter, 2018).

Health care organizations should relate workforce diversity to health equity. True equity means a fair opportunity for everyone to have a better life, equal access to quality healthcare. Health equity is the root of the diversity approach in my hospital organization. This includes improving cross-cultural competency, health disparity reduction, advanced workforce diversity agenda and achieving growth in the market across a diverse population (Tyson, 2015). Everyone has the right in pursuing life, happiness and liberty.

A continued growth in diverse population is seen and hospital administrators, healthcare providers, policy makers, and caregivers must pay attention to demographic shifts and the implications made in the healthcare aspect. Employing a diverse culture will enable to attract more patient demographics and better understand the different cultural and diverse background of patients. Health equity means no health compromise due to an individual or populations demographic, social-economic status and determinants of health. A diverse and an inclusive workforce provides a competitive advantage in the marketplace. This makes the organization competitive, effective, and provide an enhanced quality (Fried & Fottler, 2018).

It enables to partner with surrounding communities being served in an organization and better understand and serve the populations needs and address their health concerns (Fried & Fottler, 2018).

Part 4

We are to answer every one of these questions with ideas, comments and our thoughts and we are to use

examples to reinforce our ideas with diversity with cognitive mediator variables and the approaches and

the HR productivity.

What comprises workforce diversity? A major challenge is workforce diversity. What is more important

than seeking diversity is managing diversity by managers; because, it maximizes the following: a. social

identity, b. organizational justice, c. productivity, and it includes d. organization attraction of human

resource has all been identified thru the data analyses that was conducted by using the SEM

(Structural Equation Model), sample comprises 500 employees. The facts are followed: A. Organizational

Justice Structural Equation Modeling, B. Human Capital, C. Industrial Management, and D. Industrial Productivity.

(Authors: Fathi, Saied, Ardakani, Mohammad Shaker, Shaemi, Ali & Abzari, Mehdi, Spring, 2016).

When collaborative and designing a project in retaining students and recruiting these students there are

disadvantages of the backgrounds and minorities that are underrepresented . There were high school students

who were introduced to the nursing program thru admissions with retention strategies implemented graduated

with licensure examination. The minorities who are enrolled within the nursing education programs are insufficient

and can’t meet the needs of the workforce diversity. The facts are followed: A. School holding power, B.

academic achievement, C. Student recruitment, D. Educatoirs, E. Occupational Roles, F. Endowments, G.

Government aid, H. High School Stuudents, I. Vocational Guidance, J. Labor supply, J. scholarships, K.

Mentoring, L. Cultural pluralism, M. Nursing education, and last N. Role Models (Authors: Holmes, Shearon,

Murray, teri A., Ciarlo, Erica M., & Pole, David C., May/Jun2016).

What is the responsibility of the Human Resources Department to address this, for example is the selection

and retention of employees?

Are there legal and ethical ramifications of maintaining a diverse workforce?

What are some of the diversity ramifications, and how do health care organizations characterize components

such as various minority programs?

For a healthcare organization, why would workforce diversity relate to health equity?

Is there a relationship between workforce diversity and improvements in patient care?

Part 5

Human Resources Management focuses in aligning the organizational goals and incorporating them to each employee. Flexibility is needed among organizations as the demands for healthcare is continuously changing and a rapid adaptability is needed to attain high quality performance in the organization (Toussaint, 2015). Performance management serves as the development and function in assisting employees in their performance improvement (Fried & Fottler, 2018). This is also utilized as a tool by administrators who want to decide on personnel decisions like promoting, disciplining or terminating an employee (Fried & Fottler, 2018). The administrative and developmental functions are the two purposes of performance management

The Joint Commission is an accredited organization that is requiring healthcare organizations in assessing, tracking, and improving the competency of employees (Joint Commission, 2018). Patient safety and quality care are the forefront of Joint Commission’s initiative and standard. Accreditation has several benefits: (1) organizing and strengthening efforts of patient safety, (2) providing an advantage in the market in an environmental health and improving the ability in securing new business, (3) attracting qualified personnel in serving in an institution that is accredited and providing the staff in an opportunity in developing skills and knowledge and (4) providing a framework for the organizations management and structure wherein a survey is prepared and a quality of high level and compliance in the most recent standards (Joint Commission, 2018). This accredited organization is proving guidance in a healthcare organization ‘s efforts in improving quality.

Team-based are one of the methods utilized in performance management. Evaluating and rewarding the performance as a team shows that the organization is valuing teamwork in the organization. In this method, rewards are given. There are positive and negative advantages for this type of method. Positive (1) Team cohesion is increased (Fried & Fottler, 2018). This allows everyone to work as a team, collaborate, discuss and brainstorm on ideas and ways to improve in achieving goals for high-quality perfo