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fundamentals of human resource management

Questions and Answers of Fundamentals Of Human Resource Management

Know the parameters governing access to employee personnel records, including the special status of employee health records
Understand an organization’s policies and legal posture concerning searches of employees’ desks and lockers
Know how to respond to legal orders such as subpoenas, summonses, and warrants
Know the legal steps that have been taken to protect the privacy of individual employees
Recognize issues concerning employee privacy and confidentiality that often lead to conflict between individuals and organizations
Understand that a manager’s visible attention to chronic absenteeism and tardiness can usually minimize or prevent both
Appreciate the value and importance of preventing employee problems whenever possible
Appreciate the necessity of emphasizing problem prevention whenever possible
Be able to address different common forms of termination for cause: discharge for behavior problems and dismissal for performance problems
Understand the applicability and operation of an employee assistance program
Be prepared to address excessive absenteeism
Differentiate between problems of performance and problems of behavior and be familiar with systematic processes for addressing each
Understand the primary purpose of most processes for handling employee problems as correction of behavior
Recognize the inevitability of people problems in any work group and understand some common origins of such problems
Know the role of human resources in performance appraisal, including the times in the process when a department manager becomes involved
Recognize the features of practical performance appraisal forms
Appreciate important legal implications of performance appraisals
Know when and how self-appraisal can be a constructive element of the performance appraisal process
Be able to schedule and conduct a performance appraisal interview
Know the two most common approaches to appraisal timing
Be able to define the critical difference between the terms standard and average as they are used in performance appraisals
Know the kinds of standards and measurements that can be applied in appraising performance
Understand that sound position descriptions are the essential starting point for an effective appraisal process
Avoid the problems presented by appraisal instruments that require evaluators to render personality judgments
Appreciate common obstacles to performance appraisals
Recognize traditional approaches to performance appraisals
Understand the primary objectives of performance appraisals
Know the reasons for having an up-to-date performance appraisal process
Know about human resources’ involvement in external agency investigations and how these involve department line managers
Be familiar with basic guidelines for managers who become involved in legal actions
Understand human resources’ role in performance appraisals
Have a better understanding of a manager’s role in the employment process and what occurs behind the scenes in human resources
Be able to discusses statutory benefits such as Workers’Compensation and short-term disability
Understand the roles of human resources and department managers regarding benefits
Describe the role that human resources and department managers have in matters of compensation
See how human resources can help managers meet departmental training needs
Appreciate the importance of developing potential managers
Understand employee mentoring
Know how to approach on-the-job training
View cross-training as a means for improving employee capability and departmental effectiveness
Understand applicable principles in addressing staff training and development needs
Appreciate the importance of new-employee orientation
Be able to outline the essential role of department managers as teachers
Appreciate the importance of training and development as continuing activities
Be aware of the potential for fraud and distortion on résumés and applications, and know how to address suspicions concerning such material
Recognize that some applicants have a tendency to interview the interviewer and know how to address this mode of behavior
Understand the present-day concept of “behavioral interviewing”and how it may or may not differ from what one might consider“ordinary” interviewing
Understand how an interviewer should respond or react when receiving legally forbidden information that is voluntarily given
Know how to recognize and apply methods useful when probing for additional information that could be helpful in arriving at an employment decision
Know the specific kinds of questions that can and cannot legally be asked in an employment interview
Understand the interviewing process from the perspective of an interviewing manager
Know how to prepare for an interview prior to an applicant’s arrival
Be familiar with the specific laws that have implications for the interviewing process
Discuss the objectives of discipline and appeals systems
Describe the general recruitment process for persons interested in being employed by healthcare organizations governed by civil service systems
Explain why position classification and compensation are very important and controversial parts of public administration organizations governed by civil service
Know the difference between a classified and an unclassified employee
Understand the purpose of the civil service system job classification
Be able to provide a brief history of the development of state and local civil service systems
Appreciate special recruitment concerns, such as recruiting during periods of labor shortage
Recognize both the advantages and occasional disadvantages of promotion from within the organization
Understand a department manager’s role in locating job candidates
Know the preferred reference checking approaches and understand the concepts of defamation and negligent hiring
Be sensitive to the problems potentially encountered through a department manager’s active involvement in checking references or answering references requests
Understand the essential partnership between a department manager and human resources in recruiting employees
Recognize and describe the steps in the recruiting process
Know how to create a position description
Know the components of a position description
Appreciate the contribution made by a position’s incumbent
Know how to conduct a position analysis
Understand the importance of a properly prepared position or job description
Understand the department manager’s key role in employee retention
Appreciate the importance of establishing and maintaining a solid one-to-one relationship with each employee in the department and the need to know each as a whole person to be an effective
Describe a manager’s essential downward (toward the employees)orientation as opposed to an upward (toward higher management)orientation
Explain the value of a true open-door policy
Understand the importance of having a department manager remain visible and available to the staff
Be able to compare and contrast production-centered management and people-centered management, recognizing that most health care activities require people-centered management
Appreciate the value and importance of employee participation and input
Recognize that groups comprising the majority of health care organization departments are typically heterogeneous
Understand and eventually overcome the apparent differences between human resources personnel and line managers
Perspective, and other characteristics for the purpose of explaining some of the tensions that develop between the two groups
Compare and contrast line management and human resource management as to background
Identify the activities for which a department manager can expect contact and involvement with human resources, and the likely extent of that contact and involvement
Subdivide human resource services according to the major tasks of acquiring, maintaining, retaining, and discharging or separating employees
Identify the services that are almost always, often, and occasionally provided by a human resources department
Acknowledge 1964 as the beginning of an effort by the federal government to shift considerable social responsibility to employers
Understand highlights of legislation enacted in 1964 and beyond
Agree that 1964 was a pivotal year in legislation affecting human resources
Trace the chronology of legislation affecting employment, beginning in 1932, with a brief explanation of each pertinent law
Understand the evolution of the regulated environment within which human resources must work in serving a health care organization
Appreciate contemporary trends regarding outsourcing human resource services
Have reviewed the effects of re-engineering on services provided by human resources
Understand the role of human resources when implementing changes within an organization
Appreciate the relationship between human resources and executive management and other organizational departments
Describe how the human resources operation is commonly organized to best serve an organization
Describe several models for organizing a human resources department
Be able to distinguish between line and staff activities and establish human resources as an essential staff operation
Understand the placement of human resources within an organizational hierarchy
Describe or formulate the mission of a human resources department or area in a healthcare organization.
Appreciate the rationale for having a human resources department.

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