Class 15: Human Resources Management & Motivation

workforce planning and recruitment functions

Job analysis, Workforce planning, Job Descriptions, Recruitment and Hiring

Job analysis function

• Identify responsibilities for each position

• Avoid task duplication and role conflicts

Workforce planning function

• Identify current staff needs

• Project future staff needs

Job descriptions function

• Define required skills and training for each position

• Specify how each job fits into organizational reporting structure

Recruitment and hiring function

• Identify candidates

• Screen & interview candidates

• Negotiate job offers

• Orient new employees

Employee retention functions

Employee relations & engagement, Training and development, Compensation & benefits, Assessing Employee performance

Employee relations & engagement function

• Identify needs and factors that increase job satisfaction

• Employee recognition programs

• Labor relations

Training and development function

• New technology & laws

• Continuing education

• Interpersonal communication & teamwork

• Leadership development & succession planning

compensation & benefits function

• Job pricing

• incentives/bonuses based on performance goals

• Benefits

Factors affecting job pricing

• kills and knowledge needed

• Experience required

• Fairness inside the organization (internal equity)

• Competition—what other employers pay

  • Lower wages may mean higher contributions to profits but risk attracting lower quality workforce

  • higher wages may attract higher quality workforce, which can increase revenues and efficiency

nonexempt job pricing

paid hourly, eligible for overtime

exempt job pricing

salaried, not eligible for overtime

extrinsic rewards (tangible)

• Money

• Benefits

• Flexible schedule

• Promotion

• Feedback/recognition

intrinsic rewards (subjective)

• Connection with coworkers

• Meaningful work

• Skill development

• Choice/participation in decisions

• Progress toward milestones

maslow’s hierarchy of needs

• physiological: food water

• safety: shelter, employment

• belonging: social connection, friendship

• esteem: status, recognition

• self actualization: achievement, personal growth

McGregor’s theory X and Y

• Theory X: Employees are unmotivated and need managers’ direction (extrinsic rewards)

• Theory Y: Employees are industrious and managers provide resources to facilitate work (intrinsic rewards)

healthcare employees feel

undervalued and unsatisfied; 8 in 10 feel like they are taken for granted

healthcare retention crisis

• half admit that they’ll look for job openings outside their organization

• reasons for leaving: inadequate benefits, burnout, lack of career advancement

top predictors for well-being outcomes

high burnout, high engagement, strong intention to stay, high job satisfaction

low burnout occupations

radiology support staff, internal enabling staff, lab support staff

high burnout occupations

advance practice providers, medical clinical support, counselors and social workers, physicians

workplace lifecycle

1. recruit: Pre employment process to assist with hiring decisions

2. onboarding: helps staff feel belonging and provides support throughout first weeks of employment

3. develop: advancing individuals commitment to the organization

4. retain: feeling of being taken in and accepted as part of the culture

5. off board: process of transitioning former employees out of the company

Michigan incentive program

• People were confused about how the program worked

• Health plans preferred focusing on high-need patients

• Only 16% of people completed the forms

• But 99% of those who did were willing to set a goal

• Gift cards worked better than long-term financial rewards

• Many said the program helped them make positive changes