Examine a significant way that the Joint Commission has influenced the basic functions of HRM and predict the likely impact of the policies and procedures at the your acute hospital. Provide support for your rationale.

Examine a significant way that the Joint Commission has influenced the basic functions of HRM and predict the likely impact of the policies and procedures at the your acute hospital. Provide support for your rationale.

  1. Analyze the importance of collaboration between HR and department managers when filling open positions, indicating the most likely impact on the hiring process.
  2. Create a detailed outline of a training program for managers. The outline should include, at a minimum, interviewing techniques that both help managers identify the best candidate for the job and meet the requirements of appropriate employment laws and regulations.
  3. Determine the most significant factor that should be considered in order to develop a compensation and benefit plan that is fair, competitive, and aligned with the organization’s strategic objectives, indicating the direct impact of each factor on the elements.
  4. Recommend a performance appraisal method that you believe would be the most effective for the organization and support the reasons for your decision. Provide support for your recommendation.
  5. Create a strategy to effectively manage both performance- and behavioral-based employee problems, which will lead to the desired behavior result.



The Joint Commission created standards for providing appropriate and talented employment services in the healthcare business. It also provides the administration structure for excellence, protection, and refining performance.  It offers external verification of comprehensive business practices. It improves the risk managing as well as risk cutback. It helps provide the competitive edge in a marketplace that involves the best staff while attracting and retaining the quality workers. They help accomplish regulatory requirements in the select states.

There is a better level of confidence that the procedures of staffing support the supplemental workforce working in the organization have met the severe requirements that are set by the Joint Commission.  Health care recruitment services accreditation would provide the organization with a third party source of info to assist in making knowledgeable choices among staffing needs. The certification backs and facilitates health care organizations’ determinations to improve the quality and levels of safety of care provided to the patients (Armstrong, 2003).

At every level of an organization, the department managers and HR professionals both work together to advance employees’ abilities. For instance, the HR professionals counsel managers and the supervisors on how to assign the employees to dissimilar roles in an organization, thus helping that organization adapt effectively to its setting. In an elastic organization, the employees are moved around to various organizational functions based on the priorities and the employee preferences.

There are many steps to drafting and picking qualified employees. Main, the department head needs to notify the HR manager of a vacancy in their section. Then a HR manager must get the job description to articulate the Job Description Sheet for advertisement either within, in public, or both. The HR needs to field the responses to the job publication to eliminate the unqualified candidates. Once that is finished, the interview procedure must be harmonized. The head of department and the HR will interview the candidates. Though most interviews are with the HR manager or the associates, not all the applicants get to see with the department’s manager straightaway. It is not surprising for the organization to filter out those that fail to amaze the HR manager first. For the select few that make it over, the HR manager then schedules interviews among the department’s manager and the potential candidates, and then follows up with the appointment process to ensure that the new hire is in line with the organization’s policies (Holton, 2001).

Training managers is a vital step for any organization. Through active activities and practice exercises, the participants will study how to better emphasis on the fundamental mechanisms of delegating efficiently, setting aims, giving performance response, and providing growth chances (Winstanley & Woodall, 2000). The training ought to make the managers:

  • Identify their strengths and development opportunities of the staff.
  • Identify the four behavioral flairs and how to coach all.
  • Exploit their style for more operational communication.
  • Delegate responsibilities to others.
  • Set the SMART objectives for themselves and the others.
  • Provide productive feedback as well as follow up on objectives and workgroup aims with underlings.
  • Advice an employee who is not acting up to anticipations.
  • Exemplify the effect of body language in addition to vocal tones in communication.
  • List strategies for dealing with problematic behaviors.
  • Efficiently run business meetings.
  • Create an action plan to develop their own supervision skills.

One can gather many key insights into how somebody thinks and relates to the others by questions that do not openly relate to job at hand in interviews. For instance, asking candidates about what they do for pleasure. This could help you understand whether they look for creative or else competitive actions if they have ever won a competition if it is the end. It does not have to be so much work-related; enquire what the activity was and how they got it. The interview must not consist of merely checking off the list of job necessities. One needs to see the individual behind the paper resume. Which of the candidates think clearly, which pay attention to if they go deeper for the specifics?  How well they listen as well as retain knowledge. One may also ask them to recap information that was given earlier in the meeting.

Employee compensation may be a delicate subject, and individuals get too passionate whenever trying to define the most suitable compensation strategy for any organization. Numerous human resource-related hesitations have to be considered, but equally important understandings, the economic features of employee compensation. Employee compensation is far more than simply the direct amount that one pays the employee. In addition, other fixed cost need to be combined in the general payroll financial plan. There are numerous areas to consider whenever figuring out in what way to compensate the employees (House, Javidan, Hanges, & Dorfman, 2002).

Incentives plus bonus plans must have clear rules to moderate any misunderstanding. It should not be seen as a specific payment, but in its place must be measured by the performance of an individual, a team or the company. If the end-of-the-year gratuities are given each year irrespective of performance, they no longer function as the motivating factor that they are expected to be. They should be earmarked for the employees who go over and beyond their daily performance to assist the firm exceed its set goals.

Understanding the costs of the benefit plan before offering it is vital. Offering the benefits is a great incentive for the employees, yet they can be an extremely costly burden to the firm. So whenever assessing which benefits to introduce, contemplate not just today’s direct expenses, but also the long-term expenditures. Adding or removing benefits may be very disheartening to the staff. So do not add whatever is not planned for the long term. Obviously, unexpected circumstances can continuously arise that might affect the ability to carry on offering certain benefit, but the employees will be discontented when the benefits are introduces then removed regularly. There is also need to compute the firm payroll taxes into the general payroll budget. Employers invite expenses, for example the Social Security and the Medicare tax, the unemployment insurance for equally the state and the federal entities, and the workers’ own compensation insurance(Winstanley & Woodall, 2000).

Performance Appraisal Methods is a methodical evaluation of the individuals with respect to their performance on a job and the individual’s prospective for development. It is the valuation of person’s performance in a logical way. It is also a developmental implement used for the all-round development of employees and the business. The performance is marked against factors such as the job knowledge, superiority and amount of output, enterprise, leadership capabilities, direction, reliability, co-operation, decision making, versatility and fitness. Assessments ought to be restricted to the past on top of potential performance likewise. Sometimes is more focused on the behaviors as a share of the assessment since behaviors do shake up job results.

Judgmental evaluation approach is a suitable method as it is a collection of approaches, and thus, would be considered also as a methodology. The common approach to finding PAs is by way of the raters. Since the raters are also human, certain errors will continually be present in that data. The very common kinds of errors are the leniency errors, the central tendency errors, and the errors arising from a halo effect. The halo effect is described by the propensity to rate the person who is remarkably strong in a single area higher than merited in the other areas. It is the reverse of the Horns effect, whereby the person is valued as lesser than merited in the other areas due to a risky deficiency in the single discipline. Such errors rise mainly from social cognition as well as a theory in such a way that how one reviews and assesses other persons in numerous contexts is related with how one obtains, processes, and classifies information. An indispensable piece of this technique is the rater training. The Rater teaching is the procedure of educating the raters to make more precise valuations, characteristically achieved by decreasing the incidence of halo, clemency, and the central-tendency error. Rater exercises also help the rater to develop a collective frame of reference for the evaluation of personal performance.

Whenever one first conveys a performance problem to the employee, there is need to say what was noticed and could like to see in its place. Being specific about what was seen that is a problem helps while asking the employee for a reaction. Enquire from the employee if there’s some special training or else more means they want to do their job well. Search if the job is organized so that most persons would perhaps fail, and if so, that job needs to be restructured. Tell them that there is need for the performance to improve. If they react intensely and claim to quit, offer them a day to use in thinking it over. Anyhow, one has to remind them that they have their support in that role (Holton, 2001).

Behavior problems like spotty attendance may signal a range of issues, from an issue at home or else job dissatisfaction. Talking with the employee confidentially to find out if he/she has met a problematic personal issue or is facing a life transition, for example a relationship breakups or even an ill close relative’s turn for the worse, then express empathy. One might want to refer that worker to the employee assistance package if the health-insurance plan does offer one as a portion of its bundle. If the talk with that employee exposes an underlying displeasure with the company, ponder if he is just raising an office practice that would accept some improvement. Maybe the vacation procedure has not been plainly laid out, and with the summer approaching, he/she is becoming indignant. However if the chat discloses deep-seated displeasure, perhaps the worker needs to ponder adjusting their approach or if that job is the best fit. One might have to prompt the worker that chronic plus unexplained absenteeism will be treated accordingly to the company’s inscribed attendance punitive policy.













Armstrong, M. (2003). A handbook of human resource management practice. Kogan Page Limited. Retrieved fromhttp://books.google.com/books?hl=en&lr=&id=2AGbuhlTXV0C&oi=fnd&pg=PR17&dq=documentation+human+resource&ots=ZlTqYKtTI1&sig=zh60KCmzhvbJ-DVDe16sOtgYAKw

Holton, E. (2001). Foundations of human resource development. Berrett-Koehler Store. Retrieved from http://books.google.com/books?hl=en&lr=&id=4o4NgR9DM0IC&oi=fnd&pg=PR16&dq=privacy+obligations+human+resource&ots=_0AcmCDJMQ&sig=Hqka0dN_N6JW1Mf6EpW9E28BUO8

House, R., Javidan, M., Hanges, P., & Dorfman, P. (2002). Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE. Journal of World Business, 37(1), 3–10.


Winstanley, D., & Woodall, J. (2000). The ethical dimension of human resource management. Human Resource Management Journal, 10(2), 5–20.

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