HPAM – GP 4835 - Robert F. Wagner Graduate School of ...



HPAM – GP 4835 Human Resources Management for Health Care Organizations: Part I – PrinciplesFall 2019Instructor InformationProf. Sarah GurwitzEmail: sarah.gurwitz@nyu.edu Office Address:Office Hours are by appointment. Students are encouraged to e-mail faculty at any time.Course InformationClass Meeting Times: Tuesdays, 10/29 – 12/10, 4:55 pm – 6:35 pmClass Location: 194 Mercer Street, Room 209Course DescriptionThis is a 1.5 credit course. Part I is required for health management students and is recommended for health policy and finance students. Part I (HPAM-GP.4835) is designed to study the essential role of human resource management within health care organizations. The degree to which health care organizations manage human resources will, to a great extent, determine the success of the organization. The course serves as a comprehensive foundation for those aspects of human resource planning, development and administration vital to the human resource manager, line managers and senior leaders.Course Competencies and Learning ObjectivesLearning Objectives:Through the text readings, journal articles, case presentation and discussion, and student presentations students will acquire the ability to:Create executive decision-making strategies, as applied to human resources managementEstablish organizational workforce plans, in alignment with organizational goals and objectivesEstablish staff training and development programs, in alignment with organizational goals and objectivesImplement successful recruitment and retention processesEvaluate workforce productivityUnderstand and value the strategic role of human resources management in a health care organizationUnderstand and value the role of human resources in effectively managing organizational transformationUnderstand and value the impact of workforce diversity and globalization on health care organizationsKey Competencies Addressed in the CourseAssignments and participation in class and case study discussions in this course will be used to assess progress against the competencies listed below. No student will receive a B or higher without demonstrating satisfactory progress toward mastery of each competency. The level of competency expected to be achieved is denoted in brackets according to the following key:[1] = Basic: Foundational understanding of knowledge/skill/competency[2] = Intermediate: Student demonstrates greater depth of understanding of this knowledge/skill/competency and can use this ability to analyze a problem[3] = Advanced: Student demonstrates expertise in this knowledge/skill/competency and can use this ability to evaluate, judge, and synthesize informationThe ability to align human resource capacity and human resource practices and processes with the strategic goals of an organization The ability to manage teams, projects and people; to lead and transform health care organizations; and teach, coach, and mentor a diverse and changing workforce The ability to understand and apply legal and ethical principles when leading health care organizations The ability to hold people accountable to standards of performance and/or ensure organizational, professional and ethical compliance The ability to communicate and interact productively (via listening, speaking and writing) on matters of healthcare with a diverse and changing industry, workforce and citizenry The ability to present convincingly to individuals and groups the evidence to support a point of view, position or recommendation. The ability to implement management practices that optimize workforce performance Learning Assessment TableProgram Competency Corresponding Course Learning ObjectiveCorresponding Assignment TitleDenote Level of Competency Expected to Achieve via the Assignment The ability to align human resource capacity and human resource practices and processes with the strategic goals of an organization#1, #2, #5, #6, #7, Faculty Observation, Team Project, Class Participation3The ability to manage teams, projects and people; to lead and transform health care organizations; and teach, coach, and mentor a diverse and changing workforce#3, #4, #7, #8Faculty Observation, Team Project, Class Participation2The ability to understand and apply legal and ethical principles when leading health care organizations#2, #4, #8Faculty Observation, Team Project, Class Participation2The ability to hold people accountable to standards of performance and/or ensure organizational, professional and ethical compliance#5, #8Faculty Observation, Final Paper2The ability to communicate and interact productively (via listening, speaking and writing) on matters of healthcare with a diverse and changing industry, workforce and citizenry#5, #8Faculty Observation, Final Paper, Class Participation3The ability to present convincingly to individuals and groups the evidence to support a point of view, position or recommendation#3, #5, #6Faculty Observation, Class Participation2The ability to implement management practices that optimize workforce performanceFaculty Observation, Final Paper, Class ParticipationLearning MethodsTeaching methods include:Knowledge transfer though assigned readings, lectures and in-class discussionWork/career simulation exercises through case studies (reading, analysis, in-class discussion and faculty feedback) and individual and team assignmentsSkill development though reflective learning and completion of written assignments.Classroom discussion and debate are essential to this course. Students are expected to attend all sessions and come prepared to participate in the discussion of topics outlined for each course session.Course Texts and Recommended ReadingsFried BJ, Fottler MD, ed. Human resources management in healthcare: managing for success. 4th . Chicago, IL: Health Administration press; 2015. (Required)Hoevemeyer, V. High Impact Interview Questions: 701 Behavior-Based Questions to Find the Right Person for every Job. American Management Association (Recommend)Detailed Course OverviewSession I – October 29, 2019Course IntroductionSyllabusAssignmentsGradingStrategic Human Resources in healthcare organizationIn-class discussionReview Exhibit 1.1 (pages 4-5, Fried and Fottler) Consider how your current employer or a most recent employer would perform against the four categories and practices.Readings:Fried BJ, Fottler MD, ed. Human resources management in healthcare: managing for success. 4th ed. Chicago, IL: Health Administration Press; 2015 Chapters 1, Session II – November 5, 2019Healthcare Professionals/CredentialingWorkforce PlanningIn-class discussionWith a widely diverse workforce in healthcare (Professionals, Allied Health care occupations, Paraprofessionals and support staff) what are the challenges organizations face in ensuring an effective workforce?How does the use of telemedicine for interpretation of X-rays (by providers outside of the organization and maybe outside of the country) affect credentialing/privileging decisions?Questions 2 and 7 (pages 446-447 Fried and Fottler)Readings:Fried BJ, Fottler MD, ed. Human resources management in healthcare: managing for success. 4th ed. Chicago, IL: Health Administration Press; 2015 Chapters 3, 4 and 13.ResourcesDeveloping an Effective Health Care Workforce Planning Model – Assessment Tool: AHA, AONE, ASHHRA - On NYU ClassesAHA Commission on Workforce for Hospitals and Health Systems. Workforce 2015: Strategy Trumps Shortage: On NYU ClassesSession III – November 12, 2019Job Design and Job AnalysisRecruitment, In-class discussionWhat would happen if a healthcare organization decided not to use job descriptions?Recruiting through the internet (and social media) – what are the advantages and disadvantages? What are the risks?ReadingsFried BJ, Fottler MD, ed. Human resources management in healthcare: managing for success. 4th ed. Chicago, IL: Health Administration Press; 2015 Chapters 6 and pages 181-200 Chapter 7.Session IV – November 19, 2019Guest Lecture – EEO – Diversity and ComplianceSession V - November 27, 2019Interviews and SelectionStaff RetentionIn-class discussionGiven 2 equally qualified candidates one from internal recruitment and one from external recruitment how would you go about deciding which one to hire.For various reasons, some healthcare organizations are unable to pay market rates for certain positions. What advice would you give such an organization about possible recruitment and retention strategies.Readings:Fried BJ, Fottler MD, ed. Human resources management in healthcare: managing for success. 4th ed. Chicago, IL: Health Administration Press; 2015 Chapters 6 and pages 181-200 - pages 201-223 Chapter 7.Session VI – December 3, 2019CompensationPerformance and AccountabilityStaff DevelopmentIn-class discussionWhy does the Joint Commission require hospitals and other healthcare organizations to have a performance management system?How would you design an effective process for providing employees feedback on their performance?What would be a successful new employee orientation/employee on-boarding program? How would you measure its success?Readings:Fried BJ, Fottler MD, ed. Human resources management in healthcare: managing for success. 4th ed. Chicago, IL: Health Administration press; 2015. Chapters 8, 9 and 11.Session VII – December 10, 2019Team Presentations Course AssignmentsAssignment #1 - Team Assignment: Students, working in teams, will develop and present, in class, a 10-minute presentation to a mock Medical Center Resource (Funding) committee. The teams represent a mid-size (20-40 FTE) organizational unit in a large inner city Academic Medical Center. The Center’s primary mission is to provide comprehensive health care services to a largely poor ethnically diverse population. The Center is facing financial challenges; your unit however has a need to expand to meet a growing demand for its services. Your request should address the following criteria:The type of organizational unit, The number, types and kinds of positions requested, How the request is aligned to the organization’s strategic goals?How performance for this initiative will be evaluated, Budget considerations, and An analysis of the current staffing addressing why the need cannot be met through staff realignment, efficiencies or system re-designEach team will turn in a paper that fully address the above criteria. The paper should be 4-5 doubled spaced pages and include an attachment summarizing each team member’s contribution to the project. Additional attachments can include a power point presentation; summary sheet, etc. as well.Each team will also provide a brief handout summarizing the request for class participants.Class members will provide an evaluation of each team’s presentation.EVALUATION CRITERIA & GRADING – ASSIGNMENT #1Presentations will be scored on a scale of 1-3 (3= Excellent; 2.5-2.9= above average; 2.0-2.5= average; 1.0-1.9= below average; <1.0= not acceptable) on how well each of the criteria are addressedThe type of organizational unit, The number, types and kinds of positions requested, How the request is aligned to the organization’s strategic goals?How performance will be evaluated, Budget considerations, and An analysis of the current staffing, addressing why the need cannot be met through staff realignment, efficiencies or system re-designAssignment #2 - Individual Assignment: PAPER DUE DECEMBER 15, 2019Suggested topics: Recruitment and retention of qualified staffMaintaining competency/developing skills in a healthcare system workforceManaging diversity; this might address ethnic diversity, professional diversity or managing an increasingly global workforceSystems for staff performance evaluation and feedbackOr a topic of your choosing, approved by the ProfessorYour paper may address the topic in general, or further narrow the focus of the review within that topic. For your selected topic, complete a 4/5-page (double-spaced, excluding references) literature review, citing references, discussing the state of evidence on the topic, identifying potential best practices and summarizing your findings and conclusions. From the references you cite, prepare an annotated bibliography on 8 – 10 of the most relevant articles. Discuss the strengths and weaknesses of each article and applicability to a management setting.EVALUATION CRITERIA & GRADING – ASSIGNMENT #2The following elements will be scored on a scale of 1-3 (3= Excellent; 2.5-2.9= above average; 2.0-2.5= average; 1.0-1.9= below average; <1.0= not acceptable):Evidence of careful review of relevant literatureIncludes of relevant evidence and best practices, and gaps in evidenceIncluded a complete annotated bibliographyThe paper is well-written and well-organized, and your conclusions are supported by the cited literatureEvaluation Criteria & Grading – Course GradingAssignmentGrading WeightDueAssignment 1 – Team Presentation40%Sessions 6 & 7Assignment 2 – Individual Paper40%Dec 10, 2018Class Participation20%OngoingHenry and Lucy Moses Center for Students with Disabilities at NYUAcademic accommodations are available for students with disabilities. Please visit the Moses Center for Students with Disabilities (CSD) website and click on the Reasonable Accommodations and How to Register tab or call or email CSD at (212-998-4980 or mosescsd@nyu.edu) for information. Students who are requesting academic accommodations are strongly advised to reach out to the Moses Center as early as possible in the semester for assistance.NYU’s Calendar Policy on Religious HolidaysNYU’s Calendar Policy on Religious Holidays states that members of any religious group may, without penalty, absent themselves from classes when required in compliance with their religious obligations. Please notify me in advance of religious holidays that might coincide with exams to schedule mutually acceptable alternatives. ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download