RETENTION STRATEGIES –

HUMAN RESOURCES MANAGEMENT IN HEALTH CARE SERVICES/LABOR RELATIONS

·       RETENTION AND EMPLOYEE RELATIONS

·    PERFORMANCE MANAGEMENT AND PERFORMANCE EVALUATIONS/APPRAISALS

QUESTIONS TO BE ANSWERED ARE IN GREEN.

·       QUESTIONS HAVE MULTIPLE PARTS – BRIEFLY ANSWER EACH PART.

·       ANSWERS SHOULD BE SHORT – 3-4 SENTENCES PER QUESTION.

·       SINGLE SPACED.

·       12 POINT TYPE.

·       DOWNLOAD THE QUESTIONS FOR THE FINAL, WRITE ANSWERS UNDER THE QUESTIONS, AND SUBMIT THE FINAL DOCUMENT VIA THE ASSIGNMENTS PROCESS.

QUESTION 1: RETENTION AND TURNOVER – WHAT THEY MEASURE, HOW THEY ARE DEFINED, AND WHAT KINDS OF TURNOVER ARE OF MOST CONCERN TO ORGANIZATIONS?

USING ATTACHED READING 1 (SLIDES 7-12), AND READING 2., PAGES 166 – 170, ANSWER THE FOLLOWING:

PART A: BRIEFLY:  What is the difference between what Retention measures, and what Turnover measures in terms of the attachment of employees to organizations? How are the two terms related to each other?

PART B: THERE ARE MANY KINDS OF TURNOVER IN ORGANIZATIONS.

Briefly describe which kinds of Turnover are legitimately included in Turnover calculations, and which kinds do not need to be proactively addressed by an organization.

QUESTION 2: THE VARIOUS DIRECT AND INDIRECT COSTS OF TURNOVER IN HEALTH CARE SERVICES INSTITUTIONS.

USING READING 1 (SLIDES 7-12) AND READING 3, PAGES 1-3, ATTACHED, ANSWER THE FOLLOWING:

PART A:    Briefly describe ONE (1) DIRECT and ONE (1) INDIRECT cost of Turnover to a health care services organization.

PART B: How can Turnover affect Patient Satisfaction and Patient Quality of Care in health care services organizations?

QUESTION 3: RETENTION STRATEGIES – WHY EMPLOYEES LEAVE ORGANIZATIONS/ONE SET OF COUNTERMEASURES.

USING ATTACHED READING 4 – FOR ADDITIONAL IDEAS, LOOK AT READING 1 (SLIDES 14-27), AND READING 2., PAGES 171-179.

Briefly describe ONE (1) of the key strategies managers can use to retain employees – give a brief description of what is involved in using the strategy you have chosen to discuss.

QUESTION 4: RELATIONSHIP OF PERFORMANCE MANAGEMENT TO PERFORMANCE APPRAISAL/EVALUATION

USING READING 5 (SLIDES 3-4, 10-11) AND READING 6, PAGES 157 – 158, ANSWER THE FOLLOWING:

PART A: BRIEFLY describe the definition of and relationship between Performance Management and Performance Evaluation/Appraisal.

PART B: Between Performance Management and Performance Evaluation: Which of these is MOST focused on the long-term strategic success and development of the whole organization, and on mobilizing all of the organization’s employees to support and contribute to that success and development?

QUESTION 5: PREFERRED EVALUATION TOOLS – MANAGEMENT BY OBJECTIVES.

USING READING 8, READING 5 (SLIDES 17 – 20), READING 6, PAGES 168-169, AND READING 7, PAGE 238, ANSWER THE FOLLOWING:

PART A: BRIEFLY: What is the main idea behind using the Management by Objectives approach toward evaluating the performance of individual employees?

PART B: What is ONE (1) PROBLEM with using the MBO approach as a Performance Management and Performance Evaluation tool?

PART C: What is ONE (1) ADVANTAGE of using the MBO approach as a Performance Management and Performance Evaluation tool?

QUESTION 6: PERFORMANCE EVALUATIONS/APPRAISALS – BIASES.

USING READING 9, ANSWER THE FOLLOWING:

Briefly identify and describe ONE (1) of the key biases that managers need to be aware of and to avoid when conducting Performance Evaluations for employees of an organization.