Healthcare Labor Laws Project instructions
Scenario
You are a manager of 50 service industry staff, including orderlies, housekeeping, and cafeteria staff, at Afton Regional Hospital. You have a mix of full-time, part-time, per diem, and contract employees, and these employees often work overtime hours. The employees are diverse in their demographics, as you have employees ranging from ages 14 to 68, who are diverse in race, ethnicity, and gender. All of your staff members belong to one union, and this union has a variety of different labor guidelines regarding employees’ benefits, pensions, hours worked per week, and compensation.
Once per quarter, your department must revisit its resource needs, and determine appropriate resource allocation for the upcoming quarter. These resources include staff, supplies, and training, and this process is crucial to ensuring your department can run seamlessly. Your supervisor is starting to plan for this process and has asked for your assistance. Specifically, she needs to determine the resources necessary to meet the needs of the department, while adhering to relevant labor laws and guidelines. She has therefore asked for a report that describes the makeup of your team within the department and evaluates the impact of relevant labor laws and guidelines on resource allocation. Your supervisor will then use this information as she plans for the larger department’s needs.
After receiving the request from your supervisor, you learned that two employees are expected to be out on maternity leave in the upcoming months, and two additional employees have scheduled substantial surgical procedures in the same timeframe. In addition, you receive an email from the Human Resources department telling you that it has had an increased interest from high school students in working at Afton Regional Hospital. Most of these students would be available only part-time during the summer and holiday times; they range in age from 14 to 19. You are glad you received this information now, as this will all be valuable information to include in your report to your supervisor.
Directions
Your supervisor has asked that you create a resource allocation report that describes the makeup of your team and evaluates the impact of relevant labor laws and guidelines on resource allocation for your team at Afton Regional Hospital.
Specifically, you must address the following:
What to Submit
Resource Allocation Report
Evaluate the impact of relevant labor laws and guidelines on resource allocation for a team in a healthcare facility. Your report must be 500–1,000 words in length and cite any references using the appropriate formatting guidelines.
Sources
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Ramsey-Coleman, J. (2012). Staff scheduling synchronicity. Children’s healthcare of Atlanta implements a Web-based clinical staffing and scheduling system to maximize filled shifts and staffing efficiency while lowering staffing costs by more than $2 million. Health Management Technology, 33(4), 24–25.
Bruce Fried. (2015). Human Resources in Healthcare: Managing for Success, Fourth Edition: Vol. Fourth edition. Health Administration Press. Read pages 459–469 of Chapter 14 (“The Nurse Workforce in Healthcare Organizations”)
“Memorial Health System Dramatically Reduces Healthcare Staffing Costs with ShiftWise Workforce Management System.” Health & Medicine Week 6 Apr. 2009: 3142. Business Insights: Global. Web. 27 July 2022.
On the Fringe: The Sub- standard Benefits of Workers in Part-Time, Temporary, and Contract Jobs. (2006). Medical Benefits, 23(2), 5.
https://www.irs.gov/affordable-care-act/employers/identifying-full-time-employees
https://www.thebalancecareers.com/what-is-a-part-time-employee-1918220
https://www.ziprecruiter.com/blog/what-are-shift-work-hours/
https://www.thebalancecareers.com/shift-work-1918258
https://work.chron.com/contract-employee-13911.html
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https://www.hindawi.com/journals/aem/2015/518179/
https://theemedicalassistants.com/medical-assistant-vs-nurse/
Bruce Fried. (2015). Human Resources in Healthcare: Managing for Success, Fourth Edition: Vol. Fourth edition. Health Administration Press. PP 35-55
https://www.dol.gov/agencies/whd/compliance-assistance/handy-reference-guide-flsa
https://www.dol.gov/sites/dolgov/files/WHD/legacy/files/whdfs53.pdf
https://www.dol.gov/sites/dolgov/files/WHD/legacy/files/whdfs52.pdf
Wilder, Steve, C.H.S.P., S.T.S. (2014). OSHA’s whistleblower protections: Long Term Management Care. Long-Term Living, 63(7), 30-30,32. Error! Hyperlink reference not valid.
Bruce Fried. (2015). Human Resources in Healthcare: Managing for Success, Fourth Edition: Vol. Fourth edition. Health Administration Press. PP 408-418
Schindler, T. F. (2014). Labor Unions in Health Care. In B. Jennings (Ed.), Bioethics (4th ed., Vol. 4, pp. 1785-1788). Macmillan Reference USA. https://link.gale.com/apps/doc/CX3727400355/GIC?u=nhc_main&sid=bookmark-GIC&xid=52aad9a1
https://scholar.flatworldknowledge.com/books/27617/portolesedias_1.0-ch12_s02/read 12.3 Collective Bargaining.
Satyadi, C. (2013). Healthcare Leadership with Labor Union Workforce. Clinical Leadership & Management Review, 27(1), 24–27.
Walsh, M. (2016). Dues & Don’ts. ABA Journal, 102(1), 19–20.
Thomas A. Kochan, Adrienne E. Eaton, Robert B. McKersie, & Paul S. Adler. (2009). Healing Together : The Labor-Management Partnership at Kaiser Permanente. ILR Press. Chapter 1
Valley Hospital to lock out strikers for two days. (2013, December 5). Spokesman-Review (Spokane, WA).
HATTON, E. (2014). Temporary Weapons: Employers’ Use of Temps against Organized Labor. ILR Review, 67(1), 86–110. PP 86-92
Brotherton, P. (2012). High Well-Being Leads to Lower Health Costs and Turnover Rates. T + D, 66(6), 21.
Hunter, J. (2014). The Strategic Imperative for Investing in the Health-Care Industry’s Frontline Workforce. Employment Relations
Cope D. (2003). Staff turnover rates affect hospital costs. Clinical Journal of Oncology Nursing, 7(4), 378.
Employers must notify employees of their FMLA rights. (2015). HR Specialist: Pennsylvania Employment Law, 10(8), 7.
Can you ban workers from moonlighting during FMLA leave? (2016). HR Specialist: Employment Law, 46(3), 6.
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