Business 103 Principles of Management: In a well written essay, describe three t
ID: 349990 • Letter: B
Question
Business 103 Principles of Management:
In a well written essay, describe three trends in human resource management. (Review the various aspects of HRM. A trend is a prevailing tendency, movement, practice.) For each trend, discuss its implication to a prospective, potential employee as well as to current employees (working for an organization). How does each of these trends influence one's ability to find employment (or, in some cases, retain employment). You may need to ponder these questions; rely on current events/articles to give you insight. Make sure that you understand the definition of a trend. Trends are not existing laws or standard elements of HRM. They are shifts in those. You may have to do some current research to complete this assignment. Because of the changes in the economic environment, current implies a time frame of within the last 2-3 years or so. Laws,regulations, or policies that have been around for decades are not considered current. (For example, think about how benefits,the selection process, work hours, etc. have changed; what do employers currently practice that is different from years ago?)YOU MUST INCLUDE A WORK CITED PAGE TO IDENTIFY THE SOURCE OF YOUR INFORMATION.
Explanation / Answer
Business 103 principles of management:
In a well written essay, describe three trends in human resource management. (review the various aspects of hrm. a trend is a prevailing tendency, movement, practice.) For each trend, discuss its implication to a prospective, potential employee as well as to current employees (working for an organization). how does each of these trends influence one's ability to find employment (or, in some cases, retain employment). You may need to ponder these questions; rely on current events/articles to give you insight. Make sure that you understand the definition of a trend. Trends are not existing laws or standard elements of hrm. They are shifts in those. You may have to do some current research to complete this assignment. Because of the changes in the economic environment, current implies a time frame of within the last 2-3 years or so. laws, regulations, or policies that have been around for decades are not considered current. (for example, think about how benefits,the selection process, work hours, etc. have changed; what do employers currently practice that is different from years ago?)you must include a work cited page to identify the source of your information
according to flippo, ‘personnel management, or say, human resources management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance, and separation of human resources to the end, that individual, organizational and social objectives are accomplished”. The national institute of personal management (nipm) of India has defined human resources – personal management as “that part of management which is concerned with people at work and with their relationship within an enterprise. Its aim is to bring together and develop into an effective organization of the men and women who make up enterprise and having regard for the well – being of the individuals and of working groups, to enable them to make their best contribution to its success”. According to decenzo and robbins, “hrm is concerned with the people dimension” in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization is essential to achieve organsational objectives. This is true, regardless of the type of organization – government, business, education, health or social action”. hrm can be defined as a process of procuring, developing and maintaining competent resources in the organization so that goals of an organization are achieved in an effective and efficient manner. in other words hrm is an art of managing people at work in such a manner that they give best to the organization.
An emphasis on performance improvement ought not to be considered a burden. The viability of the substance abuse treatment field depends on establishing the effectiveness of its services. Performance improvement has a critical mission: to use objective information to improve outcomes continually by
Program and management staffs should consider making performance improvement a central element of their program's administrative plan.
This chapter focuses on
the two major accreditation bodies in the addictions field—the joint commission on accreditation of healthcare organizations (jcaho) and the commission on accreditation of rehabilitation facilities (carf)—have made performance and quality improvement initiatives a cornerstone of their accreditation processes. carf expects agencies to measure efficiency, effectiveness, and client satisfaction. Both bodies have published manuals on performance improvement for behavioral programs
Engagement rate
A critical performance measure is a clinic's rate of engagement for new clients. About 50 percent of clients in outpatient treatment drop out within the first month (fishman et al. 1999), and many clients are no longer in treatment by their third, fourth, or fifth scheduled appointment. For both financial and clinical reasons, many programs monitor how effective the program and its clinicians are in engaging clients.
Because treatment programs expend disproportionate resources during the first few sessions, clients who drop out after only one to three sessions adversely affect the financial status of a program. In addition, early client dropout represents a lost opportunity to help a client and to affect the incidence of substance abuse in a community. Retention in treatment has been linked to better long-term outcomes (fishman et al. 1999). at the first session, the client expresses an interest (regardless of the source of motivation) in participating in treatment. The client's “disappearance” before session four or five raises important questions: why didn't the client return? What changed? And how can the program reduce the incidence of such premature disengagement from treatment?
clinicwide engagement rate.the engagement rate at the clinic level is a simple calculation. the calculation is the total number of clients who attend the third (or fourth or fifth) treatment session, divided by the total number of clients who were admitted into treatment at an initial intake evaluation. This calculation can be completed weekly, monthly, quarterly, or annually.
Clinic engagement rate = total number of clinic clients attending their third scheduled session/total number of clients admitted into the clinic
The more frequently a program measures its engagement rate, the better able staff and management will be to track the performance measure. Any trend toward increased dropouts over time should lead management and staff members to examine carefully the contributing factors. If a program determines the engagement rate only annually, it will not be able to identify or respond to trends. However, if a provider does not have a management information system designed to collect and calculate engagement rates automatically; measuring this outcome on a weekly basis may be a burden. Monthly monitoring of the engagement rate may be a reasonable balance between burden and benefit.
Counselor-specific engagement rates. it is even more useful to look at how engagement rates differ among clinicians. Monitoring and reporting engagement rates to clinicians enable them to determine whether changes in their approach result in improved retention rates.
The calculation equals the total number of clients initially seen by a clinician who attended the third (or fourth or fifth) treatment session, divided by the total number of newly admitted clients assigned to that clinician.
Counselor-specific engagement rate = total number of clients attending third scheduled session with counselor x/total number of clients admitted into counselor x's caseload
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