Flashcards in Lecture 14 Selecting and developing staff Deck (21):
The third phase of the management process; in this phase, the manager recruits, selects, orients, and promotes personnel development to accomplish the goals of the organization.
Staffing is particularly important in health care organizations because such organizations are usually _
*Labor intensive* - many employees are required to accomplish organizational goals.
A *lack of diversity* (i.e., ethnic, gender, cultural, generational, and language variation) in the workforce has been linked to _ in the populations served.
Employee diversity can be evaluated based on _
Whether the staff matches the *community of interest* - so that they are sensitive and responsive to that community's diversity.
Factors influencing staffing shortage/surplus
1. The *economy* - economic downtown of the 2000s forced nurses back into the workforce, reducing open positions.
2. Aging of the nursing workforce.
3. Accelerating demand for professional nurses.
4. Inadequate enrollment in nursing programs of study; aging of nursing faculty.
Aging workers can be accommodated by adopting technology aimed at reducing _
1. The process of actively seeking out or attracting applicants for existing positions.
2. Methods: Should be an ongoing process; advertisements; career days; literature; informal use of members of the organization as examples of satisfied employees.
3. Occurs best by *word of mouth*.
Factors affecting recruitment include _
1. Financial resources.
2. Adequate nursing pool.
3. The organization's reputation.
4. The location's desirability.
5. The status of the national and local economy.
The "magnet hospital" credential was originally established in 1983 based on a study conducted by _
The American Academy of Nursing (AAN) Task Force on Nursing Practice in Hospitals.
The 14 criteria that hospitals should possess and retain to hold magnet status are called _
The "Forces of Magnetism."
To hold magnet status, a hospital must demonstrate empirical modeling of *all* of the key components of _
1. Transformational leadership.
2. Structural empowerment.
3. Exemplary professional practice.
4. New knowledge, innovations, and improvements.
5. Empirical outcomes - this is at the *center* of the magnet model.
*Retention* (not recruitment) is the key to adequate staffing in the long term, and it occurs only when an organization is able to create _
A work environment that makes staff want to stay.
Some *turnover* is normal and desirable, because it _
Infuses the organization with fresh ideas and reduces the probability of *groupthink*.
Regarding the interview process, *validity* increases when a _ approach is used.
Team approach (reduces individual bias).
Unstructured interviews - characteristics
1. Requires little planning.
2. Goals are not clear.
3. Questions are not prepared in advance.
4. Interviewer does most (80-90%) of the talking.
Semi-structured interviews - characteristics
1. Requires some planning.
2. Flow is focused and directed at major topic areas.
3. There is flexibility in the approach.
Structured interviews - characteristics
1. Requires greater planning time.
2. Questions are developed in advance.
3. Focused on skills and qualities.
4. Discusses applicant's experience; interviewer only does 50-60% of the talking.
5. All applicants are asked the same questions.
As a predictor of job performance and overall effectiveness, the _ interview format is best.
The planned, guided adjustment of an employee to the organization and the work environment.
The three phases of onboarding are _