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Flashcards in Part 2 Focus Q&A Deck (44):
1

One practical reason the administrator must rely more and more on the expertise of department heads is____.
1-Requirements are too numerous for one person to remember.
2-Department heads are being better trained
3-Department heads are coming with more experience
4-Department heads care more.

P.91
1-Requirements are too numerous for one person to remember.

**Remembering the array of requirements to be met by each facility is beyond the capacity of a single person. As regulations continue to proliferate, the average nursing home administrator must increasingly depend on department heads and their staffs to be the experts in each area**

2

One Overarching consideration in deciding at what level, that is, the number of nursing hours per patient day, (PPD) to staff the facility is _______.
1-Ownership Needs
2-Medical complexity of care given
3-Number of patients
4-State and federal minimum staffing requirements.

P.91
2-Medical complexity of care given

Although PPD does apply in nursing and staffing, Medical complexity is ONE of the main FACTORS when staffing for nurses.

3

What is the difference between an Assistant Administrator and an Administrative Assistant?

P.94
An assistant administrator: Has LINE AUTHORITY, and can represent the administrator. CAN make decisions on his/her behalf, and is assigned some area to oversee.
An Administrative Assistant: Is a Staff position and has NO line authority, does not represent the ADMINISTRATOR except in a gathering information stand point.

4

How many beds is a typical nursing home facility?

100 beds

** 200+ beds is a "Large facility"

5

In a typical nursing facility of 100 beds, how many department heads report to the administrator?
1-17 Dept Heads
2-6 middle-level managers
3- 7 to 8 Dept Heads
4- 3-4 Dept Heads

P.92-93
1- 17 Department heads


In a LARGE facility it may be middle managers reporting to the administrator. 6 or more depending on size

6

What are the steps in Hiring Staff?

P.132
1-Recruitment - Process of LOCATING prospective staff.
2-Personnel Selection - Process of deciding which of the applicants best fits the requirements of the job for which they are being considered.

7

What is the EEOC?

EEOC = Equal Employment Opportunities Commission
EEOC is the agency that implements the PART of the Civil Rights Act that deals with the HIRE Process.
*It was created by the Wagner Act in 1935, to implement the provisions of the Civil Rights Act.*

8

What are the three laws that govern the hiring of employees .

1-Civil Rights ACT 1964
2-Equal Employment Act 1972 ** Amendment to Civil Rights Act often called the "Tower Amendment" or "Title 7" -- *Created by the Wagner Act
3- Americans with Disabilities Act 1990

9

What does the Civil Rights Act 1964 prohibit?

P.133
Discrimination in employment practices on the basis of race, color, religion, sex, or national origin.

10

In the Hiring process, what does Title 7 allow?

P.133
It allows for the use of ABILITY Tests in employee selection procedures.

11

The employer interviews 90 Black Applicants and 30 white applicants, then hires 30 white and 30 Black applicants. If applicants were hired in these proportions over time, the facility would LIKLY experience ______.
1-Reverse Impact
2-Reverse Discrimination
3-Worker Pool depletion
4-Adverse Impact.

4-Adverse Impact

**Because The EEOC guidelines require the employer to be able to demonstrate that the selection procedures used are valid in predicting or measuring employee performance in a specific job. They define discrimination as adverse impact. Also the 80% rule

12

How does the EEOC define Adverse Impact?

P.134
“Adverse impact” is defined as occurring whenever the selection rate for any racial, ethnic, or sex group is less than 80% of the rate of the group with the highest selection rate OR at least 16% of the minority applicants must be selected.

13

What is the difference between Reliability and Validity of Information.?

P.134
Reliability applicants refers to the consistency with which the same results are obtained over a period of time and when used by different testers

Validity measures what it is intended to measure and does it well. In essence, validity is a measure of how effectively an instrument does its job

14

The staff development coordinator sent a candidate to five different department heads who used her new APPLICATION form and obtained the score results. The staff development coordinator can reasonably say that the application form has_____________.
1-Reasonable Reliability
2-Good Validity
3-a good future
4-Construct Validity

P.136
1-Reasonable reliability

** Because she took it to DIFFERENT people and got the SAME results**
--same results are obtained over a period of time and when used by different testers

15

The staff development coordinator asks several of the department heads if the application form she has developed is helping them match candidates with job descriptions. She is wondering if the instrument has_______.
1-Content Validity
2-Reliability
3-Usefulness
4-Repeatability

P.136
1-Content Validity -- because you are trying to match the job description -- Skills

Content validity is the degree to which a test, interview procedure, or other selection tool measures the skills, knowledge, or performance requirements actually needed to fill the position for which the applicant is applying.

Construct Validity The extent to which a selection tool measures a trait or behavior perceived as important to functioning in a job is construct validity. Ex. Face Expressions, How friendly someone is.

16

What is Construct Validity?

Content validity is the degree to which a test, interview procedure, or other selection tool measures the skills, knowledge, or performance requirements actually needed to fill the position for which the applicant is applying.

17

What is Content Validity?

Construct Validity The extent to which a selection tool measures a TRAIT or BEHAVIOR perceived as important to functioning in a job is construct validity. Ex. Face Expressions, How friendly someone is.

18

When asking Pre or Interview questions what is a good rule of thumb?

P.135-136
Ask General Questions not specific questions that might REVEAL specific characteristics about the interviewee in regards to the Civil Rights Act

Example:
Do you drink Alcohol? = Legal
How Much DO you drink = Illegal
Are you using illegal Drugs? = Legal
Have you ever been treated for drug problems = Illegal
How did you break your leg = Legal
How did you come to use a wheelchair? = Illegal
Are you willing to work on the required schedule? = Legal
Are you willing to work on EASTER? Illlegal

19

When considering hiring someone with a disability when is it ok to ASK “Do you need a reasonable accommodation to perform the essential functions of the job? If so, what kind?”
1-Never
2-in an interview
3-After an interview
4-After a Job Offer has been made?

4-After a job offer has been made.

*employer may ask an applicant about the nature of any need the applicant may have for adjustment to a handicap only after making a job offer. It is only at this point that the employer may consider what a reasonable accommodation might be.*

20

In an interview, what type of questions are LEGAL when asking about a disability?

P.137 (Table 2.1)
when trying to determine an applicants ABILLITY to substantially preform a specific job WITHOUT a SIGNIFICANT hazard.

21

When is it ok to require Prof of being a US citizen?

P.137 (Table 2.1)
only after they have been hired.

** during interview you can ask if they are, BUT can only require it after they have been hired**

22

In an interview what types of questions are acceptable when asking about education?

P.137 (Table 2.1)
Lawful
1-nature of your academic training
2-Any skills including language that you might have
Unlawful
1-Any question that would REVEAL the nationality or religious affiliation of your school.
2-Question of how you know a foreign language.

23

Social approval, self-esteem, security, and use of power are examples of what?
1-Employers seek from employees
2-Each employer offers employees
3-Employees seek from facility
4-Overly idealistic goals.

3- Employees seek from the facility

**What employees require of the facility can be divided into five areas: (a) social approval; (b) self-esteem; (c) security; (d) use of power, accomplishment, service, and exercise of leadership; and, perhaps most important, (e) to work for an organization with a vision that allows the employee to participate in a larger meaning, giving them a sense of purpose and pride in their accomplishment**

24

Generally, if the community or significant others disapprove of the employee working at a facility, the employee_____.
1-will quit
2-Will redouble her effort
3-Not have positive feelings about working at the facility
4-Will be enabled by the facility attitude to forget this.

3-Not have positive feelings about working at the facility.

**If the community, or significant others in the community from whom approval is sought, disapproves of the employee working at the facility, he/she will not have positive feelings about the job itself or feel that being a “good” employee is worth the effort.**

25

Employees who are enjoying a high level of job satisfaction are more likely to be able to______.
1-Require additional benefits
2-Have been significant in-service training sessions
3-Achieve educational Goals
4-Provide a high level of patient care.

4-Provide a high level of patient care.

**Retaining high-performing employees over an extended period of time is economically desirable for the facility.
because of Tranings, and skill improvments offered by the facility.
Also, A motivated, contented staff, capable of contributing significantly to the quality of resident patient life, consists of employees who are enjoying a high level of job satisfaction and are thus enabled to provide a high level of patient care.**

An administrator in a large California chain facility says he is successful because he primarily concentrates his energy on the staff. Only highly motivated, happy staff, he believes, give loving care to residents.

26

What is Theory X?

p.153
Theory X is:
Most managers are this and believe that:
1-Employees inherently dislike work
2-Little ambition
3-Likes to take direction
4-Wishes to Avoid taking responsibilities.
5-Motivated by the security of having the job for MONEY

27

What is Theory Y?

P.153
Theory Y is:
Opposite of Theory X
1-Work is a natural as play, and the right work conditions can lead to employees loving work, and work being a source of satisfaction.
2-If employees are committed to organizational goals they will self police themselves, no need for rewards or punishments.
3-Emplyee will SEEK responsibility when properly motivated
4-Belief that the ORGANIZATION underutilize the capabilities of its employees.

28

What is Theory Z?

P.153
Theory Z is a combination of X and Y.
For the most part Y is correct but what motivates employees changes over time, and either theory can be correct depending on the situation of the individual employee.

29

Right brain people are:

P.154
more intuitive, quick, and less complex in their approach to decision making. According to the Myers Briggs Test

30

Left Brain people are:

P.154
systematic, thorough, balanced, and ask detailed questions about each situation, according to the Myers brigs test.

31

Some motives/needs may recede when meet or satisfied, like Hunger or Thirst. Other motives _______ such as the need for POWER.
1-follow the same pattern
2-are unpredictable
3-Disappear when met
4-May become MORE intensified when partially met.

P.155
4-May be come more intensified when partially met.

**In Maslow's hierarchy of needs While the lower-level needs may decrease in strength when achieved, the higher-level needs, especially the need for self-actualization, tend to continue to grow stronger as they are being met.**

32

What is JOB enrichment? Job Depth?

P.155
-giving employees increased roles in the decision-making processes of the facility.

-Job depth refers to the extent to which an employee has power to influence decisions.

33

Employees who are HARD-Driving, and achiement-oriented, who strive constantly to achieve higher levels are characterized as _____.
1-Type A personality
2-Type B Personality
3-Driven
4-Successful

P.156-157
1-Type A personality
Also typically A = Red when using colors.
**Type A are characterized as hard-driving, achievement-oriented people who strive to succeed to the highest level whatever the area of activity, whether in sports, job titles, or on-the-job productivity. Type A persons, especially those who are chronically angry, appear to be at increased risk of heart disease because of the high stress** Type A employees come to the facility with a high internalized motivation level. They are overachievers in comparison with Type B


34

A person who has only moderate achievement needs, are less competitive, and more satisfied with moderation weather in sports, titles or on-the-job productivity are characterized as __________.
1-Type A personality
2-Type B Personality
3-Less Driven
4-Successful

2-Type B Personality

Also type B is colored as a Blue when using colors.

35

Job performance evaluation is assigned to who?

P.165
LINE Managers

**Such responsibility distinguishes staff from line management functions: staff, having no line authority, should not be assigned line responsibility for human resources matters—hiring, evaluating, promotion, reprimanding suspending, or discharging employees—because to do so violates the concept of each employee reporting to but one manager**

36

Deming's third deadly sin is evaluation by performance. It builds rivalry, fear, bitterness, and encourages mobility of management. He also argued that being the member of a productive team affords the facility managers sufficient evaluation and control over an employee’s performance. one of the CONS to this is_____.
1-It limits team membership
2-it stifles creativity
3-Organizational memories are short
4-Emplyees like to have written records of there work.

3-Organizational Memories are short.

**Although having performance reviews is a "deadly sin" when a manager is also short lived, and the employee stays there is NO recorded of how GOOD or BAD an employee is. The organization has a short memory. This is a bad thing worse than this Deadly Sin**

On balance, the absence of any written system for evaluation of long-term performance exposes the individual more nearly to the “whim” of managers who head the employee’s department.

37

Job Performance evaluation is intended to be a function of comparing and controlling personnel_____
1-Attitudes
2-Approaches to management
3-Behavior
4-Preformance Quality

P.165
4-Preformance Quality

**A basic purpose of the job performance evaluation is to focus the energies of the employee on the performance level expected of him/her.
THE EEOC and the ADA both encourage and want well documented files on work performance

38

What are the three basic objectives in employee performance evaluation?

P.165
1- feedback on work performance;
2-to provide a basis (plan) for directing future employee efforts toward organizational goals;
3-to provide a basis on which managers will decide on promotions, compensation, and future job assignments

39

When a manager evaluates an employees performance what are the three desires a employee has when put in this situation?

P.166
1-Enough opportunity to see the employees WORK
2-Emplyee wants MANAGER to have a sound understanding of the EMPLOYEES JOB and STANDARDS that are evolved.
3-Wants the MANAGER to evaluate from an "Informed point of view"

40

Department heads who consistently give high ratings to avoid conflict illustrate the
1-Abuse of global ratings
2-Leniency Error
3-Error of central tendency
4-Halo effect

2-Leniency Error

Global Ratings are: The Scale that is used for evaluation, 1,2,3,4....A,B,C,D,F

Error of Central Tendency is: Managers give moderate scores to employees regardless of Poor or good Performance.

Halo Effect: The manager lets one category effect every other rating category, because the manager put more emphasis on a particular category. -- EX: Being late all the time should not effect how well they score in resident care.

41

Transfer, promotion, demotion, layoffs are POSSIBLE outcomes of _______________
1-Poor work attitudes
2-A performance appraisal
3-good rating scales at work
4-Global ratings for some managers.

P.168
2-A performance appraisal.

42

Unless the Facility can convincingly illustrate that it had a "just cause" for firing an employee, that employee will likely__________.
1-be rehired
2-Remain on the facility payroll
3-Collect unemployment
4-Complane to the State

P.174
3- Collect unemployment

**The company is the one who pays Unemployment Taxes

43

Grievance procedures offer a needed _______.
1-Source of discipline
2-Safety Valve
3-Protection to the management
4-Reciprocity relationship

P.174
2-Safety Valve

*Grievance procedures are an important safety valve for policies regarding disciplinary actions.
Employees need to know that there are equitable procedures through which their reactions and views can be expressed when they feel they have been dealt with unfairly*

44

What is the term disemployment mean?

P.174
Disemplyment is when someone is being fired. In order to ease the pain you help and point them in the right direction of another facility that may be hiring. You help them find another JOB.

ALSO: Outplacement or Dehiring.