A Brief Synopsis of the Meaning of Each Chapter
Chapter 9
Job Analysis provides the framework and foundation that all other variables related to a job would follow. They include the last process of recruitment and retention of the potential candidates as well as the duties, tasks, and responsibility that the successful applicants would have among others. The options available that the process can consider and select the best option depending on the organization resources and strengths are captured in the job analysis part. Job analysis is a process that needs to be done systematically where every step is followed to the later. The analysis would show the specific work to be done by the organization responsible for filing the position as well as the applicants that would explain their most interest including other stakeholders. They include the advertisement and communication teams that often involve the media and other internet and social networks that can help enhance a successful job analysis process and to add the recruitment and selection of the right candidate. Job analysis, thus, is in-depth research that shows the steps and actions that all concerned stakeholders play. It results in a system leading to successful recruitment and retention because it also captures the market trends regarding skills and remuneration among others (Barbara & Anantachai, 2010.
Chapter 10
The chapter emphasizes how retention is an essential aspect that would lead the right processes and steps in the recruitment process. It notes how available talent is and the competition between and among organizations in different fields for talented employees. It encourages a broader perception and view of the process and variables that touch on the recruitment and retention (Tyler & Graham, 2010) where it suggests consideration of different strategies that can enhance the recruitment and retention of employees including initiatives that can be applied by an organization to ensure that retention is successful. It also brings an interesting aspect in the recruitment process wherein the healthcare profession, it also needs to consider the accreditation, and licensing issues as the rules that are available would require only hiring licensed and accredited professionals by the different bodies that regulate the healthcare sectors workers and interests. The shortage of workers in the sector resulting from high demand of services in the health care that is a universal requirement, hence, needs to motivate the human resource to strive for retention because the pool of talent is limited and the demand keeps on increasing.
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Chapter 11
Healthcare hiring shows different attributes considered when making the decision that ranges from selection to the actual hiring of various professions in the healthcare sector. It is essential in a sense it also recognizes proper as well as accreditation from professional bodies that regulate the industry (Garman & Russell, 2010). Nevertheless, considering other critical factors and process in the recruitment that can help in the retention and hiring the most competent and talented workers. It has to be scheduled and developed in the short and long-term and, thus, the human resources have to develop strategies that can increase the chance of realizing such goals. Onboarding is also an essential part of new hires or new employees who get acquainted with the processes and procedures that notes the culture and professional conduct in the newer organizations that they work for. It also helps in retention and sustains efficiency concerning production.
Chapter 12
Training and development is an essential part of increasing employee efficiency and competitiveness in the workforce. It results in higher production and output from the employees as well as enhances retention of employees (Schott & Harris, 2010). It is because when employees are trained, it creates the picture and feeling that the organization values them and, hence, it is also concerned in increasing their level of competitiveness and production. An organization should consider the different approaches and options that can be used in training and development and, therefore, chose those that enhance the chances of such organizations realizing their goals effectively. It leads to higher returns and output from the training and development processes and the goals that are set to guide such events.
Chapter 13
Performance appraisal is an essential part in the human resource management that monitors the performance of hired employees to note if they give and produce according to the expectations that the human resources and the organization have from them. It indicates and acts as a monitoring and evaluation platform that results in drastic actions taken according to the feedbacks noted in the appraisal processes that can lead to either positive or negative results and outcomes (Savage & Khatri, 2010). It is essential as it helps employees note whether they are in the right track as well as the organization indicates when on the right track to realize its goals and objectives. An appraisal should be viewed from the positive side and not seen as expenditure and an exercise in futility. Different strategies need to be considered and the best approach that can result in maximum results and output from the concerned parties used in the appraisal process.
Critique
Job Description:
Health Service Administrator is a position that allows management of healthcare givers as well as the facilities that are used in a healthcare setting. It entails all the actions that run from the recruitment to the retention of the workers in the healthcare settings and also the linking the organization with the key stakeholders such as suppliers and financiers to the healthcare setting. The documentation of all the activities and process offered by the health organization would prove essential as part of the roles and duties of the healthcare administrator.
Recruitment and Interviewing Strategies:
The recruitment strategies used in the position would entail incorporation of a mixture of approaches and strategies that include advertising in the local media or other options and platforms that such a position can be viewed with ease. It also would entail the inclusion of accreditation required by applicants as well as the minimum education levels and standards that are needed for the position of health service administrator. The interviews strategies would entail scheduling the interviews in sequences where different aspects of the recruitment process shall be discussed at particular given dates and times for potentially successful candidates.
My Reaction to the Content of the Chapters
The chapter presents an essential aspect that covers the recruitment and retention aspects of workers broadly not only in the healthcare sector but also in other industries. It offers different processes and avenues that people responsible within the recruitment processes can use to enhance the diverse interests and goals that the process that recruitment and retention aspects show. The different strategies that can strengthen retention are also included such as training and development where different approaches and strategies can be used . The chapters, thus, present an exceptional piece of content and materials that empowers readers on issues that touch on human resources promptly.
What I Learned About the Recruitment Process
The recruitment process is an expensive and costly affair that ought to be done professionally to enhance the organization realization of its vision and objectives related to the human resource. The process plays an essential part that determines whether an organization realizes its set goals and objectives or not in the short and long-term. The process also has different options and methods that an organization need to consider and analyze before choosing the process that they use.
Description and Statement on How Recruitment and Retention Play an Important Role in Facilitating Organizational Success
Recruitment and retention determine the costs that an organization spends in acquiring the human capital. Frequent recruitments that result from a lack of retention strategies make the process expensive and costly to an organization making the organization struggle in realizations of its set goals and objectives. Recruitment helps organizations select the most talented employees among the pool that show interests in the available vacancies and, thus, helps it sustains its production and productivity resulting in higher profits and returns in an organization.
If The Chapters Changed My Thoughts about Personnel Selection and Onboarding, And How
The chapters changed my thoughts about personnel selection and onboarding. It presented the benefits that result from Onboarding that motivates new employees and also help them to sustain and increase productivity regarding quality and other productions aspects. It makes workers feel valued and respected by the organization and creates a good image and picture that enhances retention of workers.
Conclusion
Summary of Opinions and Deduction to Critique of the Chapter Read
The chapters have in-depth knowledge and information that touch on all aspects related to actions done by the human resource office to help organizations in the recruitment process and retention. It has generally tackled the healthcare demands in the competencies that human resources have to note that include registration from different professional bodies and also legal requirements regarding the careers and professions in the healthcare sector.
How the Chapters Influenced My Judgments on Training and Development
The chapter influenced my judgments on training and development by viewing the actions and events in training from the investment perception rather than from an expense view. They have made me value training and development as an essential strategy that helps the human resource department realize its goals and development as well as help the entire organization accomplishes its business and professional goals.
References
Barbara, A. W. & Anantachai, P. (2010). Chapter 9: Job Analysis . Cengage Learning.
Garman, A.N. & Russell, D. P. ( 2010). Chapter 11: Personnel Selection and Onboarding . Cengage Learning.
Savage, G. T. & Khatri, N. (2010). Chapter 13: Performance Appraisal . Cengage Learning.
Schott , C. & Harris, C. (2010). Chapter 12: Training and Development . Cengage Learning.
Tyler, J.L. & Graham, K. (2010). Chapter 10: Recruitment and Retention . Cengage Learning.
