Topic #1 Topic: Managing Priorities
Finding the balance between positive patient outcomes and making profits has been a huge challenge for health institutions for a while now. Attempts to improve quality provided to patients have always involved spending money on activities whose economic return is not guaranteed and this is not sustainable for a business enterprise ( Seidner, 2018). As a nurse executive, there are a number of strategies I could put in place to ensure a sustainable and beneficial balance between patient outcomes and financial obligations. The first strategy is to reduce any forms of wastage along the service delivery pipeline. Studies have indicated that upto 30 cents of every dollar invested in the American healthcare system is lost due to wastage totaling to $750 billion every year ( Salmond & Echevarria, 2017). In the hospital setting, these wasteful practices include inefficient delivery of care, poor use of hospital supplies, fraud, and poor time management. As a nurse executive, the reduction of this wastage due to reduce the hospital’s costs and thus increase profits would be prioritized. Standard Operating Procedures would be developed and emphasized on to enhance proper time management and efficient use of available resources. Individual and departmental responsibility would be emphasized on to enhance accountability as it relates to reduction of wasteful practices. Another strategy would be to improve the value given to patients without having to invest more money into the venture. This will be by avoiding clinical and administrative mistakes by staff that may increase length of stay of patients, or even create tension between patient and the hospital staff. This will lead to overall better patient outcomes reducing the hospital costs of rectifying staff mistakes and also increasing the trust patients have on the hospital thus guaranteed return visits upon subsequent health issues ( Cokins & Scanlon, 2017). As a nurse executive, it would also be prudent to persuade the institution to invest in improving the skills and quality of their staff. This may cost the company in the short term, but it will result in better patient outcome, increased efficiency regarding hospital programs, and savings on costs due to less mistakes. Besides, the hospital can even charge slightly higher for certain services and patients will be willing to pay the higher charge as they are guaranteed satisfaction ( Seidner, 2018).
Topic#2 Topic: Traditional and Strategic HR
Traditional and Strategic HR differ in a number of ways depending on the issue being analyzed. Generally, traditional HR departments are said to be more reactive waiting for issues to occur among the staff and having to intervene and create solutions. Strategic HR departments work to avoid the occurrence of these issues in the first place. They are proactive and anticipate what issues may arise from staff regarding various issues and put measures in place to avoid the conflicts from occurring. Traditional HR rarely changes tact with only the people running the departments changing with time unlike Strategic HR where structures, roles, and processes are always being updated to align with current industry trends (Al Adresi & Darun, 2017). Strongly connected to this lack of change is the age of the practitioners with traditional HR having a generally older age average compared to Strategic HR. Traditional practitioners are often older people who are okay with having things remain as they are instead of trying to adapt to new ways of doing things. A barrier to a move to a more strategic HR approach may be the lack of appreciation of the role of HR in contributing to the organization’s bottom line. Some HR practitioners do not appreciate this role thus act as stumbling blocks to strategic HR (Kane & Crawford & Grant, 1999). Other managers look at the HR department as a segmented part of the business instead of an integral part of every department of the business and ultimately its success. Additional training of traditional practitioners would be a good way to open their thinking to new ways of doing things and also act as forums where they can be shown the success of strategic HR in other similar organizations ( Crouse, Doyle & Young , 2011)
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References
Al Adresi, A., & Darun, M. R. (2017). Determining relationship between strategic human resource management practices and organizational commitment. International Journal of Engineering Business Management . https://doi.org/10.1177/1847979017731669
Cokins G & Scanlon C. (2017). Measuring and Managing Patient Profitability . https://www.hfma.org/topics/article/53297.html
Crouse P., Doyle W. & Young J. (2011) Workplace learning strategies, barriers, facilitators and outcomes: a qualitative study among human resource management practitioners, Human Resource Development International, 14:1, 39-55, DOI: 10.1080/13678868.2011.542897
Kane, Bob & Crawford, John & Grant, David. (1999). Barriers to effective HRM. International Journal of Manpower - INT J MANPOWER. 20. 494-516. 10.1108/01437729910302705.
Salmond, S. W., & Echevarria, M. (2017). Healthcare Transformation and Changing Roles for Nursing. Orthopedic nursing , 36 (1), 12–25. https://doi.org/10.1097/NOR.0000000000000308
Seidner, B. (2018). "The Balance Between Financial and Quality Performance in For-Profit Hospitals versus Non-Profit Hospitals. CMC Senior Theses. 1950. http://scholarship.claremont.edu/cmc_theses/1950
