CASE STUDY: What Shall It Be and Where Do We Put It?

Directions: Student will prepare a written analysis of the textbook case study. The textbook case studies are prepared to develop critical thinking, analysis, and evaluation of human resource issues facing health care professionals. It should be noted, that these case studies have ANSWERS in the textbook. It is the expectation that the student will provide further analysis beyond the textbook answer. Students are expected to analysis the , evaluate additional outcomes beyond what is stated in the textbook, and critical present additional solutions with outside sources, and textbook support in proper APA format.

Expectations: Students will prepare a 2 page critical analysis of the case study identified in the textbook. Students will need to “think outside the box” since these case studies have answers in the textbook. It is the expectation of the instructor that students will provide additional support and justification for their decision making, and analysis of the situation with outside resources such as empirical research articles, articles from popular literature such as HR Magazine,, or any other credible source in proper APA format.
Please answer the questions at the end of the case study using sources like the ones listed in the instructions since the answers can be found in the third edition human resource management in health care principles and practice Charles R. McConnell. Think outside the box to answer the questions using the above named references.

CASE STUDY: What Shall It Be and Where Do We Put It? 

“Things were much simpler when we were just a small-town hospital with a four-person personnel department,” said personnel director Sharon Kelly to her immediate superior, chief officer Don Thomas. “But now that we’re a so-called health system, it’s almost impossible to tell who is supposed to be doing what for whom on any given day.”

Sharon’s allusion to a system was in reference to the recent merger of their facility, Community Hospital, with a somewhat smaller rural facility located 15 miles away. At the time of the merger, Community Hospital, newly renamed the Affiliated Community Health and Education System (ACHES), acquired an organization consisting of three primary care centers that became satellite facilities for the system and became affiliated with an additional two sizable group practices, one medical and one surgical.

Sharon continued, “And now, as I understand it, we’re going to be called human resources, not personnel. Is that right?”

Don nodded. “Yep, it’ll be Human Resources from now on.” He grinned and added, “We might as well call it HR. That’s what every other place is doing.”

“Don’t get me wrong,” Sharon said. “I’m not complaining. I’m really pleased with being named personnel—that is, HR—director for the system. But look at what we’ve got to work with. There are four of us here at Community. Two people are in the department at the other hospital and one personnel person at the biggest of the satellites, with just a secretary taking care of personnel stuff at the other two satellites. Office managers at the group practices are overloaded trying to take care of personnel matters along with a dozen other concerns. And now we’ve got such a far-flung setup that if I were to get in my car and make a circuit of all of our facilities, I’d travel more than 60 miles. What can we do with all of this?”

Still smiling, Don said, “That’s what we want to know. We want to know how to organize the new HR department to best serve the Affiliated Community Health and Education System. Every essential base has to be covered, but keep in mind that nothing is forever, given that we’ll probably continue to grow and change.”

“But what does the CEO want from Pers . . . ah, Human Resources?”

Don shrugged. “In some respects your guess is as good as mine. You know how she’s been about your area since she’s been here. She expects us to recruit good employees for the system and keep good records. Keep the system out of legal trouble, but don’t make waves.”

At that moment, Sharon had very little idea of the direction she should recommend.

How would you respond to Don’s request? How should the new HR department be organized? What issues should the HR department focus on first? What aspects may change over time? Why?

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