Staffing in Health Care: Reviewing the Orientation Process (Coursework Sample)

Staffing in Health Care: Reviewing the Orientation Process
Name
Institution

Introduce reasons in selection of project
Filling vacant positions in organizations occurs after a thorough process of planning and consultations among supervisors, line managers and executives. Strategic staffing is defined as the process of identifying and addressing the staffing implications of business plans and change. The decision to conduct staffing or recruit is done by the top human resource managers after consultations with unit managers depending on the needs of each unit. It is therefore critical that the effect of staffing should be defined whenever changes occur within the organization. Defining has to do with identifying available resources before the recruitment exercise. It involves identifying staffing levels and employee capacities needed at a particular point in future to implement plans effectively. It is important to identify available resources and projecting the supply of talent and skills that will be available at a certain point in future for which requirements have been defined clearly. Managers need to know when anticipated demand and forecasted supply will be needed in the organization. This is the point at which staffing process begins within the organization.
Definition of terminologies
This section defines or describes critical terminologies that have been used in the study.
Organizational orientation
Orientation has been defined as programs which highlight organizational issues that are most critical to new recruits in organizations.
Organizational socialization
Is that process by which an individual recruit learns about an organization and re-aligns his or her behavior to fit with that of an organization in terms of roles and tasks.
Organizational practices
These are methods through which employees are successfully integrated and entrenched into the culture of the organization; they also describe systematic processes through which new organizational belief systems, norms and values are imparted to newly recruited employees. They are also described as activities, events, experiences that are designed to facilitate new recruits into an organization through learning, adjustment and socialization into roles, job and work group.
On-boarding refers to all formal and informal practices, programs and policies that are enacted by an organization or its social change agents in order to facilitate new comer fitting or acceptance.
Research Objectives
The main objective of this paper is to evaluate the staffing recruitment and orientation process and determine new research, new knowledge and new practice in staff selection processes.
Review the entire orientation process including budget for all involved:
This section engages in scholarly discourse on staff recruitment and orientations that has undergone transformations over time shifting from the traditional strict, collective, time bound, formal and procedural process to individual, non strict, informal and highly technologically intensive processes.
Literature Review
Empirical studies have been conducted by various scholars in attempts to associate socialization practices, employee re-alignment outcomes and longer term outcomes like employee commitment and satisfaction. Organizations where strategies and programs allow employees to adjust early enough have the greatest benefit to organizational life. Research by scholars indicates that the new comers into the organization always undergo some form of stress upon entry into a new organization and therefore they need supportive resources in order to re-align well. Research has discovered resources that are required and are necessary for survival by new employees. The research discovered seventeen resources necessary for adjustment in organizations as shown:
Other socialization methods include orientation and training and the selective use of personalized socialization and adjustment tactics. For the new comers, their strategy resources include either promoting the status quo; some organizations have an open policy which encourages acceptance of new ideas, concepts and innovations. This can work where there is discretion and autonomy to think.
Another dimension of facilitation is the use of experienced employees such as socialization instruments and means where experienced employees are used as the socialization agents, there is therefore need for extensive feedback to ensure there is continued transmission of knowledge and skills to the new recruits that are necessary for self efficacy. What is critical is the content of knowledge that is imparted to the new recruits which comes in form of values, belief systems, language and skills which are critical for successful task completion.
More studies on employee adjustment indicated that new employee recruits find their own mediating ways on distal outcomes such as employee satisfaction, employee commitment, intentions to quit or turnover rates, role orientation and stress. According to Saks and Grumen, (2012), socialization practices comprise of orientation programs, training programs, socialization strategies, job features and socialization agents. For the new recruits, the tactics are task mastery, a clear distinction of roles, social acceptance, self efficacy, fitting of perceptions, a creation of anxiety and learning. Finally, for the socialization outcomes as job satisfaction, employee commitment, the likelihood to quit, employee performance, role orientation, stress and turnover (Saks & Grumen, 2012).
Another dimension in socialization strategies describes the way new employees experience the new work environment. Van Maanan and Schein (1979) identified categories of socialization strategies. Another scholar reviewed the relationship between socialization tactics and new comer re-alignment. The scholars discovered that collective, sequential, fixed serial, investiture and formal strategies were effective in supporting new comers to adjust to norms, values and beliefs of the organization. Conversely, individual, informal, random, disjunctive and divestiture strategies ended up allowing new comers to question the status quo and change their own approach to how work is done and their roles. The tactics are referred to as individualized socialization tactics.
The review findings concluded that institutionalization and socialization tactics also tended to increase sensitivity of congruence in the organization with new employees, self efficacy, employee satisfaction, employee commitment and job performance. Furthermore, use of employee entrenchment tactics in the organization is helpful in realizing positive adjust outcomes as long as six months. Personalized tactics that allowed room for discretion and encourages employees to go an extra-mile and challenge the status quo.
Findings by Kaz (1980) indicated that job characteristics were critical at various times during employee career development. The job features such as skill variety, task identity, task significance, autonomy and job feedback are useful in the first three months. The findings further indicated that employees needed to be given meaningful and well structured work early enough. Rollag (2005) has shown that work requiring communication with a variety of others was critical in socialization of new work recruits during the early stages of employment. Upon entry, new employees were interested in integrating into the work environment and developing a sense of identity. Their work also found out that the inter-individual feedback facilitated new employees’s adjustment.
Another dimension of the strategies was socialization through the social agents. This comprised of the members of the organization who were involved in promotion of job attitudes and reduction of stress on the new employees. Rollag (2005) found that social agents were senior leaders, consumers, colleagues and supervisors in the organization who had served long enough to understand the values and mission of the organization. The socialization agents provided critical information to new comers and assisting them with necessary resources o transition from an outsider to an insider.
A new employee requires a well developed orientation program because it is through such a program that the employee becomes highly productive and significantly reduces the rate of employee turnover. At the work environment a new employee recruit requires to create connections and team work with colleagues. The organization is expected to provide opportunities through which employees can form a strong and positive relationship with team mates. This brings about job satisfaction, retention and effective team work. In order to increase more employee productivity, orientation programs should provide information before the initial day of reporting. There should be on-boarding training to communicate relevant culture to the new recruits as culture, values, products and services. There is a need to create job specific training opportunities formal trainings, workshop orientation and procedure guides. They should also be aware of their performance expectations. Another aspect that is critical is the communication culture. Managers should let new employees to have opportunities for employees to learn about its culture and expectations and the organizational norms which should be able to align with strategic goals and objectives. In their anxiety, new recruits desire to know what they should or should not do. They also desire to fit into the organizational culture so that they can also be viewed as insiders rather than outsiders. Orientations also entail unwritten rules that are also crucial for the success of the organization. They need to acquaint with decision making and command chain communication; they need to know normal working hours and whether the d...