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Every healthcare system uses different models of Human Recourses. The different Models of Human Resources includes clerical, counseling, industrial relations, control, and consulting. There are also alternative Human Resources models which include alternative clerical, legal, finance, management, humanism, and behavioral science. Within the following text, the different models will be described and also will show which models Sanford USD Medical Center uses.
The clerical model is one of the common stereotypes of Human Resources (Fleming Fallon, & McConnel, 2007). The Human Resource Department is said to exist for filing paper, maintaining records, they track key dates and also statistics and they implement the employee benefit plans for the organizations staff (Fleming Fallon, & McConnel, 2007). In clerical model, the previous stated means of existence for the department are hardly ever called upon to do more than this and other basic tasks within the organization.
In the Counseling Model, which is common in hospitals, the responsibilities are to be advocates for employees (Fleming Fallon, & McConnel, 2007). Human Resources in this model are to provide resources to managers for troubled employees (Fleming Fallon, & McConnel, 2007). They assist with the resolution of disputes and any disciplinary actions that need to be taken care of. In this model, human resources do stress training and development.
The Industrials Relations Model is common in unions. The Human Resources is plainly described by having no power. There is little opportunity to show any flexibility or even judgment (Fleming Fallon, & McConnel, 2007). In the industrial model, it says they have a large amount to do with negotiation and complaints.
Control model is said to be very uncommon in America. Human Resources have high powers. In the control model, departments view it to be "inflexible, bureaucratic, and rule-bound (Fleming Fallon, & McConnel, 2007)."
The Consulting Model is found in large organizations. The department of Human Resources is looked at as professional resources. The consulting model is the reactive model where it offers legit service whenever there is a need that has been shown. In the consulting model there is "unidentified organizational needs that are often unmet (Fleming Fallon, & McConnel, 2007)."
In the decade of the 1980's there was a different look at human resources. The "Alternative Human Resources Models" are in a sense the same as the ones that have been discussed above. The differences of these "Alternative" models are that they include different point of views. Again, the alternative models include alternative clerical, legal, finance, management, humanism, and behavioral science.
The alternative clerical model has similar characteristics to the "clerical" model. The alternative model shows that the primary focus of human resources is to gather information, maintain records, and to file any reports that are required to be filed (Fleming Fallon, & McConnel, 2007). The text states that "Human resources personnel perform routine tasks, process paperwork, comply with regulation, provide a steady pool of prospective employees, and meet the needs of existing and retired workers (Fleming Fallon, & McConnel, 2007)."
Legal Model of human resources is where the main attention is to the costs. The employees in this model are highly educated on the finance prospective. It is stated that the hazard of this model is that the main focus is finance, not the actual employees themselves (Fleming Fallon, & McConnel, 2007). Also, in the legal model, the attention is focus towards health and dental insurance, life insurance, retirement plans, paid time off, and other benefits (Fleming Fallon, & McConnel, 2007).
The "Management Model" of human resources is to be the supporter of the decentralization of the department. The potential draw back is stated that "Human Resources may have no particular strategic outlook or involvement in long-range planning (Fleming Fallon, & McConnel, 2007)."
Humanistic Model is to promote values. Each individual employee is the main focus of this model. It is said to enhance the working life of each employee to enhance their "effectiveness" of the organization (Fleming Fallon, & McConnel, 2007).
In the Behavioral Science Model, it "assumes that disciplines such as psychology, social psychology, sociology, and organizational behavior provide the foundation for most HR activities (Fleming Fallon, & McConnel, 2007)." It is shown that managers and employees really like this approach and highly support it. It is said that the Behavioral Science Model is "frequently used when designing performance appraisal systems, job evaluation classifications, reward and incentive programs, employee development plans, and employee interest and attitude surveys (Fleming Fallon, & McConnel, 2007)."
Sanford USD Medical Center's Human Resources Department is a mixture of the previously stated models and alternative models. Sanford USD Medical Center prides itself on low employee turnover, a rich "Service Excellence" culture, state-of-the-art technologies, and its consistent national honors and recognitions. This is one of the human resources main prospective for the employees and prospective employees. Sanford USD Medical center consists of the Consulting Model, Counseling Model, Alternative Clerical Model, and the Humanistic Model.
Sanford USD Medical Center is found to have the characteristics of the Consulting Model. Sanford USD Medical Center is a large organization and it has such a need to have a department as the experts of the company's resources. When a company reaches the level of being considered a "large company" there needs to be designated people to go to for resources. Each and every department on their own does not always have the sources available when needed. Due to the largeness of Sanford USD Medical Center, a designated department needs to provide the effective service where ever there is a need identified for employees and for other sources.
More than likely Sanford USD Medical Centers' Human Resources Department consists mostly of the "Counseling Model". Within Sanford, the Human Resources department includes being the employees' advocates. When a problem arises at Sanford the manager goes to Human Resources so that they can help handle disputes and disciplinary actions so a lawsuit cannot be taken against the organization due to something that was not settled correctly. At Sanford, they offer many classes on the training and development on stress to their employees. Working in a hospital is not always easy, so it is nice to have those resources available to those employees who may need them.
The "Alternative Clerical Model" which was discussed how it is closely the same to the "Clerical Model" is also use at Sanford USD Medical Center. The part of this model that does not go with what the Human Resources Department at Sanford USD Medical Center is where it is said to be passive and relatively weak. Again, the Human Resources Department at Sanford is the Center of it all. The parts of this "Alternative Clerical Model" that the Human Resources Department at Sanford does are they do the acquiring of data, maintaining of records, and the filing of required reports. They also process paperwork and they have to comply with regulation meet the needs of the currently and past workers.
The last model that Sanford uses is the Humanistic Model. With this model, the Human Resources Department promotes potential, enhances the working life of its employees overall effectiveness within Sanford USD Medical Center.
As you can see, Sanford USD Medical Center, due to its largeness and its vast number of employees has to use different features of each model. This is also done to make sure that the center of the organization, the Human Resource Department, can hire great people, keep a great structure, abide by laws, and to keep itself in business.