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Elderly Care: Elderly care is the fulfilment of the special needs and requirements that are unique senior citizens. This term often referred to as residential care. Because of the wide variety of elderly care found nationally, as well as differentiating cultural perspectives on elderly citizens. Elderly care emphasizes the social and the personal requirements of senior citizens who need some assistance with daily activities and health care, but who desire to age with dignity.

Veterans Care: Veterans referees age 65 or older number. Older adults have critical care needs that require a holistic approach in screening evaluation and treatment.

Children Care: Children care means the caring and supervision of a child or children, usually age 6 weeks to age 13. Children care is the action or skill of looking after children by a day care center, nannies, babysitter, teachers or other providers. Usually children are taken care of by their parents, legal guardians or their siblings. Quality care from a young age can have a huge impact on the future success of the children.

The role of Rehabilitation in need of long-term care:

If you need help after a surgery or investor an ongoing condition makes the chores of daily living difficult., Rehabilitation and long-term care can give you the help you need while preserving the independence you want. Rehabilitation plays an important role in long term care. Rehabilitative care offers restorative therapy and long-term skilled nursing care with a focus on a personalized care plan which emphasize each person quality of life, dignity and comfort. In long term care, rehabilitation residents receive high quality 24/7 care from trained team members, who are dedicated to providing loving, family like care. They manage each resident’s complex health care needs.

 Ethical consideration and long-term care

In long term care services, ethical values play a special role. The specific content of medical ethics, rationing, presented by practicing health caregivers, health professionals and religious organizations and individual ethicists. As medical technology, health care financing and the organization of health care transform themselves. So must the rationing change in order to acknowledge and guide new circumstances.

Access and long-term care:

Access process suggests that it is difficult for people to foresee what will be important once the need for care arrives, or where they will turn to with a request for care service.

Transfer of assets:

When an individual applies for Medicaid coverage for long term care, States conducts a review ,or ” look back” to determine whether the individual transferred assets ( cash gifts to children, transferring home ownership) to another person or party for less than fair market value.

Pratt, J. (2016)  Long-term care managing across the continuum (4e.) Sudbury, MA: Jones and Bartlett Publishers

Career Development at Electronic Applications

Electronic Applications Corporation is a major producer of silicon chips for the computer industry.  It is located southeast of San Francisco in an area of high technology firms.  Since its founding in 1972, the company has grown rapidly in terms of sales and profits, thus enhancing its stock price many times over. 

However, human resource policies have tended to lag behind company growth.  Emphasis has been on reactive policies to meet the requirements of external organizations such as the federal government.  Human resources have not been a high priority.

Recently, Harold Sweeney has been hired as Director of Human Resources for the company.  Sweeney had previously served as an Assistant Personnel Director for a large “blue-chip” corporation in southern California.  He took his present position not only because of an increase in pay and responsibility, but also because of what he termed “the challenge of bringing this company from a 1950s human resource mentality to one more compatible with the realities of 1990s.”

Sweeney has been on the job for four months and has been assessing the situation to determine the more significant human resource problems.  One significant problem seems to be high turnover among electrical engineers who work in Research and Development.  This is the core of the research function and turnover rates have averaged about 30 percent per year over the past three years.

In assessing the cause of the problem, Sweeney checked area wage surveys and found Electronic Applications paid five to eight percent above the market for various categories of electrical engineers.  Since the company did not have a formal exit interview system, he could not check out other possible explanations through that mechanism.  However, through informal conversations with a large number of individuals, including the engineers themselves, he learned that many of the engineers felt “dead-ended” in the technical aspects of engineering.

In particular, the Research and Development Department had lost some of the younger engineers who had been considered to be on the “fast track.”  Most had gone to competitors in the local area.

One particular Research and Development employee who impressed Sweeney was Helen Morgan.  Helen was 29 years old, had a B.S. degree in Electrical Engineering from California Institute of Technology, and was studying for her M.B.A. at the University of Santa Clara at night.  Helen had been employed for seven years, three in an entry-level engineering position and four as a section chief.  The latter promotion was the highest position in Research and Development other than the position of Director of Research and Development.

Helen claimed that “the company doesn’t really care about its good people.”  In her view, the present director, Harry James, doesn’t want to allow his better people to move up in the organization.  He is more interested in keeping them in his own department so he can meet his own goals without having them to orient and train new people.  Helen also claimed she was told she “has a bright future with the company” by both James and the former Personnel Director.  Her performance appraisals have been uniformly excellent.

She went on to criticize the company for using an appraisal form with no section dealing with future potential or future goals, no rewards for supervisors who develop their subordinates, no human resource planning to identify future job openings, no centralized job information or job positioning system, no career paths and/or career ladders, and attitudinal barriers against women in management positions.

Sweeney checked out the information Morgan had provided him and fount it to be accurate.  Moreover, he heard through the “grapevine” that she is in line for the excellent position with a nearby competitor.  Clearly, he has an even greater challenge that he had anticipated.  He realizes he has an immediate problem concerning high turnover of certain key employees.  In addition, he also has a series of interconnected problems associated with career development.  However, he is not quite sure what to do and in what order.

Questions

1.      Describe the nature and causes of the problem faced by Mr. Sweeney.

2.      What additional questions should Sweeney ask or what additional information is needed before proceeding toward a solution to this problem?  Why?

3.      What are the individual and organization benefits of a formalized career development system?

4.      If Sweeney decides to develop a formalized career development system of Electronic Applications, what components or types of service should be offered?   Why?

5.      Should the career development activities be integrated with other human resource management activities?  If yes, which one? Why?

6.       What criteria should Sweeney consider to evaluate good candidates for promotion?  What criteria could be used to evaluate the performance of supervisors in development of their subordinates?

Assignment 4: Annual Review

Due Week 9 and worth 125 points

Imagine you work at a company and it is time for an employee named Jim’s annual review. While he was a model employee the first nine (9) months of the year, recently Jim has been coming in late. It has not been just a few minutes each day, either. It is starting to cause problems in the production line. In this assignment, write a one (1) page summary of your conversation with Jim. How will you address his recent performance issues while still praising him for his previous nine (9) months of good work? Your goal is to balance the negative and positive feedback so that Jim will leave motivated to do his best.

Write a one (1) page paper in which you:

1. Explain how you will address Jim’s recent performance issues.
2. Suggest both constructive and positive feedback designed so that Jim will leave motivated to do his best.
3. Format your assignment according to the following formatting requirements:
   1. Typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
   2. Include a cover page containing the title of the assignment, your name, your professor’s name, the course title, and the date. The cover page is not included in the required page length.

The specific course learning outcomes associated with this assignment are:

• Explain effective approaches to the broad spectrum of employee relations, including career development, fostering ethical behavior, discipline, labor relations, and dismissals.
• Analyze various techniques, considerations, and designs of performance appraisal programs.
• Use technology and information resources to research issues in human resource management.
• Write clearly and concisely about human resource management using proper writing mechanics.

 Compare and contrast your movement or activity to the one chosen by two of your peers. How are your movements or activities alike and how are they different? Contrast how your chosen activities were impacted by the fused joint..