HR Functions of St. Jude Children’s Research Hospital
November 12, 2012
Professor Dorothy Moore
The organization chosen is St. Jude Children’s Research Hospital (SJCRH). St. Jude is the first institution established for the sole purpose of conducting basic and clinical research and treatment into catastrophic childhood diseases, mainly cancer. SJCRH opened on February 4, 1962 and was founded by the late entertainer Danny Thomas. Its mission is to find cures for children with cancer and other catastrophic diseases through research and treatment.
St. Jude was the first institution to develop a cure for sickle cell disease with a bone marrow transplant and has one of the largest pediatric sickle cell programs in the country. St. Jude has developed protocols that have helped push overall survival rates for childhood cancers from less than 20 percent when the hospital opened in 1962 to 80 percent today. St. Jude researchers and doctors are treating children with pediatric AIDS, as well as using new drugs and therapies to fight infections. No family ever pays St. Jude for anything (Hospital).
Based on the data I have collected, some of the possible challenges SJCRH can face as a result of Harassment, Increase in pay, and Labor Unions are the following. There is a credibility gap between Human Resources, Executive Management, and the other organizational departments. There are people in HR with a variety of background education and skill sets that are not necessarily specialized towards the field they currently hold. Individuals come into HR management with their past experiences as a psychologist or clerical supervisor to name a few. The previous experience they bring to the table normally sets the tone for their current outlook in HR.
As a result of the changes to the Americans with Disabilities Act, persons with disabilities can expect to work in safe surroundings without being discriminated against on the basis of age, gender, race, religion national origin, or personal preference.
Specialists in compensation monitor an organization’s wage structure to ensure that pay equity exists throughout an organization. They recommend changes in the wage structure that are consistent with pay changes in the local community, industry, and individual occupations as necessary (Fallon & McConnell, 2007).
Line managers believe that HR hinders progress by frequently obstructing what a department manager wants or needs to do. HR utilizes the policy and regulations to further pad their case as to why certain things requested by the line staff cannot occur (Fallon & McConnell, 2007).
An executive level of management has a say in the payroll system. This arrangement is uncommon since this practice is commonly a part of finance or the HR department. Naturally there is going to be some form of conflict.
Additional challenges in managing the relationship between HR and Labor Unions are, labor relations becomes a part of HR when there is an issue that has to be resolved. Labor unions do not see HR as a cohesive unit that should even play a part in their bargaining process. They see HR as the enemy. In HR’s defense they hold and know the policies, regulations, & bylaws that everyone (Labor Unions & HR) has to abide by in order for it to a fair and just decision regarding the employee(s).
Impact of Rules/Laws
Therefore invoking The Civil Rights Act (Title VII) (1964) has led to greater regulation of the employer-employee relationship by the government. The Act prohibits setting limits, segregating or classifying employees or applicants for employment in any way that deprives them of employment opportunities or otherwise adversely affects their status as employees because of race, color, religion, sex, or national origin.
Ethics are important in any situation involving management. HR involves...
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