HSA 546 Week 8 Discussion: Applying Labor and Employment Laws to Medical Practices

HSA 546 Week 8 Discussion Applying Labor and Employment Laws to Medical Practices

Employers sometimes violate employment laws because they lack knowledge and understanding of how these laws apply to their workplace. Determine two (2) major employment laws which a practice manager could unintentionally violate. Next, recommend the main steps that the manager should take to avoid the risk of breaking those laws.

In deciding how to handle harassment and discrimination, staffs might be influenced by aspects for instances the manner set by top-management, what feedback they can demand to get if they bring up the problem, and what their opportunities could be if they lose their job due to “rocking the boat.” The mixture of these might be an obstacle to broadcasting for employees, people recognized by diversified basis who might face crucial issues in the job market Example: Two ladies abruptly quit. It is universal knowledge that they left due to sexual harassment by their supervisor. To escape these kind of crucial situations, and possible liability under the Code, management must create, train staffs on, and utilization organization policies and procedures to stop and deal with harassment. Respect, help and data are also important individuals who have encounter office harassment. Also, blocking and bullying develop an organization society where human self-respect is not recognized and discrimination under the Code could advance – leaving an organization accessible to claims of human rights violations.

Wolper, L. F. (2013). Physician Practice Management (2nd ed.). Burlington, MA: Jones & Bartlett Learning

www.ohrc.on.ca/en/iv-human-rights-issues-all-stages-employme…

According to the text, there are three (3) basic models of physician compensation. Compare and contrast compensation major compensation models i.e. Individualistic, Team-Oriented, and Middle-Ground and suggest which model would be most effective in creating a pay structure that would attract and retain physicians who would make the practice successful. Justify your recommendation.

Physician compensation preparations can be equipped along a compensation program continuing ranging from individualistic models to team-oriented models, with a vast middle ground in between. The compensation plan continuum allocates evaluation of physician compensation formats by reference to:

Individualistic physician compensation organizations tend to concentrate on the performance

1. The general influence that the plan structure has on practice culture
2. How the plan considers revenues and expenses
3. The methods by which incentives connected to the changing value-based payment setting are attainable to be clear cut in the plan.

of every individual doctor in a health clinic. At their greatest drastic, individualistic models concentrate on individual manufacturing and cost allocation in a means that might advance a practice society that is persistent with a gathering of individual practices that are co-located. Under individualistic models, each doctor is expected to increase sufficient produce to cover not only their compensation, but also, their allocated part of practice costs.

As middle-ground models change to a value-based compensation formation, they should openly reflect and plan for how the provision of revenues and, or costs should be modified to endorse plan and group associated objectives. Also, the middle-ground models, revenue and costs that are affiliated with value-based proceeding like outcomes, efficient use of capital and satisfaction scores, will usually be payable on both a single and office wide level.

Wolper, L. F. (2013). Physician Practice Management (2nd ed.). Burlington, MA: Jones & Bartlett Learning

reliancecg.com/uploads/11_2015_3_Physicians_Comp_Report.pdf

It has been stated that sometimes employers violate laws due to lack of knowledge, do you think that is a worthwhile argument? Can that hold up in a legal case as a reason?

A person who quits a job due to mere personal dissatisfaction, distaste, or minor difficulty brought on by working environment left without good reasoning. If the working settings are so displeasing as to be unbearable to a sensible person genuinely hopeful of retaining work and prior to exiting the job he or she has taken steps to maintain the job. A claimant will have great reason for leaving whenever an organization has observation of significant noncompliance with the regulation or suitable decree, granted the organization has been given a chance to reform the environment. Considering these facts and circumstance, we maintain that the individual freely vacated his job with good reason… The plaintiff reasonably and in good assurances believes compliance with the regulation would bring about in an infringement of the regulation, objects or formats a reasonable attempt to oppose to the management, and the employer makes no rational attempts to clarify the foundation for the regulation or law to the staff. Even if compliance with the decree would be an infringement of the law is not decisive.

Wolper, L. F. (2013). Physician Practice Management (2nd ed.). Burlington, MA: Jones & Bartlett Learning

www.edd.ca.gov/uibdg/Voluntary_Quit_VQ_440.htm