| Course | HA530 Human Resources for Health Care Managers |
|---|---|
| Unit | Unit 10 |
| Paper type | Human resources capstone deliverable |
| Length | About 1,100 words, 7 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | Master of Health Administration (MHA) |
| Updated | October 2026 |
Free sample paper for HA530 Unit 10
Two Handbooks, Two Pay Plans, Two Ways of Checking Licenses: A Human Resources Capstone Audit of a Composite Health System Two Years After Its Merger, With Sampled Compliance Findings Rated for Risk and the Term's Strategic Work Consolidated Into One Roadmap
[Student Name]
Purdue University Global
HA530: Human Resources for Health Care Managers
Unit 10 Human Resources Capstone Deliverable
[Instructor Name]
[Date]
The system, the samples, the findings and the costs are composite and bracketed; the audit is coursework and not legal advice.
Scope and Method
The audit covers [5,900] employees at four hospitals. For each area, the writer drew a random sample from HR records, tested it against the requirement and rated each finding high, medium or low risk based on the likelihood and consequence of harm. A strategic HR function needs both reliable administration and a clear contribution to the organization's goals (Ulrich, 1997); this audit tests the first and organizes the second.
Compliance Findings
1. Employment eligibility verification. Sample: [120] employment eligibility forms. Finding: [nine] forms missing a required signature or date in Section 2, all at the two community hospitals. Employers must verify identity and work authorization and keep the forms (8 U.S.C. § 1324a, 2024). Risk: medium. Fix: correct the forms and retrain hiring staff.
2. License verification. Sample: [200] licensed clinicians. Finding: [one] respiratory therapist practiced [11] days on an expired license because one hospital tracked expirations by spreadsheet. Risk: high. Fix: a single automated verification system with primary source checks and alerts [60] days before expiration.
3. Exclusion screening. Sample: monthly screening logs for [12] months. Finding: one hospital screened quarterly rather than monthly. Employing an excluded person can lead to penalties for services that person furnishes (42 C.F.R. § 1001.1901, 2024). Risk: high. Fix: monthly automated screening of all employees and contractors.
4. Overtime calculation. Sample: [60] pay periods for nurses receiving shift differentials. Finding: Plan B payroll excluded the night differential from the regular rate used for overtime. Shift differentials must be included in the regular rate (29 C.F.R. § 778.207, 2024). Risk: high. Fix: correct the payroll rule and calculate back pay for affected nurses, about [$186,000] for two years.
5. Family and medical leave notices. Sample: [40] leave cases. Finding: [six] eligibility notices sent late. Risk: medium. Fix: one leave administrator and standard timelines.
6. Handbooks. Finding: two handbooks with conflicting attendance and discipline policies. Risk: medium. Fix: one handbook within six months.
Three of the six findings are high risk, and all three trace to the same cause: two legacy processes doing the same job in different ways.
Strategic Roadmap
The term's analyses become one plan in four phases. Phase 1, first three months: fix the high-risk compliance findings; consolidate license verification and exclusion screening; correct overtime and pay back pay. Phase 2, months three to six: one handbook; one leave process; split recruiting so the shared service center handles transactions and departments handle sourcing and interviews (Unit 1). Phase 3, months six to twelve: implement the single nurse pay structure over two years (Unit 7); launch structured onboarding for patient care technicians and pilot the career ladder (Unit 9); roll out sharps injury prevention training (Unit 5). Phase 4, ongoing: prepare for the contract at the unionized hospital (Unit 8); use the new nurse residency process each July (Unit 4); review the virtual nurse role after its first year (Unit 3).
How Risk Was Rated
Each finding was rated on two scales: likelihood that the problem recurs or affects others, and consequence if it does, from a minor paperwork error to patient harm or federal penalties. High-risk findings scored high on both: an expired license affects patient safety and payment; missed exclusion checks and overtime errors carry penalties and back pay. Medium-risk findings could cause fines or disputes but are less likely to cause harm.
Root Cause Across Findings
The common cause is not careless staff but the merger's unfinished work. Each legacy hospital kept its own tools and habits, and no one was assigned to retire the duplicates. Consolidation is therefore both the fix and the strategy: one license system, one screening process, one payroll rule set, one handbook and one leave process.
Lessons From the Term
The term's units each studied one HR function. Seen together, they show a system that merged its balance sheet faster than its people processes. Recruiting slowed when transactions were centralized without local knowledge; pay differed for the same work; staffing changes met resistance where local leaders were left out. The roadmap applies the same lesson to every area: standardize the transactions, keep local judgment where it matters and involve the managers who carry out the change.
Costs
Back pay: about [$186,000] one time. Verification and screening system: about [$48,000] a year. Pay structure: about [$1.24] million in year one. Technician retention package: about [$330,000] a year, offset by avoided turnover. Training: about [$60,000] in year one.
Owners
Chief human resources officer: overall roadmap. Payroll director: overtime correction. Compliance officer: license and exclusion systems. Chief nursing officer: pay structure, residency and technician retention with HR.
Measures
Zero expired licenses and missed exclusion checks; overtime calculations correct in quarterly audits; one handbook adopted; nurse and technician retention by hospital; time to fill by role.
Timeline for the High-Risk Fixes
Week 1: freeze the expired-license gap by checking every licensed clinician against state boards. Weeks 1 to 4: switch all hospitals to monthly exclusion screening. Weeks 2 to 8: correct the payroll rule, calculate back pay and inform affected nurses before payment. Month 3: report completion to the board's audit committee.
Follow-Up Audit
A smaller audit in twelve months will retest the same samples, adding benefits and employee health records.
What the Audit Did Not Cover
Benefits administration, workers' compensation and employee health records were outside scope and should be audited next year. So were contractor and agency staff files, which carry their own verification risks.
Communicating the Findings
The overtime correction affects nurses directly and should be explained by managers before back pay appears on pay stubs. Leaders should present the audit as an effort to finish the merger, not as blame for the legacy hospitals.
Limits
Samples were small for some areas; findings show where problems exist, not their full extent. A larger review of overtime records would confirm the back pay estimate before payment.
Conclusion
Two years after the merger, the system's riskiest HR problems come from running two processes for the same job. Fixing those first, and then carrying out the term's strategic work in sequence, turns separate projects into one integrated HR function.
References
42 C.F.R. § 1001.1901 (2024). https://www.ecfr.gov/current/title-42/section-1001.1901
29 C.F.R. § 778.207 (2024). https://www.ecfr.gov/current/title-29/section-778.207
Ulrich, D. (1997). Human resource champions: The next agenda for adding value and delivering results. Harvard Business School Press.
8 U.S.C. § 1324a (2024). https://www.law.cornell.edu/uscode/text/8/1324a
What the HA530 Unit 10 assignment asks for
Unit 10 commonly asks students to produce an integrated human resources deliverable that draws on the term's work, often an audit, a strategic plan or both. Instructions usually require assessing compliance in key areas, rating risks, recommending fixes and presenting a strategic plan that connects earlier analyses. Many instructors want compliance issues addressed before strategic initiatives. Expect to cite employment and health care regulations and an HR strategy source in APA style, bracket composite findings, keep the organization composite and note that the audit is coursework rather than legal advice. Explaining how each risk was rated, and what the findings have in common, turns a list of problems into a plan that leaders can sequence.
How the HA 530 Unit 10 example is put together
The sample states its scope and method, citing an HR strategy text, with a margin note on putting compliance first. Six findings follow, each with a sample, a requirement, a risk rating and a fix, citing rules on employment eligibility, exclusion screening and overtime. The highlighted sentence traces three high-risk findings to duplicate processes. The rating method carries a margin note. A common root cause, lessons from the term and a four-phase roadmap with a third note follow, then costs, owners, measures, a timeline for the high-risk fixes, a follow-up audit, what was not covered, how findings will be communicated to affected nurses, limits of small samples and a conclusion.
Reading the HA530 Unit 10 grading rubric
HR capstone rubrics in HA 530 usually award points for a clear audit method, accurate compliance findings, sensible risk ratings, practical fixes, an integrated strategic plan, costs and owners, measures and citations. Method points depend on samples and criteria. Finding points go to specific gaps tied to requirements. Rating points reward explained likelihood and consequence. Fix points require concrete actions with timelines. Integration points go to connecting earlier units into one plan. Cost and owner points need figures and names. Measure points require indicators for each area. Deliverables that identify a common root cause across findings are usually graded highest, since one root cause becomes one fix. Clear sampling also earns credit.
Common HA530 Unit 10 mistakes, and how to avoid them
Capstone audits often lose points by listing findings without explaining how they were found or how serious they are. Another gap is a strategic plan that repeats earlier units without sequencing them. Some deliverables put new initiatives ahead of compliance problems that carry penalties. Others omit owners and costs. Sample records, test them against requirements, rate risks with stated criteria, fix high-risk issues first and then sequence the term's strategic work into phases. Then name owners, costs and measures. Explaining the common root cause shows leaders why consolidation is both the fix and the strategy, and a follow-up audit date shows the work will be checked.
Get an HA530 Unit 10 example written to your instructions
Collect whatever the term produced, earlier papers, notes or the capstone scenario itself, and pass everything along together with the final instructions and rubric. It is assembled into one document with an audit, a sequenced plan and costs traced to their sources, within 24-48h. Missing pieces get drafted and flagged, and a first request is free. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.
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HA530 Unit 10 questions, answered
Where can I find a free HA530 Unit 10 sample paper?
This page holds the full HA530 Unit 10 human resources capstone deliverable, auditing a composite merged system and consolidating the term's work into one roadmap, with four sources. Your own organization can be audited and planned the same way.
What should an HR compliance audit cover in a hospital?
Areas such as employment eligibility, license verification, exclusion screening, wage and hour rules, leave administration and policies.
Why must shift differentials be included in overtime?
They are part of the regular rate of pay, so overtime calculated without them underpays employees.
How should HR audit findings be prioritized?
By risk, combining the likelihood of recurrence with the consequence for patients, employees or the organization.
How long is the HA530 Unit 10 deliverable?
About eight to ten pages with audit findings first and a strategic roadmap after.