Studied by 4 people
Personnel Program
consists of series of activities
personnel policies of the laboratory
purpose of realizing objectives of the organization
Personnel Policies
pre-determined selected course established as a guide towards accepted goals and objectives
- Dale Yoder
statement of intention
commits the laboratory manager
general course of action
to accomplish a specific purpose.
Recruitment and Selection (Employment) Policy
Minimum qualifications required in prospective employees
The sources from where labour supply will be available
Selection tests
Promotion Policy & Training Policy
Induction
Types of training
Wage Policy
Minimum wages
Non-financial incentives
Incentive plans
Bonus, profit sharing etc
Integration Policy
Processing of grievance
Recognition of unions
Workers participation in management
Salary and wage administration
how the company or organization is basing their salary and must be properly oriented to personnel
Changes in work assignment and hours
clear that the hours of duties and work assignment must be property managed
Employees’ health and safety
Insurances must also be covered to personnel
Safety guidelines must be familiarized because in the laboratory we are more exposed to many kind of risks
Internal Source
employees actively working in the laboratory
External Source
persons who apply in person, who answer advertisements and who are recommended by schools
Preliminary interview
filling up the information sheet or the application blanks
Applicant is interviewed by the personnel manager
planned and patterned interviews
Non-directive interviews
depth interviews
group interviews
Applicant reports to the personnel manager or his assistant who briefs him on opportunities
performance tests
aptitude tests
interest tests
test of emotional reaction / and adjustments
test of attitudes
Personnel Interview
necessary in order to increase the accuracy of prediction on the applicant
Job Hopper
applicant who has held 3 to 4 jobs within the past five years
Emotional Instability
Recent emotional crises in an individua
careless attitude or forgetfulness or evasiveness
writing is sloppy
Over qualification
as bad as under qualification
poor health or somewhat neurotic
If the medical history is lengthy or ambiguous
Personnel Orientation
introduction of the employee to this new environment
Personnel Evaluation
periodic written reports on employees’ performance
Promotion
advancement of an employee to better job in terms of greater responsibility, more prestige, or “status”, greater skill, and especially increase rate of pay salary
Seniority
No employee should even be promoted solely on the basis of ___
only when there is more than one candidate of equal capabilities
Discipline & Dismissals (Discharging)
Requires documented facts sufficient to support the contemplated action or the kind of case the employee committed
Specific instances of poor performances or misconduct
Circumstances surrounding performances or misconduct
Personnel Record
Provides a ready references to an employee, job description, education, experience, qualifications, length of employment, job references, written reprimands, comments and personal list
should be centralized with accessibility limits to appropriate supervisor and employee in order to maintain confidentiality of information
kept in a secure site to protect confidentiality
Larger laboratory
maintains summary and analysis records
keep the director up to date on vacancies, personnel turnover, retirements, staffing patterns, recruiting services, and other vital data
laboratory-related work
Medical laboratories should maintain employee records that contain information integral to ___
Training
process to provide and develop knowledge, skills, and behaviors to meet requirements
linked to the job description and competency assessment
Continuing education
brings employees up- to-date in a particular area of knowledge or skills
Local Resources
When organizing internal continuing education programs, these are available from the health care community should be considered
may offer specialized knowledge and experience they can share with laboratory staff
External Resources
external continuing education programs
Phase 1: Clarifying the Problem
mediator must therefore guide both parties into perceiving their disagreement as the problem <del>rather than each other</del>
Phase 2: Finding Out What Each Side Wants
The mediator must ask both parties exactly what they want from one another
Phase 1: Reaching Agreement
The supervisor asks each party what items on the list of wants they can agree upon
Motivation
general term applying to drives, desires, needs and wishes of an individual in order to perform
chain reaction starting out with felt needs, resulting in wants or goals sought which gives rise to tensions, then causing action toward achieving goals and finally satisfying wants
Pay or salary increase
Technical supervision or having a competent superior
Human relations
Organization policy and administration
Working condition or physical surrounding
Job security
Extrinsic Factors or Hygiene Factors
Achievement
Recognition
Responsibility for one’s own or other’s work
Advancement
Intrinsic Factors
Physiological needs
hunger for food, sexual gratification, and shelter
Safety needs
protection against danger and threats
Love needs
love, affection and belongingness
Esteem needs
self-respect, and for the esteem of others
Self actualization
“self fulfillment”
Job Enlargement
process of increasing job scope
system of job rotation; workers move from one job to a completely different one
Job Enrichments
process of increasing job depth
Individual employees maybe given responsibility for setting their own work space, for correcting their own errors, and/or for deciding on the best way to perform a particular task
Job Performance Appraisal
can affect an employee’s morale, motivation and self-esteem, and should be conducted equitably for all employees
Note 
Flashcard (22)