unit 7: personnel management

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

### Personnel Policies

* **Minimum qualifications** required in prospective employees
* The sources from where **labour supply** will be available
* **Selection** tests

Promotion Policy & Training Policy

### Personnel Policies

* **Induction**
* Types of training

Wage Policy

### Personnel Policies

* Minimum wages
* Non-financial incentives
* Incentive plans
* Bonus, profit sharing etc

Integration Policy

### Personnel Policies

* Processing of grievance
* Recognition of unions
* Workers participation in management

Salary and wage administration

### Personnel Policies

* how the company or organization is basing their **salary** and must be properly oriented to personnel

Changes in work assignment and hours

### Personnel Policies

* clear that the **hours of duties and work assignment** must be property managed

Employees’ health and safety

### Personnel Policies

* **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

### Sources of Labor

employees actively working in the laboratory

External Source

### Sources of Labor

persons who apply in person, who answer advertisements and who are recommended by schools

Preliminary interview

### Personnel Selection

filling up the information sheet or the application blanks

Applicant is interviewed by the personnel manager

### Personnel Selection

* 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

### Personnel Selection

* 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

### Pointers in Personnel Selection

applicant who has held 3 to 4 jobs within the past five years

Emotional Instability

### Pointers in Personnel Selection

Recent emotional crises in an individua

careless attitude or forgetfulness or evasiveness

### Pointers in Personnel Selection

writing is sloppy

Over qualification

### Pointers in Personnel Selection

as bad as under qualification

poor health or somewhat neurotic

### Pointers in Personnel Selection

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

### Personnel Record

* 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

### Personnel Record

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

### Resources of Training

* When organizing **internal** continuing education programs, these are available from the **health care communi**ty should be considered
* may offer **specialized knowledge and experience** they can share with laboratory staff

External Resources

### Resources of Training

* **external** continuing education programs

Phase 1: Clarifying the Problem

### Conflict Mediation Techniques

mediator must therefore guide both parties into perceiving their **disagreement as the problem** ~~rather than each other~~

Phase 2: Finding Out What Each Side Wants

### Conflict Mediation Techniques

The mediator must ask both parties exactly **what they want from one another**

Phase 1: Reaching Agreement

### Conflict Mediation Techniques

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

### Herzberg Factors of Motivation

Extrinsic Factors or Hygiene Factors

* Achievement
* Recognition
* Responsibility for one’s own or other’s work
* Advancement

### Herzberg Factors of Motivation

Intrinsic Factors

Physiological needs

### Maslow’s 5 Levels of Needs

hunger for food, sexual gratification, and shelter

Safety needs

### Maslow’s 5 Levels of Needs

protection against danger and threats

Love needs

### Maslow’s 5 Levels of Needs

love, affection and belongingness

Esteem needs

### Maslow’s 5 Levels of Needs

self-respect, and for the esteem of others

Self actualization

### Maslow’s 5 Levels of Needs

“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