Unit 4-7

Unit 4-7 (inc)

Internal resources

Internal resources

• When organizing internal continuing education programs, local resources available from the health care community should be considered.

External resources

can also be presented by topic experts;

• proficiency testing services

• manufacturers

• scientific societies

• World Health Organization

• United States Centers for Disease Control and Prevention

• nongovernmental organizations.

Job Enlargements

Is the process of increasing job scope.

Or a system of job rotation may be initiated, so that workers move from one job to a completely different one.

Motivation

is a general term applying to drives, desires, needs and wishes of an individual in order to perform

It involves a chain reaction starting out with felt needs, resulting in wants or goals sought which gives rise to tensions (that is unfulfilled desires),

CPD

• is an educational program that brings employees up- to-date in a particular area of knowledge or skills

Training

• is a process to provide and develop knowledge, skills, and behaviors to meet requirements

• is linked to the job description and competency assessment

Promotion

Is the 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.

Discipline & Dismissal

Requires documented facts sufficient to support the contemplated action or the kind of case the employee committed.

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

• Larger laboratory maintains summary and analysis records. This is to keep the director up to date on vacancies, personnel turnover, retirements, staffing patterns, recruiting services, and other vital data to maintain a good staff.

• Records should be centralized with accessibility limits to appropriate supervisor and employee in order to maintain confidentiality of information.

• Where: within the laboratory, HRD

Personnel Evaluation

Consists of periodic written reports on employees’ performance

Orientation (9)

1. Briefing history etc

2. Introduction people, position function

3. Description dutires responsibilities

4. Introduction faci service

5. Briefing on mechanism of setting problems

6. Briefing on opportunities

7. Briefing on sick leave, overtime, place receiving pay

8. Try-out / probation

9. Another meeting before dismissal of work

It is a good policy to have a period of probation -usually about __ months

3

Personnel Orientation

Is the introduction of the employee to this new environment.

T/F: Generally, the person who work for financial reasons is likely to be a more stable employee than is the person who is economically independent.

True

An applicant who has held 3 to 4 jobs within the past five years is a _____. Chances are this person is a _.

high risk; job hopper

Recent emotional crises in an individual may lead to __for a period of time.

emotional instability

If the writing is sloppy, it may indicate a generally __ attitude or nanswered items in the application form indicate __.

careless attitude; forgetfulness or evasiveness

3 things about impressions

1. close to truth

2. dangerous

3. based on limited information

Personnel Interview (3)

1. Setting the stage in advance so the interview will be in control & not be interrupted by other visitors

2. Asking general questions to set the applicant at ease

3. Respecting the applicant’s individuality

4. Getting the applicant to talk revealingly.

Note: final action “do not jump into conclusion”.

_____ interview by the manager is necessary in order to increase the accuracy of prediction on the applicant.

Pre-employment interview

Types of interview

planned and patterned interview

Non-directive interviews

depth interviews

group interviews

Steps in Selection Process (10)

1. Posting or advertising job vacancies

2. Reception of applications either in person or in writing

3. Preliminary interview

4. The applicant is interviewed by the personnel manager. It could be used to determine what type of personality the applicant possesses.

5. Applicant reports to the personnel manager or his assistant who briefs him on opportunities in the organization.

6. Investigation of applicant’s background

7. Introduction of the qualified applicant to his immediate boss

8. Selection from among qualified applicants

9. Medical examinatin

10. Induction and placement of the new employee

T/F: Job applicant who fall short of the required qualifications for the job in question or who may be overqualified maybe rejected

True

Source of Labor

1. Internal Source

2. External Source

Internal Source

• refer to the employees actively working in the laboratory

• not difficult to accept employees being recommended by other employees or anyone that is known by someone in the organization

• Job applicant who fall short of the required qualifications for the job in question or who may be overqualified maybe rejected

External Source

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

● both recommendation or advertisements, as long as they go through the proper HR process – then we can rely on that.

Functions of Personnel Manager

1. Recruit and interview job applicant

2. Administer employment tests to job applicants

3. Indoctrinate new employees on laboratory history, objectives, policies and rules

4. Introduce the new employees to his supervisor, the officers of the organization, his associates and subordinates

5. Motivate employees to do better

6. Keep employment records of all employees

7. Assist in transferring, promoting, demoting, discharging or retiring employee.

8. Handle complaint: grievances and disciplinary action cases.

9. Negotiate with the labor unions or union officials

10. Provide personnel services, medical, social and recreational.

Recruitment, selection, and planning

• 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

• Training of executives

Wage policy includes

• Minimum wages

• Non-financial incentives

• Incentive plans

• Bonus, profit sharing etc.

Integration policy consist of

• (a) Processing of grievances

• (b) Recognition of unions

• (c) Workers participation in management.

Salary and wage administration

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

• some common issues in salary

Changes in work assignment and hours

• This must be discussed among employees because in the laboratory, especially hospital-based, it is also 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

Employees’ participation and work problems

• Also one thing that we need to be cleared about

Personnel Policies (10)

1. Recruitment, selection, and planning

2. Employee induction and training

3. Employee rating and promotion

4. Transfer, downgrading and lay-off

5. Disciplining and discharge

6. Salary and wage administration

7. Changes in work assignments and hours

8. Services for employees

9. Employees’ health and safety

10. Employees’ participation and work problems

Personnel Policies

• is the statement of intention

• commits the laboratory manager

• general course of action

• to accomplish a specific purpose

Personel Program

• consists of series of activities

• personnel policies of the laboratory

• purpose of realizing objectives of the organization

PERSONNEL MANAGEMENT

was called before as human resource management/personnel administration

Documents

written information about policies, processes and procedures

Records

collected information produced by the laboratory

Policy

what to do

• a documented statement of overall intentions and direction defined by those in the organization and endorsed by management

• gives broad and general direction to the quality system

• include a statement of the organizational mission, goals and purpose

• serve as the framework for the quality system, and should always be specified in the quality manual

Processes

how it happens

• are the steps involved in carrying out quality policies

• set of interrelated or interacting activities that transform inputs into outputs

  • Inputs: test requests, samples, requests for information

  • Outputs: laboratory data, reports of results

Procedure

how to do it

• are the specific activities of a process

• performance of a test

• shows the step-by-step instructions that laboratory staff should meticulously follow for each activity

Quality Manual

the overall guiding document for the quality system and provides the framework for its design and implementation

SOPs

contain step-by-step written instructions for each procedure performed in the laboratory

Retention: Blood bank deferred donor records

Indefinite

Retention: Cytogenetic reports/images

20 years

Retention: Urine

24 hrs

Retention: Serum/CSF/Body Fluids

48 hrs

Retention: Wet tissue

2 weeks

Retention: Blood/fluid smears

7 days

Retention: Microbiology stained slides

7 days

Retention: Blood bank QC records

5 years

Retention: Cytology slides

5 years

Retention: Requisitions

2 years

Retention: Accession logs

2 years

Retention: Maintenance/instrument logs

2 years

Retention: Quality control records

2 years

Retention: Clinical pathology test records

2 years

Retention: Retired laboratory procedures

2 years

Retention: Blood bank donor/receipt records

10 years

Retention:Blood bank patient records

10 years

Retention: Blood bank employee signatures/initials

10 years

Retention: Surgical pathology (bone marrow) slides

10 years

Retention: Paraffin blocks/slides

10 years

Retention: FNA slides

10 years

Retention: Reports (surgical/cytology/nonfore nsic)

10 years

Retention:Flow cytometry plots/histograms

10 years

VERTICAL COMMUNICATION

1. Upward

2. Downward

UPWARD COMMUNICATION

When subordinate communicates directly to his supervisor or superiors

It is for providing suggestions, complaints and the like to superiors.

It is not directive in nature

DOWNWARD COMMUNICATION

When a superior or supervisor communicates directly to his subordinates.

Top level management used this kind of communication in informing employees about their decisions, policies, procedures, and sending of memos.

HORIZONTAL COMMUNICATION

flow of information between colleagues and peers.

DIAGONAL COMMUNICATION

between positions that are on different lateral planes and activities of the organizational structure

occurs between laboratory personnel and the human resources department; or between laboratory management and nonmanagerial members of other departments

FOUR PERSPECTIVES IN A BALANCED SCORECARD

1. Financial Performance

2. Customer Service

3. Internal Business Processes

4. Potential for Learning and Growth

BALANCED SCORECARD

a comprehensive management control system that balances traditional financial measures with measures of customer service, internal business processes, and the organization’s capacity for learning and growth

INFORMATION MANAGEMENT

system that incorporates all the processes needed for effectively managing data – both incoming and outgoing patient information

paper-based, computer-based, or a combination

COMMUNICATION

the process in human relations of passing information and understanding from one person to another

Interdepartmental

the transmission of information between or among departments

Intradepartamental

the transmission of information within the department

capital budget

budget that plans and reports investments in major assets to be depreciated over several years

cash budget

estimates receipts and expenditures of money on a daily or weekly basis to ensure that an organizations has sufficient cash to meet its obligations

CAUSE-AND-EFFECT (CE) DIAGRAM

the problem itself, the effect, which is placed on the right side of the diagram;fleshes out the various potential causes of the problem

fishbone analogy

CHECK SHEETS

data collection done, which are put in a tabular list representing collected data about the process

A RESPONSIBILITY CENTER

as any organizational department or unit under the supervision of a single person who is responsible for its activity

expense budget

revenue budget lists forecasted and actual revenues of the organization

revenue budget

lists forecasted and actual revenues of the organization

Directing

Wide

Supervising

Narrow

Directing

includes motivation, communication, supervision, training, & leadership

Supervising

only one of the elements of direction

Directing

generally at top level; formulates polices and takes important decision

Supervising

restricted to the lower level management; for implementation

Directing

related to supervision which is the intermediate link between the workers and management

Supervising

deal, guide and lead workers directly under commands

Directing

Financial & non financial incentives

Supervising

cannot provide incentives but it can only recommend rewards in special case

Directing

Leads the efforts of medium and lower Level executives

Supervising

Efforts of employee under his commands

Level 1 - Individual

Capable

contributes talent, skills, knowledge