4e Mamagement of human resource for education

Human resource management

1. Human Resource Management
1

2. Objectives
Following successful completion of this chapter,
the learner will be able to:
Definethetermhumanresourcemanagement
Performthepersonnelneedsassessment
Understandthebasicsofjobanalysisand
descriptions
Understandthebasicsofselectionprocessfor
recruitment
Understandthebasicsofmotivationanddistracters
towork.
2

3. Objectives cont…
Describethedifferencebetweenmotivationandjob
satisfaction
Understandthebasicsofcompensationandleave
benefitsofpersonnel
Knowthebasicsofmaintenanceandintegration
Resolveconflictthatariseintheworking
environment
Comprehendappraisingstaffperformance
Understandthebasicprocessofstaffretention,
separationandemploymenttermination.
3

4. Outlines
•Introduction
•Personnel needs assessment
•Job analysis and work descriptions
•Selection process
•Work groups
•Motivation to work
•Compensation and leave benefits
•Integration and maintenance
•Conflict management
•Appraising staff performance
•Separation and employment termination
4

5. Introduction
Humanresourcemanagement(HRM)isan
elementcriticaltothesuccessfuloperationof
anydepartmentinanyindustry.
Mostorganizationsspendinexcessof60%of
theirbudgetonpersonnelcost.
Itiscriticalfororganizationstoachieve
maximumbenefitsfromthisexpenditurein
waysthatwillsupportsustainable
organizationalperformance.
5

6. Introduction cont…
Managers,directors,andsupervisorswhoare
notfamiliarwiththebasicelementsofHRM
serveasapotentialliabilityfortheirown
organization,ratherthananasset,andare
likelytofindthemselvesembroiledincostly
litigation.
6

7. Introduction cont…
Humanresourcemanagement(HRM)is
commonlydefinedas:-
Theformalstructurewithinanorganization
responsibleforallthedecisions,strategies,factors,
principles,operations,practices,functions,activities,
andmethodsrelatedtothemanagementofpeople.
Theintegrateduseofsystems,policies,andpractices
toplanfornecessarystaffandtorecruit,motivate,
develop,andmaintainemployeesinorderforthe
organizationtomeetitsdesiredgoals.
7

8. Introduction cont…
Thefundamentalcomponentsorpractice
areasthatmakeupaneffectiveHRMsystem
areasequallyimportantasthetechnical
definitionofHRM.
HRMisnotjustaboutrecruitment,personnel
data,supervisionorstafftrainingasitis
commonlyperceived.
Whilethesefunctionsareclearlyimportant
theyneedtobeplannedandmanagedwithin
broaderHRMsystem. 8

9. Introduction cont…
ArobustHRMapproachintegratesintoa
comprehensivemanagementsystemthatare
frequentlyisolatedfunctionsinanorganization:
recruitment,
hiring,
retention,
talentmanagement,
payroll,
humanresourceinformationsystems,
supervisionandstaffdevelopment.
9

10. Any last questions?
10

11. Next topic
•Personnel needs assessment
11

12. Personnel needs assessment
At the root of any employment decision, there
is a need.
The need for a worker could have come about
becauseof
another employee's departure (leave for high pay,
death, retire, etc)
an increase inworkload, or
a change in the work process that requiresthe
recruitment of a person with special skillsor
training.
12

13. Personnel needs assessment
cont…
Whateverthereason,themanagermustbe
prepared
tospecifythetypeofpersonrequired,
tojustifytheneed,and
obtainauthorizationtofilltheposition.
Thegroundworkforneedsassessmentand
justificationshouldhavebeencompleted
duringthejobanalysisprocessandinthe
preparationofthejobdescription.
13

14. Personnel needs assessment
cont…
Fromthisinformationmanagerscansupply
theirsupervisorsandthepersonnel
departmentwithajobspecificationsheet.
Ajobspecificationsheetisusuallyabstracted
fromthejobdescriptionandcontainsonlythe
qualificationsnecessarytodesigna
recruitmentplan.
14

15. Personnel needs assessment
cont…
Ifthispositionhasalreadybeenauthorized
duringthebudgetingprocess,obtaining
approvalmaybeonlyaformality.
Ifthemanagerisseekingtoincreasestaffing
levelsbecauseofchangesineitherworkload
ortechnology,amoredetailedjustification
procedureisrequired.
15

16. Personnel needs assessment
cont…
LEGAL AND REGULATORY REQUIREMENTS
Numerouslaws,executiveorders,rules,and
regulationsgoverntherelationshipbetween
anorganizationanditsemployees.
Thesemandatestoucheveryaspectofthe
managementprocess:
initialhiringofstaff;
workplacedesignandsafety;
schedules,breaks,andlunch;
16

17. Personnel needs assessment
cont…
workingconditions;
laborunioncontracts;
on-the-jobbehavior;
promotions;
discipline;
compensation;
benefits;and
separation.
17

18. Personnel needs assessment
cont…
Inalloftheseareas,governmentregulations
definewhatanemployercan,must,and
cannotdo.
Theseregulationsaredirectlyreflectedinand
stronglyinfluencethedesignofthe
applicationform,therecruitmentstrategy,
andtheconductoftheemploymentinterview.
18

19. Job analysis and work descriptions
Effectivemanagementrequires
thethoughtfulanalysisandmeasurementofjob
tasksand
thecarefulevaluationofhowemployeesperform
thosetaskstoachievethegoalsofthe
organization.
Toaccomplishthis,ajobanalysisshouldbe
performedtodetermineexactlywhat
managementexpectsfromtheemployee.
19

20. Job analysis and work descriptions
cont...
Ajobanalysisisanevaluationand
documentationofthetasks,conditions,
requirements,andauthorityarrangementsof
aworkingsituation.
Ajob/workdescriptionisdefinedasawritten
documentdescribingthetasks,expectations,
reportingrelationships,andotherinformation
relativetotheemploymentofanindividual.
20

21. Job analysis and work descriptions
cont...
Ideallythejobdescriptionshouldbeaconcise
yetcomprehensivesummaryofthefindingsof
thejobanalysis.
Toooften,becauseoftimeconstraintsorlack
ofexperience,managerswritejob
descriptionsbasedonhistoricaldocumentsor
onaquickanalysisofthecurrentsituation.
21

22. Job analysis and work descriptions
cont...
Managersareoftenfacedwithselecting
individualswhomeetthecriteriadetermined
fromajobanalysisandsubsequentjob
descriptiontofillopenpositions.
Agoodunderstandingoftheselectionprocess
iscriticalforamanagertosuccessfullyfillsuch
jobopenings.
22

23. Job analysis and work descriptions
cont...
Onceanindividualishired,managers
continuetomonitortheemployeethrough
performanceevaluationsthatmaybe
competency-basedorcriteria-based.
Further,managersmayelecttousethe
assistanceoftheiremployeesintheformation
ofworkgroupstoaccomplishdesignated
tasks.
23

24. Job analysis and work descriptions
cont...
JOB ANALYSIS
Jobanalysismaybedoneeitherformallyor
informally.
Mostoftenitisdoneinformally,withavery
generalknowledgeoftheexpectationsofthe
employeeandtheworkingrelationshipsofthe
employeewithfellowemployeesandwith
management.
24

25. Job analysis and work descriptions
cont...
Althoughaninformalanalysisisfrequently
adequate,itisnotthebestwaytoapproach
theissue.
Aformaljobanalysisinvolvesobservationand
measurementoftasksandrelationshipswith
othersandathoroughdocumentationofthe
informationgathered.
25

26. Job analysis and work descriptions
cont...
Whenperformingajobanalysis,manyfacets
likethefollowingmustbeconsidered.
1.Workingconditionsshouldbeanalyzed.Working
conditionsincludethephysicalenvironmentin
whichtheemployeeperformsthework.
2.TaskAnalysis:Theactualtasksbeingperformed
shouldbeevaluatedtodeterminetheamountof
timerequiredtoperformthemandwhether
therearespecificrequirementsforspace,
equipment,etc.
26

27. Job analysis and work descriptions
cont...
3.Technology:
Theinstrumentationorotherequipment,including
computers,usedintheperformanceofthejob
shouldbelistedalongwithanyspecialrequirements
orskillsneededtooperatethem.
4.Scopeoflabor:
Thelevelofemployeewhocanorshouldbe
performingthetasksetshouldbeevaluated.
Theavailabilityinthemarketplaceofpersonswith
thesespecificqualificationsshouldbeassessed.
Itmaybenecessarytoadjusttheskillleveltothe
availabilityoftherequiredemployees.
27

28. Job analysis and work descriptions
cont...
5.Legalissues:Thelegalrequirementsforspecific
licensuresortrainingshouldbeincluded.
6.Interactionwithcoworkers:Themethodand
extentoftheinteractionoftheemployeeshould
beevaluatedbothintermsofefficienciesand
ensuringthattheskillmixandcommunications
withco-workersisadequate.
28

29. Job analysis and work descriptions
cont...
JOB DESCRIPTION
Afterperformingthejobanalysis,ajob
descriptionisdeveloped.
Thepurposeofthejobdescriptionistwofold.
i.First,itdocumentsthecharacteristicsofthejob
andtherequirementsofthecandidates.
ii.Equallyimportant,itactsasameasureagainst
whichemployeeperformancecanbeassessed.
29

30. Job analysis and work descriptions
cont...
Jobdescriptionsareonemeansofhelpingto
distributetasksamongthehealthteam.
A job description states: -
Theobjectives,activitiesandprogrammesofthe
holderofthepostconcerned
Theauthorityofthehealthworker,i.e.the
decisionsthatthehealthworkerisexpectedto
makeandhasarighttomake
Theresponsibilitiesofthehealthworker,i.e.the
expecteddegreeofachievementoftasksand
functions.
30

31. Job analysis and work descriptions
cont...
Thepurposeofjobdescriptionsistodefine
exactlyfortheholdersofdifferentposts,their
fellowworkersandtheirsupervisors;
What the holders of the posts are expected to do
What standards they are expected to reach
To whom they are responsible
Whose work they supervise
31

32. Job analysis and work descriptions
cont...
USES OF DETAILED JOB DESCRIPTIONS
Statesclearlywhateachmustdoandis
expectedtoachieve.
Helppreventargumentsbetweenpeople
aboutwhoshoulddowhat
Helpinthedistributionoftheequipment
neededtodothework
32

33. Job analysis and work descriptions
cont...
Helppreventgapsandoverlaps
Canshowtheneedfortraining,forinstanceif
itincludesadutyforwhichthehealthworker
hasnotbeentrainedorneedsfurthertraining.
Usefulasabasisforevaluatingstaff
performance
33

34. Job analysis and work descriptions
cont...
CONTENT OF JOB DESCRIPTION
•Ajobdescriptionsshouldbewrittenunder
specificheadingstomakesurethatitgivesall
thenecessaryinformation,i.e.contentofjob
descriptions
Job title=
Date=
Job summary=
34

35. Job analysis and work descriptions
cont...
Duties=
Relations=
Qualifications=
Training and development=
Review and appraisal=
35

36. Job analysis and work descriptions
cont...
1.Jobtitle:Thisisthestandardtitlefortheperson
doingtheworkorjob.E.g.technologist,grade2.
2.Date:itisincludedbecauseajobdescriptionis
notfinal;peopleandroleschange,andjob
descriptionsshouldbereviewed,ifnecessary,
revisedatleastonceayear.
3.Jobsummary:thisisthebriefsummaryofthe
mainresponsibilitiesofthejob.
36

37. Job analysis and work descriptions
cont...
4.Duties:eachdutyshouldbeanidentifiableentity,
arecognizablepartofthejob-holder’swork.Each
dutyshouldcorrespondtooneormoreprogram
objectives.
5.Relations:includethe
title of the person to whom the job holder is
accountable.
the titles of people supervised by the job holder.
37

38. Job analysis and work descriptions
cont...
6.Qualifications:Describes the basic training and
level of experience required for the job.
7.Traininganddevelopment:everyjob
descriptionshouldbeaccompaniedbyaprogram
forthefurthertraininganddevelopmentofthe
personholdingthejob.E.g.in-servicetraining,
opportunitiestoattendmeetings,etc.
8.Reviewandappraisal:itisthestatement
describingtheprocessofreviewandappraisalof
thejobholder.
38

39. Job analysis and work descriptions
cont...
NORMS AND STANDARDS
Ajobdescriptionisaninstrumentof
organizationthatstateseverythingtheworker
isexpectedtodo.
However,jobdescriptiondoesnotsayhow
muchahealthworkermustdoorhowwell.
Normsandstandardstranslateobjectivesand
targetstoamountsofworkandqualityof
servicerenderedbytheworker
39

40. Job analysis and work descriptions
cont...
Normsandstandardsapplyto
Work
Performance
Productivity
Behavior
Whenplannerssetobjectivesandtargets,
theygenerallyhaveinmindcertainnormsof
work,andofperformanceandproductivity,to
ensurethattheobjectivesarerealistic.
40

41. Any last questions?
41

42. Next topic
•Selection process
42

43. Selection process
Oncethejobisanalyzedanddocumentedand
thedescriptionisdeveloped,itistimetohire
thebestperson.
Withthepoolofqualifiedpersonnelshrinking
rapidly,itbecomesevenmoreimportantto
carefullyhireandretainpeoplewhoboth"fit"
theinstitutionandwhocangrowanddevelop
tothebenefitofboththeemployeeandthe
institution.
43

44. Selection process cont…
Turnoverinthehealthcaremarkethasalways
beenproblematic,ashastheperceptionof
limitedchanceforadvancement.
Thesefactorsmakeitevenmorecriticalto
hirewithcareandthenbendoverbackwards
tocreatejobsatisfactionsothatemployees
willstay.
44

45. Selection process cont…
Oncethejobhasbeen"posted,"eitherwithin
theinstitutionorinprintorelectronicmedia
outsidetheinstitution,thefirststepinthe
hiringprocessisthejobapplication.
The format of the job application is not
accidental.
A number of regulations require the asking of
certain questions, and others forbid the asking
of other questions.
45

46. Selection process cont…
Thenextstepintheprocessistoreviewapplications
receivedandnarrowthefieldtoahandfulof
candidateswhoappeartobemostqualifiedforthe
job.
Thisprocessissometimeshandledbythehuman
resourcesdepartment,atleastforscreening
purposes.
Ifthisisthepolicy,theappropriatelaboratory
managershouldthenreviewthoseapplicationsthat
havesurvivedthescreeningandscheduleinterviews
46

47. Selection process cont…
Interviewing
Aformalorinformalinterviewisthenext
step.
Theinterviewsmaybedonebyagroupof
personswhowillbeworkingcloselywiththe
candidate,orbyoneormoreindividual
interviews.
47

48. Selection process cont…
Howthisishandledmaydependon
availabilityofinterviewersand/orpasthistory
and/orpersonalpreference.
Whatevermethodischosen,itisimportantto
keepquestionsaskedasconsistentaspossible
tobeabletoaccuratelyevaluatethe
candidatesinrelationtoeachother.
48

49. Selection process cont…
RECRUITMENT
Successinanybusinessrequiressuccessin
competition.
Thus,everycompanywithinvariousindustriesstrives
torecruitandretainthemosthighlyqualified
personnel.
Companiesareconstantlychallengedtocreatenew
andbetterservices,programs,andbenefitswith
whichtoattractthemostqualifiedcandidatesto
workfortheirorganization.
49

50. Selection process cont…
Intheexcitementofthatcompetitivespirit,
however,manymanagershavenotbeen
providedtheopportunitytolearnthebasics
oftherecruitmentprocess.
Whatquestionsmayproperlybeaskedinan
employmentinterview?
Whatinformationshouldberevealedwhen
answeringacallforanemployment
reference?
50

51. Selection process cont…
Ifacandidateforemploymentdisclosesthe
existenceofadisabilityorneedforareligious
accommodation,howshouldyourespond?
Understandingthebasicrequirementsofthe
recruitmentprocessiskeytocreatingahigh
quality,stableworkforce.
51

52. Selection process cont…
POSITION DESCRIPTIONS
Therecruitmentprocessshouldbeginwith
thewritingofthejobdescription.
Thebestjobdescriptionliststheessential
functionsofthejob,definedasthosethatare
mostimportantandperformedwiththe
greatestfrequencyofallrequiredtaskswithin
ajob.
52

53. Selection process cont…
Thejobdescriptionshouldalsoincludea
listingoftherequirementswithregardto
educationandexperience.
Anemployermaylimitemploymentina
particularjobtopersonsofaparticularsex,
religion,ornationaloriginiftheemployercan
showthatsex,religion,ornationaloriginisan
actualqualificationforperformingthejob.
53

54. Selection process cont…
Afterthejobdescriptioniscompleted,the
employerwillneedtoattachanappropriate
payorsalaryrangetothatjob.
Itisgenerallythedutyofthehumanresources
departmenttoconductmarketsurveysand
ensuretheircompensationstructureisboth
internallyequitableaswellasmarket
competitive.
54

55. Selection process cont…
Maintaininginternalequityrequires
comparingthecurrentwagespaidtoeach
personcurrentlyemployedwithinaparticular
jobclassificationwitheachincumbent's
levelofeducation
yearsofexperienceinthefieldand
yearsofexperienceinthejobwiththatemployer.
55

56. Selection process cont…
Hiringanewcandidateatarateofhigherpay
thancurrentincumbentswithcomparable
educationandexperienceinthefieldmay
requireanupwardwageadjustmentforevery
otherworkerinthatjobclassification.
Ifthisisdone,itcanbeverycostlytothe
employerandmustbeweighedagainstthe
returnontheinvestmentofbringinginthat
onenewcandidate.
56

57. Selection process cont…
Ifthecandidateishiredatthehigherrate,and
noadjustmentismade,thelikelyresultisnot
justareductioninemployeemoraleand
resentmenttowardthenewworkerbut
potentialclaimsofwagediscrimination.
57

58. Any last questions?
58

59. Next topic
•Work groups
59

60. Work groups
Mostlaboratoriesarestaffedbyemployees
withdiverseskillsetsandcapabilities.
Thisistruebecausetherearemanydifferent
typesoftasksthatmakeuptheoperationofa
laboratory.Inaverysmalllaboratory,afew
employeeswithsimilar,broadskillsetswill
operatethelaboratory.
Inmostlaboratories,however,theworkis
brokendownintotasksthatrequiredifferent
levelsofskills. 60

61. Work groups cont...
Forexample,phlebotomistscollectthe
specimensanddeliverthemtothelaboratory.
Theyuseadifferentsetofskillsfromthe
processingpeoplewhoreceivethe
specimens,logthemin,andpreparethemfor
analysis.
Anothergroupincludesthemedical
technologistswhoanalyzethespecimensand
reporttheresults.
61

62. Work groups cont...
Yetanothergroupmaybeclericalandhandle
reportingandresultsdistribution.
Thesmoothoperationofthelaboratory
requiresthatalloftheseemployeeswith
differentskillsetsworkcloselytogetherto
accomplishthetasksrequiredtogetaresult
backtothepatient'scaregiver.
62

63. Work groups cont...
Workgroupsmaybeformalorinformal.
Formalworkgroupsareusuallyassignedtoa
particularareatoperformdifferentpiecesof
theprocess.Staffingandschedulingdefine
theseworkgroups.
Informalworkgroupstendtodevelopwithin
thesegroupsbasedonthepersonalitiesand
prioritiesofthepersonsinthegroups.
63

64. Work groups cont...
Workgroupstendtotakeonpersonalitiesof
theirown.
Someareefficientandoperatesmoothly;
othersaredisjointedanddysfunctional.
Takingthesamegroupofpeoplefromone
worksitetoanother,eventhoughthe
surroundingsandtasksmaybedifferent,does
notgenerallychangehowwellthegroup
workstogether.
64

65. Work groups cont...
Thereisacertainbondingthatoccursamong
members,and,indeed,thedynamicofthe
groupdoestendtochange.
Whenanewemployeeentersthegroup,the
balanceachievedintheoldgroupshiftsto
accommodatetheparticularskillsand
personalitytraitsofthenewmember.
65

66. Work groups cont...
Therearefourdevelopmentalstagesof
workinggroups.
1.Formingstage:1
st
stage
isatentativetimewhenthemembersare
gettingtoknowoneanother,
the"peckingorder"maybeestablished,and
mutualaccommodationoftasksandpriorities
takesplace.
66

67. Work groups cont...
2.Stormingstage,2
nd
stage
whereanyimbalancescometotheforefrontand
mustberesolved.
Somegroupsnevergetbeyondthestorming
stage,andthemanagerneedstoeitherstepin
andsmoothouttheprocessorrearrangethe
groupbyaddingordeletingmemberstostrikea
balance.
67

68. Work groups cont...
3.Normingstage,3
rd
stage
membershavecometoagreementonhow
thingsaredoneandwhodoesthemanda
generallevelingoffoccurs.
4.Performingstage,whereallmembersare
comfortablewiththedynamicsandare
productiveandhappy.
68

69. Work groups cont...
Turnover,whichisanongoingproblemin
healthcare,hasaprofoundeffectonthe
efficientfunctioningofworkgroups.
Eachtimeamemberleavesandisreplaced,
thegroupstartsoverattheformingstageand
mustprogressthroughtheotherstagesbefore
itagainbecomesanefficientwork
organization.
69

70. Work groups cont...
Thetaskofthemanageristoacceleratethis
processthroughopencommunicationand
fosteringofgoodrelationshipsamong
employeessothatthetimerequiredtoreach
theperformingstageisasshortaspossible.
Changingthestructureandtasksofwork
groupsissometimesalessoninmanagement
bytrialanderror.
70

71. Work groups cont...
Generally,theformalgroupswillremain
relativelystableunlessprocessproblems
indicatethatthegroupneedstorestructure.
Itistheinfluenceoftheinformalgroups,
however,thatusuallycauseproblemsthat
mustbeaddressedbythemanager.
71

72. Work groups cont...
Themosteffectivewaytomanagework
groupsis
tohaveclearguidelinesforemployeesastowhat
isexpected,
selectemployeescarefully,
haveaquantifiableandreasonableevaluation
processinplace,and
communicateopenlywithemployeesatalllevels.
72

73. Work groups cont...
TheEqualPayAct(EPA),whichispartofthe
FairLaborStandardsActof1938,prohibits
wagediscriminationbetweenmenand
womeninthesameestablishmentwhoare
performingsimilarworkundersimilarworking
conditions.
73

74. Any last questions?
74

75. Next topic
•Motivation to work
75

76. Motivation to work
Thetermmotivationencompassesmany
images.
Itimpliestheexistenceofincentives,motives,
andpurpose.
Italsoincorporatesideasaboutthedrive,
desires,andneedsofanindividual.
76

77. Motivation to work cont…
Motivationcanbecitedasthereason
someonebehavesinacertainmanneroris
blamedforfailure,forexample,
"Althoughtheywereobviouslythebetterteam,
theywerejustnotmotivatedenoughtowin."
Itisalsoasourceofhope,forexample,
"IfonlyIcouldmotivatemychildtogetbetter
grades"or
"Iknowwehavethetalent;ifwecouldjust
motivatethestafftopulltogetherasateam."
77

78. Motivation to work cont…
"Motivation"canbedefinedconciselyasthe
reasonpeopledothethingstheydo.This
simplificationaddressesquestionssuchas
"Whydoweactinthewaywedo?"and
"Whatwillcauseustochangeordothings
differently?"
Inthisdefinition,motiveisthekey
component.
78

79. Motivation to work cont…
Motivationistheinspirationorpromotional
elementofdirecting.
Itisdefinedasaconditionofinfluencing
oneselftomoveoractinagivendirection.
Motivationstemsfromwhatapersonwants
orneeds.
Psychologistsadvice:Whatgetsrewarded,
getsrepeated.Whatgetsignored,doesn'tget
done.
79

80. Motivation to work cont…
Therearedifferenttheoriesofmotivation.
AbrahamMaslowbasedhisstudiesonthree
hypothesis:
1.Needsinfluencethebehaviorofpeople.
2.Needsrankinorderofimportanceand
3.Peopleprogressfrombasictocomplexneeds
whentheneedsateachlevelsareminimally
satisfied.
80

81. Motivation to work cont…
FromtheseassumptionsMaslowderived5
levelsofneeds.
1.Physiologicalneeds=needforfood,drink,
warmth,pay,sex,etc.
2.Safetyandsecurity=needforsafety,
security,stability,etc
3.Socialneeds=needforunderstanding,
acceptance,respect,etc
81

82. Motivation to work cont…
4.Egostatusandesteemneeds=needfor
recognition,selfesteem,responsibility
5.Needforselfactualization=thehighestlevel
needsforfulfillmentandrealizationof
potentialbothascreativepersonandasa
memberofsociety.needforchallenge,
achievement,creativity,etc.
82

83. Abraham Maslow’s need hierarchy
Self
actualizat
ion
Ego status
Social needs
Safety and security
needs
Physiological or basic needs
83

84. Motivation to work cont…
Amanagershouldunderstandwhat
encouragepeopletoapplytheirabilityand
energytowork(motivators),andwhatmakes
peopledissatisfiedatwork(dissatisfies).
84

85. Motivators and distracters to
work
There are six main motivators in work.
1.Achievement:Mostpeopleliketodothings
well.Theyliketosucceed.
2.Recognition:veryfewpeoplearesatisfiedwith
simplyknowingintheirownmindsthatthey
havebeensuccessful.Mostpeoplelikeothers
alsotoknowoftheirsuccess.
85

86. Motivators and distracters to work
cont…
4.Theworkitself:peopleliketodousefuland
worthwhilework,helpfultootherpeopleand
helpingthemselvesachievetheirideals.The
appealofcurativemedicalworkisselfevident.
5.Responsibility:tohaveresponsibilityistobe
abletoaccepttheconsequences,goodorbad,of
decisionoranaction.
86

87. Motivators and distracters to work
cont…
5.Advancement:thisisaformofrecognition.
Recognitionwithoutrewardisnotvery
convincing.Peoplepreferrecognitionthatcomes
inatangibleformsuchasanincreaseofsalaryor
moreresponsibility,withfreedomtousetheir
owninitiative,whichleadstojobsatisfaction.
6.Self-improvement:peopleliketobecome
mature,todevelopaspeople.Manymakegreat
sacrificestoimprovethemselvesandtheir
families.
87

88. Motivators and distracters to work
cont…
Similarly,therearealsosixcommoncausesof
dissatisfaction.
1.Inefficientadministration:
peopleliketoworkforanadministrationthatis
bothefficientandjust.
Wasteoftimeandotherresourcesirritatesthem
andmakesthemangry.
Tokeepapersonwaitingisasignofdisrespect;it
istheoppositeofrecognition.
88

89. Motivators and distracters to work
cont…
Administratorscauseseriousdissatisfaction
anddiscouragetotheirstaffwhentheyfail
to
Paysalariesontime,
Sendtransportwhenithasbeenarranged,
Distributesupplies
etc
89

90. Motivators and distracters to work
cont…
2.Incompletesupervision:supervisorsare
expectedtobetechnicallycompetent
3.Poorpersonalrelations:peopleshouldbe
treatedfairly.Peopleliketobeconsulted
abouttheirwork.
4.Poorleadershipqualities:peoplerespond
muchbettertoexamplethantoexhortation.
“doasIsaynotasIdo”isapoormethodof
leading
90

91. Motivators and distracters to work
cont…
5.Lowpay:
Theabsolutelevelofsalaryislessimportantthan
itsrelativelevel.
Asalaryissatisfactorywhentheworkersget
whattheyexpect,whatothersdoingthesame
sortofworkaregetting,andwhatisgenerally
regardedasbeingfair.
6.Badworkingconditions:peoplefeeland
expressdissatisfactionwithbadworkingconditions
whenthesearecausedbyincompetentornegligent
administrationandcouldbeputright.
91

92. Why is motivation important?
Tosupportperformance,healthcareworkers
need
clearjobexpectations,
up-to-dateknowledgeandskills,
adequateequipmentandsupplies,
constructivefeedbackandcaringsupervisor.
Workersalsoneedmotivation,especially
whensomeoftheotherfactorsthatsupport
goodperformancearelacking.
92

93. Why is motivation important?
Cont…
Indeed,highlymotivatedindividualscanoften
overcomeobstaclessuchaspoorworkingconditions,
personalsafetyconcernsandinadequateequipment.
Giventhecurrentchallengesrelatedtohuman
resourcesforhealthinmostdevelopingcountries
(JointLearningInitiative,2004),helpingworkersto
beasproductiveaspossibleinthefaceofsuch
obstaclescanbeanimportantoutcomeofincreased
motivation.
93

94. Motivation and job satisfaction
Itisveryimportanttounderstandthatthereisa
differencebetweenmotivationtoperformwelland
jobsatisfaction.
Indeed,literatureshowsthatthecorrelation
betweenbothisconsistent.
CynthiaFisher(1980)concludesthat
jobsatisfactioniscontrolledbyoverallworkplace
climate,while
improvedperformanceispredicatedmoreby“job
facetsthatseemtoberelatedtotheparticular
situation.” 94

95. Motivation and job satisfaction
cont…
Ifwecareaboutkeepinghealthcareworkersintheir
posts,thenweshouldcareverymuchaboutjob
satisfaction.
Retentionisreceivingmuchattentionasaprimaryfront
inthebattletomaintainandincreaseprovider-to-
patientratiosb/clargeportionsofthepublichealth
workforceindevelopingcountriesare
leavingforthegreenerpasturesofprivate-sector
work,
emigratingtohigher–payingcountriesor
exitingfromthehealthcarefieldentirely, 95

96. Motivation and job satisfaction
cont…
Somerecentstudiesonapplyingpayandotherdirect
incentivestowardimprovingretentionhave
producedmixedresults(Perry,2006)
Thebestmethodsforimprovingworkplaceclimate,
jobsatisfactionandtherebyretentionarenotyet
wellknown.
Itisclear,however,thatmotivationtoimprove
performanceandthetendencytostayinajobare
controlledbydifferentmechanisms.
96

97. Any last questions?
97

98. Next topic
•Compensation and leave benefits
98

99. Compensation and leave benefits
ThisfunctionofHRMisdefinedasthe
adequateandequitablepaymentofpersonnel
fortheircontributionstoorganizational
objectives.
Thetermnonexemptreferstoemployeeswho
aretobepaidforeveryhourinwhichthe
employeeperformsworkfor,orisunderthe
controlof,theemployer.
99

100. Compensation and leave benefits
cont…
Someemployeesareexemptfromthe
provisionsoftheremunerationandare,thus,
termed,"exempt"employees.
Manycompanieshaverulesthatovertime
mustbeapprovedinadvanceofbeing
worked.
Whiletheoveralladministrativeoversightof
leavebenefitsisgenerallyregulatedbythe
humanresourcesdepartment
100

101. Health insurance: -
InEthiopiasituationnowdays,thereisno
systemforhealthinsuranceforhealth
workers.However,thereisatrendinsome
healthsectorsofsmallpaymentforx-ray
techniciansorradiographersandmid-wifery
professionalsforhealthhazard.
101

102. Compensation and leave benefits
cont…
Problemsmostfrequentlyariseatthe
departmentallevelwhenarequestforsome
formofleaveisinitiallydeniedormisapplied
byamanagerorsupervisor.
Aneligibleemployeeforleaveisonewhohas
workedfortheemployerforatleast12
months(notnecessarilyconsecutive)andat
least1,250hoursinthelast12months.
102

103. Compensation and leave benefits
cont…
Althoughthereismorethanonedefinitionof
whatconditionsconstituteaseriousmedical
condition,sufficeittosaythatthemost
commonoccurrenceisanabsenceofmore
thanthreecalendardays.
103

104. Any last questions?
104

105. Next topic
•Maintenance and integration
105

106. Maintenance and Integration
MaintenanceisanotherfunctionofHRMthat
dealswiththeperpetuationofhavingwilling
andableworkforceinanorganizationthruan
effectivesystemofcommunicationand
reductionofworkrelatedaccidentsand
healthhazards.
HRMofintegrationisconcernedwiththe
attempttoeffectareasonablereconciliation
ofindividual,societalandorganizational
interests.
106

107. Maintenance and Integration
cont…
Significantoverlappingofinterestsexistsin
oursociety,andtheseinterestsrequireHRM
todealwiththefeelingsandattitudesof
employeesinrelationwiththeprinciplesand
policiesoforganizations.
ItisunderHRMfunctionofintegrationthat
issuesrelatedtoemployeesgrievances,
conflictresolution,disciplinaryactionand
laborrelationsareentertained.
107

108. Conflict Management
Conflictis : -
adisagreementthroughwhichtheparties
involvedperceiveathreattotheirneeds,
interestsandconcerns.
Two or more contradictory values, perspectives
and opinions.
108

109. Conflict management cont…
Conflictischaracterizedas
1.Itisinevitable
2.Constructiveordestructive
3.Hasnegativeperceptions
4.Strategiesforresolutionmaydiffer
5.Willnotresolveitself
6.Resolutionrequireinterpersonaltrust,skillful
constructiveopennessandcourage
7.Strategiesforconflictresolutioncanbelearned
109

110. Conflict management cont…
There are different types of conflict
Conflicts of facts
Conflicts of expectations
Conflict of attitudes
Semantic conflicts
Structural conflicts
110

111. Conflict management cont…
Conflictscanbecausedbydifferentcauses.The
followingaresomeofthem
Poor communication
Competition for resources
Distrust and suspicion
Qualification and knowledge
Previous experiences
Power and privileges
Age and gender difference
Culture , race and ethnicity and etc
111

112. Conflict management cont…
Conflict is considered constructivewhen it
Clean up important problems or issues
Facilitates clear communication
Broadens perspectives and alternatives
Provides solutions
Leads to involvement and understanding
Releases emotion, anxiety and stress
Develops skills
112

113. Conflict management cont…
Conflict is considered destructivewhen it
divert attention
Demoralize the team or an individual
Divides and make cooperation difficult
Emphasizes difference
Diminishes cooperation and group cohesiveness
Breaks down communication
Leads to harmful behavior
113

114. Conflict management cont…
Managerialactionscancauseconflictat
workingplaces.Thefollowingcanbe
considered
poorcommunication
Unclearroles
Unclearobjectives
Mismatchingresourcesandexpectations
Inconsistentleadership.
114

115. Conflict management cont…
Therearedifferenttypesofresponsesto
conflict.Thefollowingcanbeconsidered
Competing
Collaborating
Compromising
Accommodating
Avoiding
115

116. Conflict management cont…
Destructiveconflictsneedtoberesolvedor
minimized.Optionstoconsiderasthe
managerialactionstominimizeconflict:-
Review job descriptions
Build good r/ship with all subordinates
Regular written status report
Conduct basic training
Develop procedures for routine tasks
Regular management meetings
Anonymous suggestion boxes
116

117. Conflict management cont…
Conflict resolution has five steps
1.Formulate a statement current problem
2.Clarify dimensions of conflict
3.Brainstorm all possible solutions
4.Identify consequences of each possible solutions
5.Choose mutually acceptable solution
117

118. Appraising staff performance
Performanceevaluationreally
startsduringtheorientationperiod,whena
traineristeachingthenewemployeethedetails
ofthejoband
continuestoamoreformalstageattheendofthe
probationaryperiodwhenaformalperformance
appraisaliscompletedanddocumented.
Twotypesofperformanceevaluationarefound:
i.competencybasedand
ii.criteria-based.
118

119. Appraising staff performance
cont...
Competency-basedperformanceevaluationis
anevaluationbasedonalimitednumberof
specificallydefinedtasksthataretaughtand
assessedbydirectobservationduringthe
orientationperiodandperiodicallythereafter.
Asecondmeansofperformanceappraisalis
thecriteria-basedperformanceevaluations.
119

120. Appraising staff performance
cont...
Criteria-basedmethodusesanevaluation
basedonratingtheperformanceofthe
employeeonspecificallydefinedcriteriasuch
as
knowledge,
judgment,
attendance,
reliability,and
interactionswithfellowemployees.
120

121. Appraising staff performance
cont...
Staffperformanceisappraisedinorderthat
staffmaylearnfromexperienceandtherefore
improveormaintainsatisfactorylevelsof
performance.
Onespecificpurposeofappraisalofstaff
performanceshouldbetoenabledecisionsto
bemadeaboutthelearningneedsofstaff.
121

122. Appraising staff performance
cont...
Theappraisalprocessinvolves5steps.
1.Deciding what aspects of performance to appraise
2.Collecting the information needed to measure
performance
3.Comparing the results with relevant norms
4.Judging the degree to which norms are met
5.Deciding what to do next.
122

123. Appraising staff performance
cont...
Appraisalshouldbeunderstoodand
appreciatedas
thewaytohelpeachstaffmemberperform
efficientlyand
tofeelgratifiedwhens/heachievestheintended
results,
shouldnotbefaultfinding.
123

124. Appraising staff performance
cont...
Theremustberulesthatstate:-
whoisresponsibleformakingtheappraisal,
thedatewhenappraisalisdue,
theperiodcoveredbytheappraisal,
theinformationneededtomaketheappraisal,&
theinformationneededfromtheappraisal.
124

125. Appraising staff performance
cont...
Threedocumentsshouldnormallyspecifyall
thefunctions,tasksoractivitiesthatshouldbe
thesubjectofperformanceappraisal:
1.thejobdescription,
2.aworkplanand
3.technicalproceduremanuals(SOP).
125

126. Separation & employment
termination
Thefinalaspectofthepersonnelprocessand
employmentcycleistheconclusionofthe
formalrelationshipbetweentheemployee
andtheorganization.
Itmaybeeither:-
voluntary,aswhenanemployeeretiresoraccepts
apositionatanotherlaboratory,or
involuntary,suchasadisciplinarydismissalor
layoffresultingfromahospitalwidereductionof
personnel.
126

127. Separation & employment
termination cont…
Thisstageincludestheroutinepaperwork
associatedwithremovingthepersonfromthe
payrollandmaintainingtherecordsforany
possiblefutureuse.
Manycompanieshaveapolicyofverifying
onlydatesofemploymentand,possibly,salary
levelsbecauseofthreatsoflitigationarising
overanevaluationgivenaboutwork
performance.
127

128. Separation & employment
termination cont…
Exitinterviewsmaybeconductedduringthe
finalweekofemploymentasamethodof
identifyingwhypersonnelareleavingan
organization.
128

129. Separation & employment
termination cont…
Theinformationgainedfromtheseinterviews
maybeusedinassessingtheoverallefficiency
oftheorganization'shumanresource
managementsystemtoincludesuchissuesas
Sense of job security,
Quality of management and supervision,
Satisfaction with the performance appraisal
system,
Working conditions,
129

130. Separation & employment
termination cont…
Fairness of company policies,
General attractiveness as a place to work, and
The perceived equity and competitiveness of the
wage, salary, and benefits plans.
Becauseasingleindividualmayhavehadabad
experiencewithorholdacomplaintagainsta
particularsupervisorordepartment,thesefindings
areusuallybatchedtoidentifytrendsandproblems
withadepartmentorpolicyratherthandealtwithas
isolatedincidents.
130

131. Any last questions?
131

132. Next topic
•Laboratory safety management
132