Our Lady of Fatima University – Valenzuela Campus

College of Medical Laboratory Science

Laboratory Management
Reñella Sapasap | October 23, 2021 | 1st Semester – Midterm

• Induction of the newly hired

employees.
❖ Overview of Human Resource Management • Replacement to the different
➢ Personnel Program department.
➢ Personnel Policy • Transfer whenever there is a
➢ Sources of Labor promotion.
❖ Theories of Motivation • Merit
❖ Leadership • Rating
➢ Organizational Factors that influence • Training
leadership success
• Counseling
➢ Leadership models
• Separation of employees
➢ Safety
▪ Primary Basic
❖ Also known as Personnel Administration. ▪ Mechanical Safeguard
❖ It is the phase of management concerned with the ▪ Accident Investigation
engagement and effective utilization of ▪ Safety rules, record, and statistics.
manpower to obtain optimum efficiency of human • Safety records and statistics goes
resources. together because the statistics will
➢ Also known as Personnel Administration reflect the number of accidents, the
and it covers the area of near misses that happens in the
▪ Recruitment workplace.
▪ Covers the area of selection ➢ Employee Relations
▪ Replacement of the employees ▪ Materials related to
▪ Development in the organization • Collective Bargaining
▪ Maintenance of manpower • Wage and Salary Administration
▪ Utilization of manpower resources of an • The Graven System
organization • Medical and Dental Services
• Labor Management Relation
• Moral Studies
❖ It is consisting of series of activities intended ➢ Employee Research and Standards
to carry out or to materialize the personnel ▪ Job Analysis
policies of the laboratory as well as the other ▪ Job Description
departments for the purpose or realizing ▪ Job Evaluation
objectives of the organization. ▪ Job Weighing Wage Analysis
➢ A good personnel program covers the ▪ Organizational Planning
following activities of personnel management ▪ Employee Manuals
which includes the following ➢ Employee Services
▪ Employment ▪ Recreational Plans
• Recruitment ▪ Insurance plans for the employees
• Interviewing ▪ Profit Sharing Plans
• Conduction of testing to the ▪ Miscellaneous Services
employees

REÑELLA SAPASAP 1
 |LMGT211| Human Resources; Theories of Motivation; Leadership |Prof. Jonna A. Tacsay, RMT, MSMT|
❖ It is the statement of intention that commits the
laboratory manager to a general course of action
to accomplish a specific purpose.
❖ Policy in any form and in institution it follows
one unidirectional decision and that is to guide
decisions and to achieve rational outcomes.
➢ Is the actual mere reason why policies are
implemented as procedures or protocols
simply because protocols and procedure are
needed in a workplace.
❖ The areas covered in drafting and creating
personnel policies are also the same sets of
responsibility that are being applied by the
laboratory manager in terms of producing and
securing manpower resource overtime.
➢ As a manager they must be futurists in
having thoughts in thinking on how they
will bring out the maximum potential of
the employees during their stay in the
organization.
➢ As a manager they must motivate the
employee to respond positively to collaborate
and engaged and to contribute productively
and uniquely within the organization.
➢ As a manager it is also their part of
responsibility to lessen the transition of
the turnover even the resignation of the
employees in just a short period of time.
➢ Take Note: Frequency in transition will
consume negative effects in an organization.
❖ There are ten (10) areas normally considered
by personnel policies.
➢ Recruitment, selection, and planning
➢ Employee induction and training
➢ Employee rating and promotion
➢ Transfer, downgrading and lay-off
➢ Disciplining and Discharge
➢ Salary and Wage administration
➢ Changes in work assignment and hours
➢ Services for employees.
➢ Employee’s health and safety
➢ Employee’s participation and work problems
❖ It is not particularly for the laboratory
departments alone. It can also be applied to other
departments.
❖ Applies when the vacancy exists and employees
in an organization are being transferred from
one department to another or being promoted.
❖ It encouraged the employee’s development and
improved their moral.
❖ The employees are actively working in the
laboratory.
❖ The employees that have been procured from
outside of the organization in short these are
the employees that literally applied for the
vacancy.
❖ It challenges the present employees in the
organization to improve qualification, to
improve their selves that later they will become
qualified in terms of higher position specially if
they want to be promoted.
❖ Motivation generates driving factors to satisfy
the desire needs and wishes by performing action,
willingness, and seat of goals to perform.
❖ It is not influence by the management but
rather through motivation.
❖ The difference between management and
motivation is that
➢ Management is being responsible by
accomplishing something through obligation
that an individual is being assign given by the
manager, immediate supervisor, or leaders.
➢ Motivation is more on how an individual
wants to achieve something out of their own
drive or will to achieved or reached
something.
’ –
by Frederick Herzberg
❖ The first (1st) birth motivation hygiene theory
was developed by Frederick Herzberg.
❖ He was a psychologist and was the pioneer in
motivation theory.
❖ In preliminary period when talking about
management one of the fathers of management
theory is Henri Fayol.
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 |LMGT211| Human Resources; Theories of Motivation; Leadership |Prof. Jonna A. Tacsay, RMT, MSMT|
❖ Frederick Herzberg developed this theory by
interviewing group of employees to find out
what makes the employees become satisfied on
their job.
❖ When conducting the interview, he asked the
employees with two sets of essential questions.
➢ Think of a time when you felt especially
good about your job and why do you feel
that way?
➢ Think of a time when you felt especially bad
about your job and why did you feel that
way?
▪ The result of the interview Frederick
Herzberg was able to develop and
learned to conclude that there are two
dimensions (area) to achieve the job
satisfaction.
❖ Hygiene issues are related to employee’s
environment.
❖ Cannot motivate employees but rather these
factors can minimize the dissatisfaction of an
employee if handled properly.
➢ Pay or Salary increases
➢ Technical supervision or having a competent
superior
➢ The human relations
➢ Organization Policy and Administration
➢ Working Condition or Physical Surrounding
➢ Job Security
❖ The one that create satisfaction by fulfilling the
❖ Individuals need for meaning and personal
growth.
➢ Achievement completing important task
successfully
➢ Recognition (being single out or praise)
➢ Responsibility for one’s own or other’s work
➢ Advancement (changing status through
promotion)
❖ These two factors are related to each other
because once the hygiene areas are address then
the motivations will promote jobs satisfaction and
encourage production.
’
by Dr. Abraham M. Maslow
❖ Maslow’s Hierarchy of needs is a motivation
theory postulated by Dr. Abraham M. Maslow
where the hierarchy of needs are being address
from the bottom then upwards.
❖ This motivational theory is useful for both
personal development and workplace growth.
❖ The process of achieving these things will begin
at the bottom then upward in short one cannot
move to another phase for as long as the other is
not resolved.
❖ The person can only move on higher needs when
the basic needs are adequately fulfilled.
❖ This theory assumes that all people experience
this needs in the same order.
➢ Esteem needs is where the ego driven needs
begin.
▪ The primary element of esteem needs are
self-respect and self esteem
▪ Self-respect pertains to the belief that
you are variable and deserving dignity.
▪ Self-esteem is a confidence to your
potential and personal growth and
accomplishment.
➢ Self-actualization describes the fulfilment of
the full potential as a person.
▪ Education
▪ Skill development
• Refining of talents
▪ Caring for others
▪ Broader goals
REÑELLA SAPASAP 3
 |LMGT211| Human Resources; Theories of Motivation; Leadership |Prof. Jonna A. Tacsay, RMT, MSMT|
➢ Deficiency Needs it covers the physiological
needs, safety needs, Love and belonging
needs, and esteem needs.
➢ Growth needs only the self-actualization is
left.
➢ According to Dr. Abraham M. Maslow’s
Theory if an individual failed to meet their
deficiency needs their experience will be
harmful and unpleasant result.
➢ By contrast self-actualization needs can
make an individual happier, complete, and
more fulfilled but the individual is not harmed
when these needs go unfulfilled.
▪ Self-actualization needs only become a
priority when the other four (4)
fundamental needs below the pyramid
categorically met.
’ ➢ Inherent means an individual is not born
by Douglas McGregor
❖ Originally proposed by Douglas McGregor.
❖ Managers has two perceptions with their
employees.
❖ Manager’s attitude has an impact on employee
motivation.
❖ Motivation in management theory at the same
time was rooted and influence by Abraham
Maslow’s Hierarchy of Needs.
❖ Explains the importance high tend supervision,
external rewards, and penalties.
❖ In Theory X the managers become micro
managers.
❖ Highlighted the motivating role of job satisfaction
and encourages workers to approach task without
supervision.
❖ Employees becomes more independent, confident
in their skills and works because they feel
entrusted that is coming from their managers.
➢ People hate to work; that they need to be
driven.
➢ Threatened or punished to achieved
organizational goals.
➢ They lack ambition and want only security.
➢ People hate to work; that they need to be
driven.
➢ Threatened or punished to achieved
organizational goals.
➢ They lack ambition and want only security.
❖ People don’t have to be forced or threatened to
work.
❖ Work is considered as natural as rest or play.
❖ They will commit themselves to the external
organization.
❖ People want responsibility.
’
❖ States that every person has a one (1) of three (3)
main driving motivators.
❖ This driving motivators are not inherent.
with skills or talent already but rather it
develops over time by working hard and learn
through culture, education, and life
experiences.
❖ This ties the strength of behavioral motives to the
individual’s assessment of the likelihood of
achieving a specific goal.
➢ Achievement needs
▪ Type of person that have a strong need of
set and accomplish challenging goals.
▪ Takes calculated risk.
▪ Receives regular feedback.
▪ Often like to work alone.
▪ Job and career success.
➢ Power needs
▪ Control and influence others.
▪ Win arguments
▪ Enjoy computation and winning
▪ Enjoy status and recognition.
➢ Affiliation needs
▪ Wanted to belong to the group.
▪ To be like by the rest of the group.
▪ Favors collaboration over competition
▪ Does not like high risk or uncertainty.
▪ Warm, friendly relationships
’
by Clayton Alderfer
❖ Proposed by Clayton Alderfer.
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 |LMGT211| Human Resources; Theories of Motivation; Leadership |Prof. Jonna A. Tacsay, RMT, MSMT|
❖ Motivation in management theory at the same
time was rooted and influence by Abraham
Maslow’s Hierarchy of Needs by categorizing
the hierarchy needs into three (3).
➢ E – existence need
▪ Providing the basic materials pexistence
requirements of a human.
▪ Counterpart: Physiologic needs
➢ R – elatedness needs
▪ Desire for maintain important
intrapersonal relationship.
▪ Counterpart: social need and extrinsic
component of self-esteem.
▪ Interpersonal relationship, acceptance and
belonging.
➢ G – growth needs
▪ Concerned with a desire of a personal
growth.
▪ Counterpart: self-actualization needs and
the intrinsic component of self-esteem.
▪ Creativity, challenge, and personal
growth on the job.
❖ The differences between extrinsic component
and intrinsic component
➢ Intrinsic Component of self-esteem
pertains to the relationships to yourself in
terms of skills and knowledge.
➢ Extrinsic Component of self-esteem is how
you bring yourself in to the external world
and how you relate yourself to other people. It
is a matter on how you adjust with the
environment.
❖ The ERG Theory is based on concept of
progression and regression theory when the needs
in the low categories or satisfied an individual will
invest more efforts in the higher category that
is the application of progression theory.
➢ When the need in higher category is
frustrated and an individual will invest
more effort in low category that is the
application of regression theory.
’
by Victor Vroom
❖ Introduced and postulated by Victor Vroom.
❖ In expectancy theory of motivation says an
individual is motivated by doing something in
three (3) things.
❖ Source of Motivation
➢ Value reward associated with an action.
➢ Trusted that they will receive a reward if they
do a good job.
➢ They believe that they can achieve their
objective by working hard.
❖ This theory is more on rewards.
❖ Individual motivation is affected by different
variables that influence their selection decision.
❖ Variable
➢ Expectancy is associated to the belief that
effort brings performance and performance
leads to rewards.
➢ Outcome is associated to the actual
realization or when the rewards are
materialized.
➢ Instrumentality is associated to how much
they believed that they could generate good
results that will result in a reward by working
hard.
➢ Valance is associated to the value place on the
available reward.
➢ Choices is associated from an individual
perspective wherein it leads to conscious
choices. This is a lack of motivation.
by John Stacey Adam
❖ Proposed by John Stacey Adam.
❖ Focuses on determining whether the distribution
of resource is fair for each person by considering
the two perspectives, the employee’s inputs versus
the employee’s outputs.
➢ Employee’s input it pertains to their
performance.
➢ Employee’s output pertains to their rewards.
❖ An employee gets demotivated by the job and
his employer in case his inputs are more than the
output.
❖ Key concepts include comparison and
perception.
’
by Burrhus Frederic Skinner
❖ Introduced by Burrhus Frederic Skinner.
❖ This theory was built on the assumption that
behavior is influence by its consequences.
❖ Motivation is based on the observation that we
tend to behave to the way we are treated.
➢ Law of Effect
REÑELLA SAPASAP 5
 |LMGT211| Human Resources; Theories of Motivation; Leadership |Prof. Jonna A. Tacsay, RMT, MSMT|
▪ Proposed was proposed by Edward
Thorndike.
▪ Behavior that is followed by pleasant
consequences is likely to be repeated and
behavior followed by unpleasant is likely
to be repeated.
➢ Stimulus are pertaining to the behavior.
➢ Responses are those behavior that resulted
from a stimulate.
➢ Reinforcement is the consequence of action
or response.
➢ Behavior motivation is the application of
practice of reinforcement that has been
developed over in a course of time.
❖ Internal Factors
➢ Leadership
▪ Refers to the people in the organization
that makes the makes all the major
decision regarding the financing,
budgeting, sales marketing, and human
resources.
• An organization with strong
leadership has a clear vision for the
future.
➢ Employees
▪ Motivated workers that understand
management expectations and motivated
by the given tools, training, support, and
encouragement not only to meet
expectations but to exceed them.
▪ The managers must ensure that they have
a constant communication with the
employees.
❖ External Factors
➢ Customers / Clients
▪ Customer satisfaction to the products and
services is always the first to be always
considered and to promote a consistent,
standardize, and sustainable operability
systems management.
➢ Economy
▪ We cannot hold of the economy and that
is why the business owners since they
cannot control the economy but at least
they must respond to indicators that
trend upward or downward.
▪ By seeing the indicator then they can
adjust their own operations accordingly.
▪ The operability and sustainability of an
organization pertain to the ability of the
organization to adopt, innovate, and to
embrace sudden change in economy to
withstand the adversities and fluidity
brought by the unsteady and constantly
changing factors in the economy.
❖ These are the factors that influence the leadership
success.
❖ It is comprised of behaviors, values, and beliefs.
➢ Defines the proper way to behave within the
organization and consists of
▪ Shared beliefs
▪ Values established by leaders
➢ Once the belief and values has been established by
leaders then it must be communicated and
reinforce to the subordinates through various
methods that will automatedly shaping employee
perception, behaviors, and understanding.
❖ Exploitative and authoritative
➢ It views the workers as tools.
➢ Means of production without known further
obligation to the workers.
❖ Benevolent and Authoritative
➢ Having a know how feeling for the best for
the employees.
➢ Needs and need only inform and direct their
actions without seeking any feedback.
❖ Consultative
➢ Though the opinions and advice of the staff
are useful, the decisions remain exclusively to
the manager.
❖ Participative
➢ The input and responsibility for decision
making process are laced directly on the staff
with only general guidance and oversight
from the management.
▪ This involves the “Team Approach”.
▪ Most applicable and ideal one.
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 |LMGT211| Human Resources; Theories of Motivation; Leadership |Prof. Jonna A. Tacsay, RMT, MSMT|

❖ When it comes to principle of leadership it is

using a mixture of these principles.
❖ Employee Oriented
➢ The manager had strong ties with the
employees rather than in production.
❖ Production Oriented
➢ It has an emphasis to the high productivity at
the expense on the other factors.
➢ The production is the top priority.
❖ Structure Style
➢ The manager directs the staff toward getting
the work done.
➢ The manager has more options on how to get
the work done by specifying and delegating
specific task to the employees.
❖ Consideration Style
➢ Shown by managers efforts to explain their
action to treat workers as
▪ Equal
▪ Listen to subordinate’s concern
▪ Lookout for personal welfare
▪ Give advance notice of changes
▪ Friendly and approachable

REÑELLA SAPASAP 7