Human Resource Mamagemen

MANAGEMENT OF HUMAN
RESOURCES
Course Outline
Management of human resources
Personnel needs assessment
Job analysis and job description
Selection process for hiring
Work groups
Motivation to work
Compensation and leave benefits
Maintenance and integration
Conflict management
Appraising staff performance
Separation and employment termination
Introduction
 Human resource management (HRM) is an
element critical to the successful operation of
any department in any industry.
 Most organizations spend in excess of 60% of

their budget on personnel cost.
 It is critical for organizations to achieve maximum

benefits from this expenditure in ways that will
support sustainable organizational performance.
3
Introduction cont…
Managers, directors, and supervisors who

are not familiar with the basic elements of
HRM serve as a potential liability for their
own organization, rather than an asset,
and are likely to find themselves embroiled
in costly litigation.
4
 The fundamental components or practice areas
that make up an effective HRM system are as
equally important as the technical definition of
HRM.
 HRM is not just about recruitment, personnel data,
supervision or staff training as it is commonly
perceived.
 While these functions are clearly important they
need to be planned and managed within broader
HRM system.
5
A robust HRM approach integrates into a
comprehensive management system that
are frequently isolated functions in an
organization:
recruitment, hiring, retention, talent
management,
payroll, human resource information
systems,
supervision and staff development.
6
At the root of any employment decision,
there is a need.
The need for a worker could have come
about because of
another employee's departure (leave for
high pay, retire, death,etc)
an increase in workload, or
a change in the work process that requires
the recruitment of a person with special
skills or training. 7
cont…
Whatever the reason, the manager must be
prepared
to specify the type of person required
to justify the need, and
obtain authorization to fill the position
The groundwork for needs assessment and
justification should have been completed
during the job analysis process and in the
preparation of the job description.
8
cont…
From this information managers can
supply their supervisors and the personnel
department with a job specification sheet.
A job specification sheet is usually

abstracted from the job description and
contains only the qualifications necessary
to design a recruitment plan.
9
cont…
If this position has already been
authorized during the budgeting process,
obtaining approval may be only a formality.
If the manager is seeking to increase

staffing levels because of changes in
either workload or technology, a more
detailed justification procedure is required.
10
cont…
Legal and Regulatory Requirements
 Numerous laws, executive orders, rules, and
regulations govern the relationship between
an organization and its employees.
 These mandates touch every aspect of the
management process:
Initial hiring of staff
Workplace design and safety
Schedules, breaks, and lunch
11
cont…
Working conditions
Labor union contracts
On-the-job behavior
Promotions
Discipline
Compensation
Benefits and
Separation
12
cont…
In all of these areas, government
regulations define what an employer can,
must, and cannot do.
These regulations are directly reflected in

and strongly influence the design of the
application form, the recruitment strategy,
and the conduct of the employment
interview.
13
Job analysis and work descriptions
 Effective management requires
the thoughtful analysis and measurement of job
tasks and
the careful evaluation of how employees perform
those tasks to achieve the goals of the
organization.
 To accomplish this, a job analysis should be
performed to determine exactly what management
expects from the employee.
14
cont...
 A job analysis is an evaluation and
documentation of the tasks, conditions,
requirements, and authority arrangements of a
working situation.
 A job/work description is defined as a written

document describing the tasks, expectations,
reporting relationships, and other information
relative to the employment of an individual.
15
cont...
 Ideally the job description should be a concise
yet comprehensive summary of the findings of
the job analysis.
 Too often, because of time constraints or lack of

experience, managers write job descriptions
based on historical documents or on a quick
analysis of the current situation.
16
cont...
 Managers are often faced with selecting
individuals who meet the criteria determined
from a job analysis and subsequent job
description to fill open positions.
 A good understanding of the selection process is

critical for a manager to successfully fill such job
openings.
17
cont...
 Once an individual is hired, managers continue
to monitor the employee through performance
evaluations that may be competency-based or
criteria-based.
 Further, managers may elect to use the

assistance of their employees in the formation of
work groups to accomplish designated tasks.
18
cont...
Job analysis
 Job analysis may be done either formally or
informally.
 Most often it is done informally, with a very

general knowledge of the expectations of the
employee and the working relationships of the
employee with fellow employees and with
management.
19
cont...
 Although an informal analysis is frequently
adequate, it is not the best way to approach the
issue.
 A formal job analysis involves observation and

measurement of tasks and relationships with
others and a thorough documentation of the
information gathered.
20
cont...
 When performing a job analysis, many facets like
the following must be considered.
 Working conditions should be analyzed.
Working conditions include the physical
environment in which the employee performs
the work.
 Task Analysis: The actual tasks being
performed should be evaluated to determine
the amount of time required to perform them
and whether there are specific requirements
for space, equipment, etc.
21
cont...
 Technology:
– The instrumentation or other equipment,
including computers, used in the performance
of the job should be listed along with any
special requirements or skills needed to
operate them.
 Scope of labor:
– The level of employee who can or should be
performing the task set should be evaluated.
– The availability in the marketplace of persons
with these specific qualifications should be
22
assessed.
cont...
 It may be necessary to adjust the skill level to
the availability of the required employees.
 Legal issues: The legal requirements for
specific licensures or training should be
included.
 Interaction with coworkers: The method and
extent of the interaction of the employee
should be evaluated both in terms of
efficiencies and ensuring that the skill mix and
communications with co-workers is adequate.
23
cont...
Job description
 After performing the job analysis, a job
description is developed.
 The purpose of the job description is two fold.
• First, it documents the characteristics of the
job and the requirements of the candidates.
• Equally important, it acts as a measure
against which employee performance can
be assessed.
24
cont...
 Job descriptions are one means of helping to
distribute tasks among the health team.
 A job description states: -
– The objectives, activities and programmes of
the holder of the post concerned
– The authority of the health worker, i.e. the
decisions that the health worker is expected
to make and has a right to make
– The responsibilities of the health worker, i.e.
the expected degree of achievement of tasks
and functions. 25
cont...
 The purpose of job descriptions is to define
exactly for the holders of different posts, their
fellow workers and their supervisors;
– 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
26
cont...
Uses of detailed job descriptions
 States clearly what each must do and is
expected to achieve.
 Help prevent arguments between people about
who should do what
 Help in the distribution of the equipment needed
to do the work
27
cont...
 Help prevent gaps and overlaps
 Can show the need for training, for instance if it

includes a duty for which the health worker has
not been trained or needs further training.
 Useful as a basis for evaluating staff
performance
28
cont...
CONTENT OF JOB DESCRIPTION
• Job title
• Date
• Job summary
• Duties
• Relations
• Qualifications
• Training and development
• Review and appraisal
29
cont...
 Job title: This is the standard title for the
person doing the work or job. E.g. technologist,
grade 2.
 Date : it is included because a job description is
not final; people and roles change, and job
descriptions should be reviewed, if necessary,
revised at least once a year.
 Job summary: this is the brief summary of the
main responsibilities of the job.
30
cont...
 Duties: each duty should be an identifiable
entity, a recognizable part of the job-holder’s
work. Each duty should correspond to one or
more program objectives.
 Relations: include the
– title of the person to whom the job holder is
accountable.
– the titles of people supervised by the job
holder.
31
cont...
 Qualifications: Describes the basic training
and level of experience required for the job.
 Training and development: every job
description should be accompanied by a
program for the further training and
development of the person holding the job. E.g.
in-service training, opportunities to attend
meetings, etc.
 Review and appraisal: it is the statement
describing the process of review and appraisal
of the jobholder.
32
cont...
NORMS AND STANDARDS
 A job description is an instrument of organization
that states everything the worker is expected to
do.
 However, job description does not say how
much a health worker must do or how well.
 Norms and standards translate objectives and

targets to amounts of work and quality of service
rendered by the worker
33
cont...
 Norms and standards apply to
– Work
– Performance
– Productivity
– Behavior
 When planners set objectives and targets, they
generally have in mind certain norms of work,
and of performance and productivity, to ensure
that the objectives are realistic.
34
Selection process
35
Selection process
 Once the job is analyzed and documented and
the description is developed, it is time to hire the
best person.
 With the pool of qualified personnel shrinking

rapidly, it becomes even more important to
carefully hire and retain people who both "fit" the
institution and who can grow and develop to the
benefit of both the employee and the institution.
36
Selection process cont…
 Turnover in the healthcare market has always
been problematic, as has the perception of
limited chance for advancement.
 These factors make it even more critical to hire

with care and then bend over backwards to
create job satisfaction so that employees will
stay.
37
Application
 Once the job has been "posted," either within
the institution or in print or electronic media
outside the institution, the first step in the hiring
process is the job application.
 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.
38
 review applications received and narrow the
field to a handful of candidates
 This process is handled by the human resources
department, at least for screening purposes.
Interviewing
 A formal or informal interview
 done by a group of persons who will be working
closely with the candidate
 questions must be consistent to be able to
accurately evaluate the candidates
39
Recruitment
 Success in any business requires success in
competition.
 every company strives to recruit and retain the
most highly qualified personnel.
 Companies are constantly challenged to create

new and better services, programs, and benefits
to attract the most qualified candidates
40
 many managers have not been provided the
opportunity to learn the basics of the recruitment
process.
 What questions may properly be asked in an
employment interview?
 What information should be revealed when
answering a call for an employment reference?
 If a candidate for employment discloses the
existence of a disability or need for a religious
accommodation, how should you respond?
41
Position descriptions
 The recruitment process should begin with the
writing of the job description.
 The best job description lists the essential
functions of the job
 include a listing of the requirements with regard
to education and experience.
 An employer may limit employment in a particular
job to persons of a particular sex, religion, or
national origin
42
 After the job description is completed, the
employer will need to attach an
appropriate pay or salary range to that job.
 It is generally the duty of the human
resources department to conduct market
surveys and ensure their compensation
structure is both internally equitable as
well as market competitive.
43
 Maintaining internal equity requires
comparing the current wages paid to each
person currently employed within a
particular job classification
– level of education
– years of experience in the field and
– years of experience in the job with that
employer
44
 Hiring a new candidate at a rate of higher
pay than current incumbents with
comparable education and experience in the
field may require an upward wage
adjustment for every other worker in that job
classification.
 If this is done, it can be very costly to the
employer and must be weighed against the
return on the investment of bringing in that
one new candidate.
45
 If the candidate is hired at the higher rate,
and no adjustment is made, the likely
result is not just a reduction in employee
morale and resentment toward the new
worker but potential claims of wage
discrimination.
46
Work groups
 Most laboratories are staffed by employees with
diverse skill sets and capabilities.
 This is true because there are many different
types of tasks that make up the operation of a
laboratory.
 In a very small laboratory, a few employees with
similar, broad skill sets will operate the laboratory.
 In most laboratories, however, the work is broken
down into tasks that require different levels of
skills.
47
Work groups cont...
 For example, phlebotomists collect the
specimens and deliver them to the laboratory.
 They use a different set of skills from the

processing people who receive the specimens,
log them in, and prepare them for analysis.
 Another group includes the medical

technologists who analyze the specimens and
report the results.
48
Work groups cont...
 Yet another group may be clerical and handle
reporting and results distribution.
 The smooth operation of the laboratory requires

that all of these employees with different skill
sets work closely together to accomplish the
tasks required to get a result back to the
patient's caregiver.
49
Work groups cont...
 Work groups may be formal or informal.
 Formal work groups are usually assigned to a

particular area to perform different pieces of the
process. Staffing and scheduling define these
work groups.
 Informal work groups tend to develop within

these groups based on the personalities and
priorities of the persons in the groups.
50
Work groups cont...
 Work groups tend to take on personalities of
their own.
– Some are efficient and operate smoothly
– others are disjointed and dysfunctional.
 Taking the same group of people from one work

site to another, even though the surroundings
and tasks may be different, does not generally
change how well the group works together.
51
Work groups cont...
 There is a certain bonding that occurs
among members, and, indeed, the
dynamic of the group does tend to change.
 When a new employee enters the group,

the balance achieved in the old group
shifts to accommodate the particular skills
and personality traits of the new member.
52
Work groups cont...
 There are four developmental stages of
working groups.
 Forming stage: 1st stage
– is a tentative time when the members are
getting to know one another,
– the "pecking order" may be established,
and
– mutual accommodation of tasks and
priorities takes place.
53
Work groups cont...
 Storming stage, 2nd stage
– where any imbalances come to the forefront
and must be resolved.
– Some groups never get beyond the storming
stage, and the manager needs to either step
in and smooth out the process or rearrange
the group by adding or deleting members to
strike a balance.
54
Work groups cont...
 3. Norming stage, 3rd stage
– members have come to agreement on how
things are done and who does them and a
general leveling off occurs.
 4. Performing stage
– where all members are comfortable with the
dynamics and are productive and happy.
55
Work groups cont...
 Turnover, which is an ongoing problem in
healthcare, has a profound effect on the efficient
functioning of work groups.
 Each time a member leaves and is replaced, the

group starts over at the forming stage and must
progress through the other stages before it
again becomes an efficient work organization.
56
Work groups cont...
 The task of the manager is to accelerate this
process
 Changing the structure and tasks of work groups
is sometimes a lesson in management by trial
and error.
 formal groups will remain relatively stable
 influence of the informal groups, cause
problems that must be addressed by the
manager.
57
Work groups cont...
 The most effective way to manage work
groups is
– to have clear guidelines for employees as to
what is expected,
– select employees carefully
– have a quantifiable and reasonable evaluation
process in place, and
– communicate openly with employees at all
levels.
– The Equal Pay Act (EPA), (fair Labor Standards Act of
1938, conditions)
58
Motivation to work
 The term motivation encompasses many
images.
 It implies the existence of incentives, motives,

and purpose.
 It also incorporates ideas about the drive,

desires, and needs of an individual.
59
Motivation to work cont…
 Motivation can be cited as the reason someone
behaves in a certain manner or is blamed for
failure, for example,
– "Although they were obviously the better
team, they were just not motivated enough to
win."
 It is also a source of hope, for example,
– "If only I could motivate my child to get better
grades" or
– "I know we have the talent; if we could just
motivate the staff to pull together as a team."
60
 "Motivation" can be defined concisely as
the reason people do the things they do.
 This simplification addresses questions
such as
– "Why do we act in the way we do?" and
– "What will cause us to change or do things
differently?"
 In this definition, motive is the key
component.
61
 Motivation is the inspiration or promotional
element of directing.
 It is defined as a condition of influencing
oneself to move or act in a given direction.
 Motivation stems from what a person wants
or needs.
 Psychologists advice: What gets rewarded,
gets repeated. What gets ignored, doesn't
get done.
62
 There are different theories of motivation.
 Abraham Maslow based his studies on three

hypothesis:
– Needs influence the behavior of people.
– Needs rank in order of importance and

– People progress from basic to complex needs
when the needs at each levels are minimally
satisfied.
63
From these assumptions Maslow derived
5 levels of needs.
 Physiological needs = need for food,
drink, warmth, pay, sex, etc.
 Safety and security = need for safety,
security, stability, etc
 Social needs = need for understanding,
acceptance, respect, etc
64
 Ego status and esteem needs = need
for recognition, self esteem, responsibility
 Need for self actualization = the highest

level needs for fulfillment and realization
of potential both as creative person and
as a member of society. need for
challenge, achievement, creativity, etc.
65
Abraham Maslow’s need
hierarchy
Self
actualization
Ego status
Social needs
Safety and security

needs
Phy siological or
basic needs
66
 A manager should understand what

encourage people to apply their ability and
energy to work (motivators), and what
makes people dissatisfied at work
(dissatisfiers).
67
Motivators and distracters to work
 There are six main motivators in work.
– Achievement: Most people like to do things
well. They like to succeed.
– Recognition: very few people are satisfied
with simply knowing in their own minds that
they have been successful.
 Most people like others also to know of
their success.
68
Motivators and distracters to work cont…
– The work itself: people like to do useful and

worthwhile work, helpful to other people and
helping themselves achieve their ideals. The
appeal of curative medical work is self
evident.
– Responsibility: to have responsibility is to
be able to accept the consequences, good or
bad, of decision or an action.
69
– Advancement: this is a form of recognition.

Recognition without reward is not very
convincing. People prefer recognition that
comes in a tangible form such as an
increase of salary or more responsibility, with
freedom to use their own initiative, which
leads to job satisfaction.
– Self-improvement: people like to become
mature, to develop as people. Many make
great sacrifices to improve themselves and
their families.
70
 Similarly, there are also six common
causes of dissatisfaction.
 Inefficient administration:
– people like to work for an administration that
is both efficient and just.
– Waste of time and other resources irritates
them and makes them angry.
– To keep a person waiting is a sign of
disrespect; it is the opposite of recognition.
71
 Administrators cause serious

dissatisfaction and discourage to their
staff when they fail to
– Pay salaries on time
– Send transport when it has been
arranged
– Distribute supplies
– etc
72
 Incomplete supervision: supervisors
are expected to be technically competent
 Poor personal relations: people should
be treated fairly. People like to be
consulted about their work.
 Poor leadership qualities: people
respond much better to example than to
exhortation. “ do as I say not as I do” is a
poor method of leading.
73
 Low pay:
– The absolute level of salary is less important
than its relative level.
– A salary is satisfactory when the workers get
what they expect, what others doing the
same sort of work are getting, and what is
generally regarded as being fair.
 Bad working conditions: people feel and
express dissatisfaction with bad working
conditions when these are caused by
incompetent or negligent administration and
could be put right. 74
Why is motivation important?
 To support performance, health care workers
need
– clear job expectations
– up-to-date knowledge and skills
– adequate equipment and supplies
– constructive feed back and caring supervisor.
 Workers also need motivation, especially when

some of the other factors that support good
performance are lacking.
75
Why is motivation important? ont…
 Indeed, highly motivated individuals can often
overcome obstacles such as poor working
conditions, personal safety concerns and
inadequate equipment.
 Given the current challenges related to human

resources for health in most developing
countries, helping workers to be as productive as
possible in the face of such obstacles can be an
important out come of increased motivation.
76
Motivation and job satisfaction
 It is very important to understand that there is a
difference between motivation to perform well
and job satisfaction.
 Indeed, literature shows that the correlation
between both is consistent.
 Cynthia Fisher (1980) concludes that
– job satisfaction is controlled by overall
workplace climate, while
– improved performance is predicated more by
“job facets that seem to be related to the
particular situation.”
77
Motivation and job satisfaction cont…
 If we care about keeping health care workers in
their posts, then we should care very much about
job satisfaction.
 Retention is receiving much attention as a primary
front in the battle to maintain and increase provider-
to-patient ratios b/c large portions of the public
health workforce in developing countries are
– leaving for the greener pastures of private-sector
work
– emigrating to higher–paying countries or
– exiting from the health care field entirely
78
79
 This function of HRM is defined as the adequate
and equitable payment of personnel for their
contributions to organizational objectives.
 The term nonexempt refers to employees who

are to be paid for every hour in which the
employee performs work for, or is under the
control of, the employer.
80
Compensation and leave
benefits cont…
 Some employees are exempt from the
provisions of the remuneration and are, thus,
termed, "exempt" employees.
 Many companies have rules that overtime must

be approved in advance of being worked.
 While the overall administrative oversight of

leave benefits is generally regulated by the
human resources department
81
Health insurance: -
– In Ethiopian situation now days, there is no
system for health insurance for health
workers.
– However, there is a trend in some health
sectors of small payment for x-ray technicians
or radiographers and mid-wifery professionals
for health hazard.
82
Compensation and leave
benefits cont…
 Problems most frequently arise at the
departmental level when a request for
some form of leave is initially denied or
misapplied by a manager or supervisor.
 An eligible employee for leave is one who
has worked for the employer for at least 12
months (not necessarily consecutive) and
at least 1,250 hours in the last 12 months.
83
Maintenance and Integration
 Maintenance is another function of HRM
that deals with the perpetuation of having
willing and able workforce in an
organization thru an effective system of
communication and reduction of work
related accidents and health hazards.
 HRM of integration is concerned with the
attempt to effect a reasonable
reconciliation of individual, societal and
organizational interests.
84
Maintenance and Integration
cont…
 Significant overlapping of interests exists
in our society, and these interests require
HRM to deal with the feelings and
attitudes of employees in relation with the
principles and policies of organizations.
 It is under HRM function of integration
that issues related to employees
grievances, conflict resolution, disciplinary
action and labor relations are entertained.
85
Conflict Management
 Conflict is :
– a disagreement through which the
parties involved perceive a threat to
their needs, interests and concerns.
– Two or more contradictory values,
perspectives and opinions.
86
Conflict management cont…
 Conflict is characterized as
– It is inevitable
– Constructive or destructive
– Has negative perceptions
– Strategies for resolution may differ
– Will not resolve itself
– Resolution require interpersonal trust,
skillful constructive openness and courage
– Strategies for conflict resolution can be
learned
87
 There are different types of conflict
– Conflicts of facts
– Conflicts of expectations
– Conflict of attitudes
– Semantic conflicts
– Structural conflicts
88
 Conflicts can have different causes
– 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
89
 Conflict is considered constructive when 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
90
 Conflict is considered destructive when it
– divert attention
– Demoralize the team or an individual
– Divides and make cooperation difficult
– Diminishes cooperation and group
cohesiveness
– Breaks down communication
– Leads to harmful behavior
91
 Managerial actions can cause conflict at
working places. The following can be
considered
– poor communication
– Unclear rules
– Unclear objectives
– Mismatching resources and expectations
– Inconsistent leadership
92
 Destructive conflicts need to be resolved or
minimized. Options to consider as the
managerial actions to minimize conflict: -
– Review job descriptions
– Build good r/ship with all subordinates
– Conduct basic training
– Develop procedures for routine tasks
– Regular management meetings
– Anonymous suggestion boxes
93
 Conflict resolution has five steps
– Formulate a statement of current problem
– Clarify dimensions of conflict
– Brainstorm all possible solutions
– Identify consequences of each possible
solutions
– Choose mutually acceptable solution
94
 Performance evaluation really
– starts during the orientation period, when a
trainer is teaching the new employee the details
of the job and
– continues to a more formal stage at the end of
the probationary period when a formal
performance appraisal is completed and
documented.
 Two types of performance evaluation are found:
– competency based
– criteria-based
95
Appraising staff performance cont...
 Competency-based performance evaluation is
an evaluation based on a limited number of
specifically defined tasks that are taught and
assessed by direct observation during the
orientation period and periodically thereafter.
 A second means of performance appraisal is the

criteria-based performance evaluations.
96
cont...
 Criteria-based method uses an evaluation based
on rating the performance of the employee on
specifically defined criteria such as
– knowledge
– judgment
– Attendance
– Reliability and
– interactions with fellow employees.
97
 Staff performance is appraised in order that staff

may learn from experience and therefore
improve or maintain satisfactory levels of
performance.
 One specific purpose of appraisal of staff

performance should be to enable decisions to be
made about the learning needs of staff.
98
 The appraisal process involves 5 steps.

– Deciding what aspects of performance to
appraise
– Collecting the information needed to measure
performance
– Comparing the results with relevant norms
– Judging the degree to which norms are met
– Deciding what to do next.
99
 Appraisal should be understood and

appreciated as
– the way to help each staff member
perform efficiently and
– to feel gratified when staff achieves the
intended results,
– should not be faultfinding.
100
 There must be rules that state : -

– who is responsible for making the
appraisal,
– the date when appraisal is due,
– the period covered by the appraisal,
– the information needed to make the
appraisal,
– the information needed from the
appraisal.
101
 Three documents should normally specify

all the functions, tasks or activities that
should be the subject of performance
appraisal:
– the job description
– a work plan and
– technical procedure manuals (SOP).
102
Separation & employment
termination
 The final aspect of the personnel process
and employment cycle is the conclusion of
the formal relationship between the
employee and the organization.
 It may be either: -
– voluntary, as when an employee retires or
accepts a position at another laboratory, or
– involuntary, such as a disciplinary dismissal or
layoff resulting from a hospital wide reduction
of personnel.
103
termination cont…
 This stage includes the routine paperwork
associated with removing the person from
the payroll and maintaining the records for
any possible future use.
 Many companies have a policy of verifying
only dates of employment and, possibly,
salary levels because of threats of
litigation arising over an evaluation given
about work performance.
104
termination cont…
 Exit interviews may be conducted during
the final week of employment as a method
of identifying why personnel are leaving an
organization.
105
termination cont…
 The information gained from these
interviews may be used in assessing the
overall efficiency of the organization's
human resource management system to
include such issues as
– Sense of job security,
– Quality of management and supervision,
– Satisfaction with the performance appraisal
system,
– Working conditions,
106
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.
 Because a single individual may have had a bad
experience with or hold a complaint against a
particular supervisor or department, these
findings are usually batched to identify trends
and problems with a department or policy rather
than dealt with as isolated incidents. 107

Human Resource Mamagemen

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Human Resource Mamagemen

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MANAGEMENT OF HUMAN

 Most organizations spend in excess of 60% of

 It is critical for organizations to achieve maximum

Managers, directors, and supervisors who

A job specification sheet is usually

If the manager is seeking to increase

These regulations are directly reflected in

 A job/work description is defined as a written

 Too often, because of time constraints or lack of

 A good understanding of the selection process is

 Further, managers may elect to use the

 Most often it is done informally, with a very

 A formal job analysis involves observation and

 Can show the need for training, for instance if it

 Norms and standards translate objectives and

 With the pool of qualified personnel shrinking

 These factors make it even more critical to hire

 The format of the job application is not

 A number of regulations require the asking of

 Companies are constantly challenged to create

 They use a different set of skills from the

 Another group includes the medical

 The smooth operation of the laboratory requires

 Formal work groups are usually assigned to a

 Informal work groups tend to develop within

 Taking the same group of people from one work

 When a new employee enters the group,

 Each time a member leaves and is replaced, the

 It implies the existence of incentives, motives,

 It also incorporates ideas about the drive,

 Abraham Maslow based his studies on three

– Needs rank in order of importance and

 Need for self actualization = the highest

Safety and security

 A manager should understand what

– The work itself: people like to do useful and

– Advancement: this is a form of recognition.

 Administrators cause serious

 Workers also need motivation, especially when

 Given the current challenges related to human

 The term nonexempt refers to employees who

 Many companies have rules that overtime must

 While the overall administrative oversight of

 A second means of performance appraisal is the

 Staff performance is appraised in order that staff

 One specific purpose of appraisal of staff

 The appraisal process involves 5 steps.

 Appraisal should be understood and

 There must be rules that state : -

 Three documents should normally specify

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