HUMAN RESOURCE MANAGEMENT (HRM)

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 Staffing

Staffing – has three phases:

I. Acquisition (gaining /Acquirement )

II. Retention and maintenance

III. Separation
I. Acquisition – includes human resource
• Planning
• Recruitment (enrollment )
• Selection
• Induction
• Orientation & placement.
 II. Retention and maintenance – involves
• Making of performance appraisal (Assessments/evaluation ),
• Provision of training
• Making discipline & corrective counseling,
• compensation & benefits administration,
• employee assistance & corrective counseling,
• safety & health.

III. Separation-
• facilitating the exit of those who leave the organization.
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I. Acquiring human resources (Acquisition)

A. Human resource planning (HRP) –

• A health service organization determines its staffing needs
through HRP.
• HRP is an ongoing process as organizations are dynamic.

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Rationale for HRP

• To ensure the organizational growth

• To Increased demand for services through Facility expansion and

addition of new services/ intensification of services

• To replace employee turnover (Resignation, Discharge and

Retirement )

• To cope with the Change in technology

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 NB: Therefore,
• The HSO must constantly monitor the need for new
employees.

• The HR manager ensures that ,current and future needs for

adequate number of qualified employees are met.

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 Steps of HRP
• HRP insures that the availability of

• the right number of people with appropriate : qualifications,

skill deliver , levels and quality of services.

• It has five steps:

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 Step 1. Profiling/Outlining (analyzing}
• It is analyzing the HSO at some future point and estimate
numbers & types of jobs/skills.
• It is often subjective.

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 Step 2. Estimating
• Once a profile is made, human resource estimates are made.

• HSOs have established staffing ratios for most major

functions.
• The difficulty is when drastic changes are expected.

• These changes might include: opening of major new services

and Strategic organizational changes etc…

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 Step 3. Inventorying –

Present employees and their skills should be listed.

It is also called talent inventory, which implies the assessment of

human resources’ skills, abilities and potential.
Human resources audit – involves compiling facts about each employer’s

• Job title, experience, length of service, performance, education, special

skills and placement.
• This method, can be used to inventorying of all employer’s.

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 Step 4. Forecasting –

• the planner has to forecast changes in the present work

force using historical data

• The changes could be due to retirement, death, voluntary

separation and discharge.

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 Step 5. Determining the HR sources

Internal:
• Transfer or promotion from within the organization.
It is more cost effective, It is quicker , avoids recruitment and
relocation costs and It enhances employees moral

External
Advertising vacancies, Visits to colleges, , contacts with public
and private employment agencies and Recruitment through
professional organizations

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 Job analysis
Helps to know what types of training, skills and experience
employees have; which are useful to recruit new employer’s.
It involves observing and studying a job to determine its content
(duties and responsibilities),
The information that is obtained through job analysis is the
source for developing a job description.

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 There are three primary ways to conduct job analysis:
• Making direct Observation of job

• Developing Questionnaires and distribution of it

• Conducting of Interviews with individuals in the job

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 Job descriptions (JD)

The content and format of job descriptions vary among

organizations.
The general practice is to include:
 Job title – standard title of the person. E.g. Head Nurse, Senior Nurse,
Midwife Nurse, etc…

 Job code

 Job summary – a statement of the core duties and responsibilities of the

employee

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 The general practice ……
 General duties and responsibilities

 Supervision given or received

 Special working conditions (including equipment or systems used)

 Qualifications- a statement of qualifications should include the

minimum education, training, experience, and demonstrated skills
required.
 Review and appraisal

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 • It should be concise and worded to permit maximum
flexibility in work design.

• With job description, communication among mangers,

employees, applicants and the human resources
department is greatly simplified.

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 B. Recruitment

• It involves searching for and attracting prospective employees,

either from outside or within the HSO/HS.

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 C. Selection


If recruitment is effective, the organization will have applicants for

the vacancies


The essence of selection procedure is to determine, whether a given

applicant is suitable for the job in terms of training, experience and

aptitude.

•Sources of information are : Application forms , Pre employment

interviews and Testing of the applicant

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 D. Induction

Induction activities are typically carried out by the human resources

department

Include : Enroll (register) new employees in benefit plans, Issuing

identification card/badge and Creating a database for the individual.

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 Most HSOs,
• Before new employees’ start dates, require a physical to:
Screen for communicable diseases , Ensure that individuals can
perform the job without danger to themselves or others,
Determine workers’ compensation risk, Detect and document pre
existing health conditions

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 E. Orientation & Placement
• The orientation program includes:

• Informing employees about the mission, vision and values of the

organization.
• Information about the physical facility and organizational structure

• Universal precautions and fire & safety programs

• Employer health service and other HRD services
• Explanation of organizational policies and benefits
• Training and orientation on department specific work methods

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 Importance of orientation

• Builds employers’ sense of identification

• Helps them gain acceptance by fellow workers

• Gives them a clear understanding of what they need to know

• Familiarize new employees with the entire organization

• Familiarize their own work area and department.

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 II. Retaining and maintenance of employees
To retain our employers we need to undertake the following personnel
administrative activities:

 Staff performance appraisal (evaluation )

 Allowing of Employer movement within the organization through

promotion and transfer

 Taking disciplinary action whenever required (punishing )

 Create mechanism of Compensation and benefits administration

 Employee assistance and career counseling

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 Training
• Process of acquiring knowledge, skill, concept, rules or
attitudes to increase performance of individuals.
• There are two types of training : On job (in service)
training and Off job (off service) training

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 The purpose of training is to improve:

• Job performance

• Job satisfaction

• Quality and quantity of service

• Efficiency

• Management

• Innovation/creativeness
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 Importance Performance appraisal

• To determine if individual work results are consistent with

expectations

• To identify high, marginal and unsatisfactory performers

• On the basis of their performance, interventions like training, in-

service education, jobs redesign etc or counseling, discipline or
separation.

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 Cont…
To identify potential and desirable employee movement within
the organization.

To provide information on compensation determination on the

basis of performance

To provide information for employee assistance and counseling.

E.g. substance use

To provide feedback to both employee and supervisor

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 III. Separation-

• Facilitating the exit of those who leave the organization according to their
cause

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Equipment/Material Management
 Equipment/Material Management

• It is the integrated function of purchasing and related

activities

• To achieve the maximum coordination and optimum

expenditure in the area of materials

• The objective is to have the right material at the right time

and place.

• It depends on effective policies of forecasting, inventory, and

materials distribution. 
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 Materials are of two types:
Expendable/consumable
• Items used within short period of time and should be repeatedly
supplied

• Should be kept in stock regularly e.g. stationary, reagent, cotton etc…

Non expendable/capital/non-recurrent
• Items required only for specific purposes, last for several years and
need care and maintenance e.g. microscope, vehicles …..

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 There are five main activities in material management:
1. Ordering equipment
2. Purchasing
3. Storing equipment
4. Issuing equipment
5. Controlling and maintaining equipment

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 1. Ordering requires:

• Listing requirements from the knowledge of the past use and estimates

of present use.

• Balancing requirements with the available financial resources and

making cost estimates.

• To make cost estimates,

• the items required, the quantity, price per unit, and total price

should be listed in tabular form.

• Completing an order or requisition form

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 Item Name of Type Unit Quantity Price per Total cost
number the article needed unit

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 2. Purchasing
• Is securing of materials/equipment

• Ensures that materials arrive at the right time

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 The purchase procedure involves:
• The unit needing the items initiates a requisition
• The purchasing department reviews the requisition
• Suppliers are selected
• An order is placed
• The order is monitored, to determine if goods have been on
line and will be delivered as expected
• The incoming material is received, inspected, and accepted.

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 • The purchasing should be of right quality and quantity, right time and

source, right price, and delivery at the right place.

Purchase requisition

• It is a written authority for the purchase department to make

purchases.

• It usually includes:
• Name of the item

• Description of the item wanted

• The quantity desired

• Signature
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 3. Storing equipment

• Store keeping is the function of receiving, storing and issuing materials.

• The stores maintain a set of records called Bin cards.

• The accuracy of the bin cards balance and physical balance should be
verified from time to time.

• This section has to send report when an item is exhausted or if shortage

exists.

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 Activities required in storing equipment

• Record the receipt of new articles and the issue of articles,

• Every time an item is delivered or issued, the quantity is

added/ subtracted from the total in stock.

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 Item Date Received Invoice Quantity Quantity Balance

from /amount received issued in stock

charged

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 Functions of stores
• Receiving all incoming materials according to the invoice.

• Arrange for inspection of the materials received

• Proper storage of materials against deterioration, theft etc…

• Maintain accurate records (bin cards)

• Ensure that all documents are sent to the responsible

departments
• Carry out stock confirmation 

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 4. Issuing equipment

Has three paper work procedures:

Ledger record – to check the balance of the stock

Issue voucher – an official form containing

• date of issue, what is issued and in what quantity, where it is to be
used (section) and signature of the person responsible for its use.
Issue vouchers must be filed and kept in store.

Inventory – a list of items kept in a certain place, for items

received and used by each section.

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 Organizing
• It is the process of developing intentional pattern of
relationship among people and other resources.

• It is the process of arranging, allocating work authority

and resource to achieve objectives efficiently.

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 It answers the questions;
How the job should be structured to match job with
individuals?
For that manager that will take the responsibilities to
differentiates and integrates the activities through the
process of departmentalization or segmentation of
activities.
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 Directing

• It is leading, influencing and Motivating employers to

perform essential tasks
• It also answers questions;
• how to motivate people to peak performance,
• how to resolve conflict

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 Supervision
• It helps to ensure that personnel carry out their activities
effectively and become more competent;
• It can be considered as part of monitoring

• It can create the opportunity to learn for employees.

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 Styles of supervision :
• Autocratic (do what I say)
• Anarchic (do what you like)
• Democratic (let’s agree what to do)

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 Always health managers needs to :
• Make supervisory schedule
• Decide how often it should be undertaken

• Identify and list all programs that need supervision

• Planning supervisory visit

• Revise records before visit
• Check the activities expected at the site for proper supervision

• Decide on expected progress of activities at the date of supervision

•  

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 Conducting supervisory visit

• Look at records

• Observe how health workers perform their activities related to

their job description

• Talk to the village leaders and other people(client) on issues that

you need further explanation from the community

• Discuss with the health team at the end of the visit

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 Decisions about allocation of resource

• Whenever management wants to make decision on the allocation of resources, the

type of decision depends on the nature of the resource

Resources may be

• Physical resources: such as equipment and supplies which includes drugs,

money, time and place.

• Information :- which is a special type of resource, especially in the form of

records

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 Types of decisions :-include the following types

1. Monitoring and control decision :-

Renewable:-
• All renewable resources need monitoring and control; watching availability,
consumption, use(quantity), quality(quality control), reordering , discarding.
• Eg. Money is a renewable resource

Non renewable:-
• Is similarly subject to monitoring and control decision; using efficiently the
available resource.
• Eg Time is non-renewable resource

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 2.Logistic decision: -
Most physical resources need logistic decision;

These include decision on such as storage, clearance,

distribution, forwarding (dispatching) and replenishment of
goods consumable like drugs and non- consumable like vehicles.

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 3. Accounting decision: -

• To ensure that the funds are expended for the purpose for
which they were allocated.

• Is the expense involved in production/intended activities

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