Lecture 5 Resources Management

Unit 5: Resources management
Bereket Bassa (BSc, MPH/HSM)
Jan 31, 2024 Arba Minch College of health sciences 1

Outline
• HUMAN RESOURCE MANAGEMENT
• MANAGING SPACE
• FINANCIAL MANAGEMENT
• MATERIAL MANAGEMENT
• MANAGING TIME

Resources
• Stock or supply of money, materials, staff, and other assets that can
be drawn on by a person or organization in order to function
effectively.
• Are collective wealth of a country or its means of producing wealth.
• It is an available means afforded by the mind one’s personal

capabilities (capability in dealing with a situation).
Human Resource Management…
Human Resource Management(HRM) is a long-established task
within the Government‘s and NGOs Management Framework.
HRM is a planned approach to managing people efficiently for

performance
It is about staffing an organization

• It is a process of estimating the number of persons and the
kind of knowledge, skills and attitudes they need to achieve
predetermined health targets and ultimately health
status objectives.
• It is management function that deals with recruitment,

placement , training ,and development of organization
members
• It involves the productive use of people in achieving the

organization's strategic business, objectives and , the
satisfaction of individual employee needs.
• It aims to establish a more open, flexible and caring

management style to get staff motivated towards organization’s
missions and goals

• HRM brings out the important values of trust, care, team

work ,encouragement and development which would help the
organization meet the principle of being an excellent .
• The HRM process includes seven basic activities :

Seven basic activities of HRM
process
• Human resource planning
• Recruitment
• Selection
• Socialization(orientation)
• Training and development
• Performance management/appraisal
• Promotion transfers, demotions and separations.

A. Human resource planning:
Planning for the future personnel needs of an organization
taking into account analysis of both internal and external
factors :
– Internal factors : current and expected skill needs , vacant

positions , expansions and restructuring of the organization
– External factors : labour market

Human resource planning…
It has five steps
• Profiling
• Estimating
• Inventorying
• Forecasting
• Planning

1) Profiling
― Initial step is to profile Health Service Organization at some

future point
― And estimating the number and type of job (skills)
― Subjective but anticipated demand for service
― Change in profession profile or labor supply
― Staffing for new technology can be taken into account

2) Estimating
― Staffing ratio for most functions are available
3) Inventorying
― Present staffs and their skills
― Talent inventorying
― Skills , abilities and potential and how are they are

being used
4) Forecasting
― Changes in the present work force
― Entries versus exit or transfers
5) Planning
―Assumption and information are bases for

planning

Planning procedures.
‗ Planning for future needs
‗ Planning for future balance (number needed

versus present)
‗ Planning for recruiting
‗ Planning for the development of employees.

B. Recruitment
The development of a pool of job candidates in accordance with
a human resource plan.
It includes:
• Job description:
A written description of a non- management job, covering title,

duties, and responsibilities, and including its location on the
organizational chart / structure .

Recruitment….
Position description:
‗ a written description of a management position, covering the title,
duties and responsibilities, & including its location on the
organizational chart.
• Example: Zonal Health department head, health center coordinator,
hospital CEO
‗ Duties may include hiring , training ,and supervising health posts’
staff , administrative staff , rating employees , and reporting to top
mangers

Recruitment…..
• Hiring specification:
‗ a written description of the education, experience, &
skills needed to perform a job or fill a position
effectively.

Recruitment……
• Sources for recruitment:

• Depends on :
• type of skill required (nature of position),
• environmental factors (demand) &
• local labor pool (availability/ supply).

Recruitment…
Legal considerations during recruitment.
1) Prohibiting/eliminating discrimination by race, sex,

color and national origin.
Access discrimination :
‗ Hiring considerations and practices
E.g. Different qualifying tests , lower starting salaries

regardless of job performance
Recruitment….
Treatment discrimination :treating subgroups differently
regardless of job performance
E.g. Less favorable work assignments, slower promotion rates
2) Equal employment opportunity, which should apply to both
public and private sectors.
3) Affirmative action for like job
4) Comparable worth: different jobs that require comparable
skills and knowledge deserve comparable pay ( like pay for
like job).

Selection:
• The process of developing selection policies & procedures
and evaluating potential employees in terms of job
specification.
• The mutual process whereby the organization decides

whether or not to make a job offer and the candidate
decides whether or not to accept it

Selection…..
Selection process varies from organization to organization
which depends on : -level of placement of employee in the
organizational hierarchy
• Written tests
• Interview

Selection…..
The seven standard selection steps include:
1) Completed job application (Desired position)
2) Initial screening interview (Quick evaluation)
3) Testing (Job skills)
4) Background investigation (Truthfulness )
5) In- depth selection interview(Manager)
6) Physical examination(Effective performance)
7) Job offer ( Vacancy)

Performance appraisal
Definition:
• It is systematic, periodic review and analysis of employees’

performance
• It is a process used by organizations to evaluate employees’ job

performance.
• It is concerned with determining how well employees are doing

their jobs, communicating that information to employees and
establishing a plan for performance improvement.
Performance appraisal…..
• Evaluating an employee’s current & / or past performance
relative to his/her performance Standard (annual review,
performance review or evaluation, employee appraisal).
• It is often difficult and could be informal and formal systematic

appraisal.
• It is often difficult and could be informal and

formal systematic appraisal.

Performance appraisal…..
Informal appraisal:
• Feedback on day-to-day performance, which
could be strength or weakness.
Formal systematic appraisal:

• A systematic feedback about performance
semiannually or annually which is based on
rating mechanism

Why formal appraisals ?
• The process employers use to make sure employees are
working toward organizational goals
• Appraisals help in planning for correcting deficiencies and

reinforce things done correctly.
• Appraisals, in identifying employee strengths

and weaknesses, are useful for career planning.

Why formal appraisals ?....
• Appraisals affect the employer’s salary raise decisions.
• It shows employees where need to improve
• It is used for decisions around compensation, promotion,

transfer, career development, and training

Characteristics of an effective Performance appraisal
system
• Valid and reliable
• Employees input in to the system’s development
• Performance standards and goals are acceptable &

mutually set with employees
• Standards are under control of employee
• Feed back is frequent

Characteristics….
• Raters and rates are trained
• Employees input to interviews
• Appraisals have consequences
• Different sources of raters /information are used (client, co-

workers, etc).

Potential benefits of formal performance appraisal
• It can identify an individual’s :

• Strengths and how best to use them
• Weaknesses and how best to overcome them
• It can help to admire problems, which may be holding back

progress and causing inefficient work practices
• It can improve consistency and motivation through regular

feedback on performance and discussion about potential

Potential benefits….
• It can improve personnel planning, and fitting the right person
to the right job
• It can improve personnel career planning.
• It can improve communication by giving staff a chance to talk

about ideas, expectations and progress.

Steps in appraising Performance
A . Defining the job
• Making sure that you and your subordinate agree on his/her

duties and job standards.
B. Appraising performance
• Comparing your subordinate’s actual performance to the

standards that have been set, this usually involves some type of
rating form
Steps….
C. Providing feed back
• Discussing the employee’s performance and progress, and

making plans for any development required.
D. Fostering organizational environment
• Require trusting relationship between supervisor and employee

to foster two-way communication process & lead to mutually
agreeable performance goals.

Steps….
Methods of rating an employee.
‗ Manager’s rating is the commonest way of rating an employee.
‗ Group of managers rating (the 2nd most common) and is most

effective as it is relying on different views of managers
‗ A group of peers rating a colleague
‗ Employees rating of bosses combination methods.

Promotions, transfers, and separation.
Promotion: -
• Refers to a higher position & responsibility.
• It should be fair or merit based.
• Discrimination may also occur by sex, race, age, and minority.
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Jan 31, 2024 Arba Minch College of health sciences
Promotions, transfers, and separation……
Transfers
• It refers to shift to other positions with out change in status or
pay.
Reasons for transfer
• For experience
• To fill vacancies
• To keep promotion ladders open
• To keep individuals interested in the job
• Sometimes, for those with inadequate performance

Discipline, demotion and Separation
Discipline:
• It is applied when the organization’s policy is violated.
• It is the process of developing policies, rules & procedures

relating to employees conducts & behaviors & steps in taking
disciplinary actions (ensure their observance).

Steps in taking disciplinary actions.
• Warning
• Reprimand
• Probation
• Suspension
• Disciplinary transfer
• Demotion & discharge.

• For poor performance, separation is better than
letting the employee stay on the job.
• Outplacement services for separated employees
• Finding positions in other companies by the

organization
• Consider employee rights

Ideas of positive discipline :
• Confrontation with the employee

• Leave with pay
• Encourages recognition of good performance by the employee

The four C’s Model for evaluation of human resource
• Harvard researchers proposed “4 C’s ”Model

1. Competence
2. Commitment
3. Congruence :-
4. Cost effectiveness
1. Competence:-
‗ Competence at work
‗ Training need
‗ Attractiveness of organization’s policy
‗ Better response to environmental change and pressure
The four C’s Model….
2. Commitment :-
‗ Level of commitment at work
‗ Employee survey
‗ Record assessment
‗ Examination of policies
‗ Better communication between managers and subordinates
‗ Stake holders are concerned with changing environment

3. Congruence :-
‗ Agreement between organizational goals and employees
‗ Indicators : Strikes , conflicts , grievances
‗ Policy and practice should be examined
‗ When high congruence is there stakeholders share common

purpose and collaborate

4. Cost – effectiveness :-
‗ Policies cost- effectiveness in terms of wages , benefits ,

turnover , absenteeism , strikes , and similar factors
‗ Cost – effectiveness means that costs ,benefits , and strikes are

equal to or less than competitors

THANKS!!!

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Unit 5: Resources management

Bereket Bassa (BSc, MPH/HSM)

Jan 31, 2024 Arba Minch College of health sciences 1

• HUMAN RESOURCE MANAGEMENT

Jan 31, 2024 Arba Minch College of health sciences 2

• Are collective wealth of a country or its means of producing wealth.

• It is an available means afforded by the mind one’s personal

HRM is a planned approach to managing people efficiently for

It is about staffing an organization

Jan 31, 2024 Arba Minch College of health sciences 4

• It is management function that deals with recruitment,

• It involves the productive use of people in achieving the

• It aims to establish a more open, flexible and caring

Jan 31, 2024 Arba Minch College of health sciences 6

• HRM brings out the important values of trust, care, team

• The HRM process includes seven basic activities :

Jan 31, 2024 Arba Minch College of health sciences 7

Jan 31, 2024 Arba Minch College of health sciences 8

– Internal factors : current and expected skill needs , vacant

– External factors : labour market

Jan 31, 2024 Arba Minch College of health sciences 9

Jan 31, 2024 Arba Minch College of health sciences 10

― Initial step is to profile Health Service Organization at some

― And estimating the number and type of job (skills)

― Subjective but anticipated demand for service

― Change in profession profile or labor supply

― Staffing for new technology can be taken into account

― Staffing ratio for most functions are available

― Present staffs and their skills

― Skills , abilities and potential and how are they are

― Changes in the present work force

― Entries versus exit or transfers

―Assumption and information are bases for

Jan 31, 2024 Arba Minch College of health sciences 13

‗ Planning for future needs

‗ Planning for future balance (number needed

‗ Planning for recruiting

‗ Planning for the development of employees.

Jan 31, 2024 Arba Minch College of health sciences 14

A written description of a non- management job, covering title,

Jan 31, 2024 Arba Minch College of health sciences 15

Jan 31, 2024 Arba Minch College of health sciences 16

Jan 31, 2024 Arba Minch College of health sciences 17

• Sources for recruitment:

Jan 31, 2024 Arba Minch College of health sciences 18

1) Prohibiting/eliminating discrimination by race, sex,

‗ Hiring considerations and practices

E.g. Different qualifying tests , lower starting salaries

Jan 31, 2024 Arba Minch College of health sciences 20

• The mutual process whereby the organization decides

Jan 31, 2024 Arba Minch College of health sciences 21

Jan 31, 2024 Arba Minch College of health sciences 22

Jan 31, 2024 Arba Minch College of health sciences 23

• It is systematic, periodic review and analysis of employees’

• It is a process used by organizations to evaluate employees’ job

• It is concerned with determining how well employees are doing

• It is often difficult and could be informal and formal systematic

• It is often difficult and could be informal and

Jan 31, 2024 Arba Minch College of health sciences 25

Formal systematic appraisal:

Jan 31, 2024 Arba Minch College of health sciences 26

• Appraisals help in planning for correcting deficiencies and

• Appraisals, in identifying employee strengths