Unit Two

Nursing Personnel Management*

Learning objectives At the end of this unit, the learner will be able to;Define nursing personnel management Mention acquisition and retention activity of human resourceCompare different acquisition and retention activities in HCO*

Definition of termsHuman resource management:Process of acquiring and retaining the organization human resource.Nursing personnel management:Process of acquiring and retaining nurse personnel In the health care organization or health educational institution.*

1. Acquisition activityHuman resource planningRecruitmentSelectionOrientation*

A. Human resource planningRefers to planning for future personnel needs of an organization.Takes into account both internal activities, and factors in the external environment.Precedes the other acquiring activities.*

Human resource planning proceduresIncludes;Planning for future needsPlanning for future balance (number needed versus present)Planning for recruitingPlanning for the development of employees

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Driving force of staff need in HSO1. Organizational growth. Due to;Increased demand for service by the organizationAddition of new serviceHigher occupancyFacility expansion*

Driving force of staff need in HSO2. Staffs turn over. Due to;ResignationDischargeRetirement*

Human resources planning stepsHave five steps. These are;Profiling- personnel need Estimating- type and numberInventorying- HR auditForecasting- Anticipating change Planning- knowledge, skill and practice

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Human Resource Sources1. Internal Sources:-from within the organization.AdvantageIt is cost effective, reduces recruiting and relocation costsUsually quickerEnhances employee moraleDisadvantageSeniority rules policy rather than best qualification*

Human Resource Sources2. External sources: New employees from outside.Through;Advertising vacancies, Visits to colleges and universities, Contacts with public and private employment agencies, and Participation in professional organizations.*

Human Resource SourcesAdvantageBest qualified individual will be recruitedIt avoids seniority rules and policy DisadvantageIt is costly Not quicker/lateDecrease employee morale*

B. RecruitmentAttracting qualified people to apply for job or making applicants available for selection.Activities in recruitment;Writing job descriptionWriting position descriptionWriting hiring specification*

RecruitmentSources for recruitment depend on:Type skill required (or nature of position)Environmental factors (demand)Local labor pool (availability)*

Principles of recruitment Affirmative action: giving priority for females and minorities (this is in practice in Ethiopia)Equal payment : like pay for like jobs (Equal Pay Act USA).Comparable worth: the principle that different jobs that require comparable skills and knowledge deserves comparable payment

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Methods of recruitmentPeer recruiter (advantage: well informed, person is identified).Within the organization (advantage: familiar, inspiring, less expensive).Outside the organization (e.g. colleges, graduate schools, other organizations).Formal announcement (mass media).*

Legal considerations during recruitmentThe Laws: it is good to know what the law says in a country or a nation. For instance the laws;Prohibiting discrimination by: Race, Sex, Age, Color, National origin. Equal employment opportunity: citizens have equal right to be employed as long as they fulfill requirement for a job.*

C. SelectionProcess of choosing for employment.Choose among the applicants. The essence of selection is to determine whether an applicant is suited for the job in terms of training, experience and abilities.The organization decides whether or not to make job offer and the candidate decides whether or not to accept it*

C. Selection*

Source of information The source of information for selection are;Application formsPre-employment interviewTesting*

Selection processThe process depends on:-1. The level of placement of employee in the organization hierarchyLower level: routine (for example recruitments of guards, cleaners, or, low level employees)Middle or upper level: extensive and carefully planned - in-depth interview (for example professionals, administrators).*

Selection process2. Information exchange (organization to candidate)The organization may exaggerate its strength (exaggeration of organizational values and achievements)The candidate may overestimate his or her quality (exaggeration of personal achievements and abilities). It good if the candidate provides realistic job review (strength and weaknesses)

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Selection processThe candidate may pass through the following process;1. Complete job application (applicable in many organizations).2. Initial screening interview (to filter the type of candidate required).3. Testing (some big organizations follow this method).4. Background investigation (contacting previous employers or schools, etc).*

Selection process5. In-depth selection interview (competition among the possible candidates)6. Physical examination (this is usually a requirement when the job is about to be offered)7. Job offer (the candidate wins a position and the official offer comes from the organization)

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D. Orientation/socializationIt is a program designed to help employees to fit into the organization smoothly.Types of information providedGeneral informationAbout the organizationDetailed presentation*

Orientation/socializationEmployee concernsAnxious because of new environment.Perception of the tasks and performance.Experience in relation to job and organization.How to go along with other employee.Personal and family problems.Provide information, introduce, encourage questions.*

Orientation/socializationAdvantage of orientation;Builds employees sense of identification in the HSO.Helps to get acceptance by fellow workers.Give them a clear understanding of many things they need to know.Enables the new employee to become familiar with the entire organization as well as their own work area and dpt.*

2. Retention activityPersonnel training and developmentPerformance appraisalPromotionMotivation

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A. Personnel training and developmentThe formal procedure which an organization utilizes to facilitate learning.Training enhance organization's efficiencyTraining attain the goals of both the organization and individual. For managers Vs Non-managers (???)*

Management development programTo improve knowledge and skills of managers (for effectiveness and promotion).Now a days frequently used because experience takes time.Costly.Some prefer to providing practical job experience.

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Assessing training needsProcedures to determine training needs of individuals;Performance appraisal-measuring workAnalysis of job requirements-available skillOrganizational analysis-effectiveness of the organization Employee survey-problems faced and actions needed.*

Approaches to trainingOn-the-job training: in job or duty. Done inside the organization.Job rotation: variety working unit.Internship: combined classroom teaching.Apprenticeship: training under guidance of skilled co-worker.*

Approaches to trainingB. Off-the-job training: outside work area or in cut of work. Done outside the organization.Vestibule training: training on realistic job setting or equipment.Behaviorally experienced training: simulation, exercises, cases, games, role-playing.*

B. Performance appraisalA systemic review of an individual employee's performance on the job.Used to evaluate effectiveness of his/her work.Can be;Informal PA:-Feedback on day-to-day performance (strength/weaknesses).Formal PA:-A systematic feedback about performance (semi-annually or annually).*

Purpose of PAProvide information for decision regarding salary praises, promotions, transfers or discharges.To assist employees in their personal development.To assess the effectiveness of hiring and recruiting practices.To identify training and development needs of the employees.For establishment of standards of job performances.*

Common problem in PADifficult to perform if the span of control is highLeniency error (negative & positive)Halo errorDeference in understanding of standardsReduced validity of ratings*

Tools of performance appraisalRating scale-consisting of b/r or xtics to be rated and scale that indicate fulfillment.Methods;Managers rating (commonest)Group of managers rating (second most commonest)Group of peers ratingEmployees rating of bosses combination of methods.*

Tools of performance appraisalCheck list-consisting of a number of questions that measure the employees performance.Mgt by objective-Observation of predetermined goals that have been jointly agreed up on by the employee and the evaluator.*

Characteristics of an effective PARelate PA to the job description.Understand the criteria for evaluation.*

Appraisal methods designed to avoid raters biasField reviewForced choice ratingCritical incident*

C. Promotion It is a movement to a position in which responsibilities and presumably, prestige are increased-Dale Yoder.Promotion results into more pay, prestige, responsibilities, and position with in organization

Purpose of PromotionMotivate employeesAttract and retain talented peopleRecognize and reward efforts and efficiencyIncrease effectiveness and efficiency of employeeFill up higher posts form within the organizationBuild loyalty and moraleTo provide career development path

Types of Promotion1. Open promotions: open for all individuals within the organization and announce the vacancies internally.2. Closed promotions: not open for all the individuals within the organization and also does not announce the vacancies internally.

Types of Promotion3. Multiple Chain promotions: provides for a systematic linkage of each position to several others. 4. Dry promotions: in lieu of increase in compensation.5. Horizontal promotion: have similar kind of work. 6. Vertical promotion : change in the nature of the work.

Principles of PromotionsHRM must clearly established policy whether to promote from with in to fill higher vacant position or from recruitment of external candidate Basis of promotion (seniority or performance)Promotions against vacant positions or non-vacant positions (time bound)

Principles of PromotionsFrequent promotions are not good practicePromotions decision must be made based on job analysis and performance appraisalClear promotion policy and communication to employeesPromotion based on competence must be advertised on notice board

Promotion PolicyEvery organization should have a promotion policy.Each organization should strike a balance between the internal sources of personnel promotion and external sources of recruitment on one hand and between merit and ability as against length of service on the other.

Promotion PolicyCharacteristics of a sound promotion policy:It should have consistency and be co-related to the career planning.It should be fair and impartial.It should be a planned activity, so that there is no phenomena of bunching or no period of promotional drought.

Promotions criteria Seniority based promotions MeritsEasy to administerLess subjectivityLabour unions are happyExperience is taken into accountSubordinates feel relaxLoyalty is rewardedDemeritsCompetence is ignoredSeniority issuesYoung and competent employees feel aggrieved and frustrationPoor performer may get promoted*

Promotions criteria Performance based promotionsMeritsPerformance is rewardedCompetent employees get motivated and retainedProductivity increasesDemeritsSenior employee get frustratedFavoritism and subjectivityLoyalty and service length are not consideredUnion leaders oppose and retaliate*

D. MotivationThe force either with in or external to a person that arouses enthusiasm and persistence to peruse a certain course of action.A process of stimulating people to action to accomplish desired goal.Motivating: the management process of influencing peoples behavior based on the knowledge what makes people thick. *

Basic assumptions about motivationMotivation is commonly assumed to be a good thing e.g. family, teachers.Motivation is one of several factors that goes into a persons performance e.g. ability, resources, conditions.Motivation is short supply and in need of periodic replenishment. Motivation is a tool with which managers can arrange job relationship in organizations.*

Basic Principles Motivating employees starts with motivating yourselfKey to supporting the motivation of your employees is understanding what motivates each of themRecognize that supporting employee motivation is a process, not a task

Motivation issues for managers of HSOEntering the organization: attractivenessRemaining in the org.: attachment and attractivenessAttendance: motivation of employee to work regularly, punctually and predictablyPerformance: quality of work and outputCitizenship behaviors: cooperation, making positive statements, avoiding wastage, protecting fellow employees and org. property.*

Characteristics of motivationMay be financial or non-financialUnending processDetermined by human needsCan not be applied to a frustrated person (???)A psychological processTotal, not partial

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Importance of motivationPeoples develop willingness to workAbsenteeism would be decreasedLabor turn over would be decreasedEfficient or qualified personnel would be attracted to the ogns*

Importance of motivationGood labor relationsKAP of employee is improvedPeople develop sense of belongingnessFinally the ogns can utilize the factors of production to the maximum*

Guidelines for effective motivationManager must actively and intentionally motivate their sub-ordinate.Manager should understand their own strength and limitation before attempting to modify those of others.Manager must recognize that employees have d/t motives and abilities.*

Guidelines for effective motivationReward should be r/t performance, not seniority or other non-merit based considerations.Jobs should be designed to offer challenge and variety.Sub-ordinate must clearly understand what is expected of them.Mgt should foster an orgnal culture oriented to performance.*

Motivators in work placeThe six motivator in work place1. The work itself2. Self improvement3. Recognition4. Advancement5. Achievement6. Responsibility*

*Human resource management:- is the process of acquiring and retaining the organization human resource.Nursing personnel management:- is the process of acquiring and retaining nurse personnel in the health care organization or health educational institution.

*Refers to planning for future personnel needs of an organization (includes expansion and development of an organization).Takes into account both internal activities, and factors in the external environment.Human resource planning precedes the other acquiring activities.

*Human resources planning have five steps. These are;1. Profiling:-To profile or show the personnel need of the organization at some future point.2. Estimating:-Projecting or transferring or designing the type and the number of personnel needed.3. Inventorying:-HR audit of present employees.4. Forecasting:-Anticipating change in the present work force in terms of entries and exits.5. Planning:-Based on the above assumptions determine the number and type of employee with the required knowledge, skill and practice.

*1. Internal Sources:-filling vacancies by transferring or promoting from within the organization.AdvantageIt is cost effective, reduces recruiting and relocation costsUsually quicker, andEnhances employee moraleDisadvantageSeniority rules policy rather than best qualification

*Is the process of attracting qualified people to apply for a job. Or Is the process of making applicants available for selection.Activities in recruitment;1. Writing job description:-a written description of a non-management job, covering/job title, duties, and responsibilities, and including its location on the organization chart.2. Writing position description:- a written description of a management position, covering the title, duties and responsibilities, and including its location on the organizational chart.3. Writing hiring specification:-a written description of the education, experience, and skills needed to perform a job or fill a position effectively

*Discussion: Give examples of implementation of affirmative action in Ethiopia.

*The Laws: it is good to know what the law says in a country or a nation. For instance the laws;Prohibiting discrimination by: Race, Sex, Age, Color, National origin. E.g. Civil Rights Act of 1964(USA).Discuss how this law or principle is practiced in Ethiopia.Equal employment opportunity: citizens have equal right to be employed as long as they fulfill requirement for a job. E.g. in USA it applies to both public and private sectors.Discuss how this principle is applied in Ethiopia especially in the regions

*It is the process of choosing for employment.It is to choose among the applicants using job qualification as a guide. The essence of selection is to determine whether an applicant is suited for the job in terms of training, experience and abilities.The organization decides whether or not to make job offer and the candidate decides whether or not to accept it.*office boys*It is a program designed to help employees to fit into the organization smoothly.Types of information providedGeneral information:-routine activities (universal precautions).About the organization:-history, purpose, operation, values, structure, philosophy, services /products,, expected contribution of the employee to the organizationDetailed presentation:-policies, rules and regulations, issuing an identification badge, benefits plans, brochure.

*Personnel training is the formal procedure which an organization utilizes to facilitate learning.Training is a management tool designed to enhance organization's efficiency and attain the goals of both the organization and the individual. For managers: conceptual and human skills (future).Non-managers: technical skills (current job).*Procedures to determine training needs of individuals;Performance appraisal: measure work against the standardsAnalysis of job requirements: job requirements/available skill.Organizational analysis: effectiveness of organizationTrain those with low performance and high turnoverEmployee survey: about problems faced and actions needed.*Discuss about its advantage and disadvantage .*B. Off-the-job training: While workers are outside the work area or in cut of work until the training finished.Vestibule training: training on realistic job setting or equipment.Behaviorally experienced training: simulation, exercises, cases, games, role-playing (done outside the organization).

Discuss about its advantage and disadvantage.*It is a systemic review of an individual employee's performance on the job, which is used to evaluate the effectiveness of his/her work.Can be; Informal appraisal:-Feedback on day-to-day performance (strength/weaknesses).Formal systematic appraisal:-A systematic feedback about performance (semi-annually or annually).*Difficult to perform if the span of control is high.Standard and rates vary widely with some raters being tough and others are lenient. Leniency error - some raters are hard (below the true level i.e. is negative leniency) or easy graders (above the true level i.e. is positive leniency).An appraiser may replace organizational standard with personal values and bias. Halo error is evaluations based on the raters general feeling about the employee.B/c of lack of information, standards by which employees think they are being judged are some times d/t from those superiors actually use.The validity of ratings may be reduced by the supervisors resistance to making the ratings.*The field review method- Comparison of several evaluators for the same employee.The forced choice rating method-The evaluator choose from among a group statements those that best describes the individual being evaluated and those that least describe this person.The critical incident technique-The supervisor observes, collect, and record instances of the employee carrying out responsibilities critical to the job.***Open promotions: An organization or a company considers all individuals within it as a potential candidate and announces it to various aspirants internally. Closed promotions: An organization or company in which the candidate for higher position opening or vacancies is restricted and not open for all the individuals ,within the organization and also does not announce the vacancies internally.

Frequently companies follow a combination of both the systems.

*Multiple Chain promotions: Which provides for a systematic linkage of each position to several others. Such promotions identify multi-promotional opportunities through clearly defined avenues of approach.Dry promotions :Dry promotions are those that are given in lieu/instead/ of increase in compensation.Horizontal promotion :Promotions have similar kind of work. Ex lower grade to higher grade without any change in work content.Vertical promotion : Those which change the nature of the work. Ex Supervisor to Manager.

***Some maybe by passed: morale and resentfulnessDiscrimination may occur: sex, race, age, and minority

*Motivating employees starts with motivating yourself It's amazing how, if you hate your job, it seems like everyone else does, too. If you are very stressed out, it seems like everyone else is, too. Enthusiasm is contagious. If you're enthusiastic about your job, it's much easier for others to be, too. Also, if you're doing a good job of taking care of yourself and your own job, you'll have much clearer perspective on how others are doing in theirs. Key to supporting the motivation of your employees is understanding what motivates each of them Each person is motivated by different things. Whatever steps you take to support the motivation of your employees, they should first include finding out what it is that really motivates each of your employees. You can find this out by asking them, listening to them and observing them. Recognize that supporting employee motivation is a process, not a task Organizations change all the time, as do people. Indeed, it is an ongoing process to sustain an environment where each employee can strongly motivate themselves. If you look at sustaining employee motivation as an ongoing process, then you'll be much more fulfilled and motivated yourself.

*May be financial or non-financial: wages, allowances, recognition, and praise, giving more responsibility and inducing to participate in the decision -making process. Unending process: Human needs are infinite/endless.Determined by human needs: knowing the need of an individual.Can not be applied to a frustrated person.A psychological process: psychology of workers.Total , not partial: is related to the needs and psychological states of people.

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