UNIT X: Human Resource

Management
Hidayatullah
MSN, BSN
 Human Resource Management
• What Is Human Resource Management
(HRM)?
– The process of acquiring, training, appraising, and
compensating employees, and of attending to
their labor relations, health and safety, and
fairness concerns.

Copyright © 2011 Pearson

Education, Inc. publishing as 1–2
Prentice Hall
 Human Resource Management
• The process of planning, organizing, directing
(motivating), and controlling the procurement,
development, compensation, integration,
maintenance, and separation of organizational
human resources to the end that
organizational, individual, and societal needs
are satisfied.
 Human Resource Management
Human Resource Management includes all
activities used to attract & retain employees
and to ensure they perform at a high level in
meeting organizational goals.
These activities are made up of
1. Recruitment & selection.
2. Training and development.
3. Performance appraisal and feedback.
4. Pay and benefits.
5. Labor relations.
Human Resources Management
Recruitment
 Recruitment
• The process by which a job vacancy
is identified and potential employees are notified.
• The nature of the recruitment process
is regulated and subject
to employment law.
• Main forms of recruitment through advertising in
newspapers, magazines, trade papers and internal
vacancy lists.
 Recruitment
• Job description – outline of the role
of the job holder
• Person specification – outline
of the skills and qualities required
of the post holder
• Applicants may demonstrate their suitability through
application form, letter or curriculum vitae (CV)
Selection
 Selection
• The process of assessing candidates and
appointing a post holder
• Applicants short listed –
most suitable candidates selected
• Selection process –
varies according to organisation:
 Selection
• Interview – most common method
• Psychometric testing – assessing the
personality of the applicants – will they fit in?
• Aptitude testing – assessing the skills
of applicants
• In-tray exercise – activity based around what
the applicant will be doing, e.g. writing a letter
to a disgruntled customer
• Presentation – looking for different skills
as well as the ideas of the candidate
Employment Legislation
 Employment Legislation
• Increasingly important
aspect of the HRM role
• Wide range
of areas for attention
• Adds to the cost of the
business

Even in a small business, the legislation

relating to employees is important –
chemicals used in a hairdressing salon for
example have to be carefully stored and
handled to protect employees.
 Discrimination
• Crucial aspects
of employment
legislation:
– Race
– Gender
– Disability

Disability is no longer an issue for employers

to ignore, they must take reasonable steps
to accommodate and recruit disabled workers.
Copyright: Mela, http://www.sxc.hu
Discipline
 Discipline
• Firms cannot just ‘sack’ workers
• Wide range of procedures and steps
in dealing with workplace conflict
– Informal meetings
– Formal meetings
– Verbal warnings
– Written warnings
– Grievance procedures
– Working with external agencies
Development
 Development
• Developing the employee
can be regarded as investing
in a valuable asset
– A source of motivation
– A source of helping the employee fulfil potential
Training
 Training
• Similar to development:
– Provides new skills for the employee
– Keeps the employee up to date
with changes in the field
– Aims to improve efficiency
– Can be external or ‘in-house’
Rewards Systems
 Rewards Systems
• The system of pay and benefits used by the
firm to reward workers
• Money not the only method
• Fringe benefits
• Flexibility at work
• Holidays, etc.
Trade Unions
 Trade Unions
• Importance of building relationships with employee
representatives
• Role of Trade Unions has changed
• Importance of consultation
and negotiation and working
with trade unions
• Contributes to smooth change management and
leadership
Productivity
 Productivity
• Measuring performance:
• How to value the workers contribution
• Difficulty in measuring some types of output – especially
in the service industry
• Appraisal
– Meant to be non-judgmental
– Involves the worker and a nominated appraiser
– Agreeing strengths, weaknesses and ways forward
to help both employee and organisation
Staffing
 Definitions
• Staffing is the process of ascertaining that
adequate numbers and an appropriate mix of
personnel are available to meet daily unit needs
and organizational goals.
OR
• It is the process of determining and assigning the
right personnel with the right qualifications to
the job in a right time to accomplish the
purposes of the organization.
 Factors affecting staffing
1-Patient factors
• Patient type ( age , sex,
diagnosis).
• Fluctuation in admission.
• Length of stay.
• Complexity of care.

•
2. Staff factors:
. Personnel policies (job , overtime,
part time, work).
. Educational levels of staff.
. Job description.
. Market competition.
3. Environmental factors
• Number of patients' beds.
• Availability of supplies and
• equipments.
• Organizational structure.
• Supportive services .
 Purposes of staffing
– Appropriate numbers and mix of
nursing staff.
– Delivery of effective and efficient
nursing care.
– Increase productivity.
– Avoid role confusion, communication
problems and time waste.
– Maintain stability in team work.
 Staffing process
• Identify the type and amount of nursing
care to be given.
• Determining which categories of nursing
personnel should be used to deliver needed
care.
• Predicting the number of each category of
personnel that will be needed to deliver
care.
• Selecting and appointing personnel from
available applicants.
• Recruit personnel to fill available positions.
• Arranging available nursing personnel
into desired configurations by shift
and unit.
• Assigning responsibilities for patient
care.
• Performance appraisal for various
staff categories.
• Continues staff development.
Definitions
Job - Consists of a group of tasks that must be
performed for an organization to achieve its goals
Position - Collection of tasks and responsibilities
performed by one person; there is a position for every
individual in an organization
Job analysis - Systematic process of determining the
skills, duties, and knowledge required for performing jobs
in an organization (functional job analysis , position
analysis questionnaire)
Job description – document providing information
regarding tasks, duties, and responsibilities of job
Job specification – minimum qualifications to perform a
particular job
 Job analysis, job description and job
Specification (job design)

• Before it is possible to recruit, select, and

introduce new employees into the
organization, there should be a guide to
indicate what types of skills and training is
required for each job.
• All information regarding the job to be filled and the
persons filling it is obtained through “job analysis”.
involves analyzing each job to come out with the
information required to determine the “job
description” and “job specification” which consists of
Observing and studying a job to determine its
content (duties and Responsibilities), the conditions
under which the work is performed, its relationship
to other jobs, and the skills, training, attitudes and
abilities necessary to perform the job.
• There are 5 basic ways by which job
information can be gathered for analysis:
• A. Observation.
• B. Questionnaires
• C. Interviews
• D. Literatures
• A combination of two or more of the above IS
MORE RELIBLE
• The information obtained through the job
analysis becomes the source for the
development of the documents on the “job
description” (which describes the person
filling the job).
• Job Description : Describes the job itself, it
usually includes:
• job title
• objective of each positions
• Authorities and responsibilities
• Tasks and duties to be performed.
• Relationship between this position and other
positions (superiors , Subordinates and peers).
• Advantages of the job descriptions:
• It is useful for recruitment, placement, and
transfer decision.
• To guide and evaluate personnel.
• Help prevent conflict, frustration, and
overlapping of duties.
 Job description should arrange the duties in
• logical order.
• Separately and concisely
• Use verb to describe the action
• More specific in statements and if it is
• quantitative is more favorable.
 Staff Development

Continuing liberal education

of the whole person to
develop there potential fully.
• It include orientation, preceptor ships,
mentorship, skill checklists, internships, in-
service education, courses, conferences,
seminars, journal or book clubs, programmed
learning, and independent study and refresher
courses.
 The role of nurse manager
1. Support of staff development and have
responsibility to review the
goals for the programs.
2. To provide budget for those activities.
3. Participate in needs identification.
4. Analyze how education effects change in
nursing service.
5. They must differentiate staff
development needs from administrative
needs.
6. Positive reinforcement through
recognition, such as oral praise on
the unit or acknowledgement of
accomplishments in a newsletter, is
useful.
 Orientation
Is the process of informing new
employees about the existing work
environment & their place in it, so that
they can relate quickly to their new
surroundings.
• A. General part, which includes information given
to all new employees to acquaint them with the
overall purpose, function & structure of the
organization as well as introduction to the rules
Policies & procedures that apply to all employees
(induction training). The induction is the first 2-3
days of orientation, it can be done by personnel
department employee for all new employees.
• B. Special part ,which relates to the specific job the
employee is to fill (job orientation). There is
considerable variation regarding the length, from
and content of job orientation .In some institutions
it may be a four-week period in others it may be a
four- month period or even 6-12 months (inter
ships) which are provided to newly graduated
doctors and nurses during job orientation
employees should be adequately informed about
their job description.
• - It is appropriate to use an orientation time
schedule .and documentation of the
orientation and it can retained in the
personnel file.
• -Frequent visits to see that the nurse is
comfortable and that the Orientation is
progressing satisfactorily are helpful.
• - internship programs as in-service education
program for role adjustment as educational
and training session is useful. This will help
the new nurse to built their confidence, lower
frustration level, increase nursing care
planning,,,,,,,,, and then improve job
satisfaction then it reduces the job burnout
and turnover.
• Near the end of the probationary period, it is
advisable to adopt a Systematic evaluation
this is considered a big indicative for the
Success of the selection process.
• -Preceptor ship:
• It helps recruit, retain, orient, and develop
staff. They may be used before students
graduated to orient them to the agency and
recruit them for hire.
• They evaluate strengths and determine if they
are suitable for employment.
• The preceptor is responsible for the
quality of patient care and facilitates the
students learning.
• Preceptors are liaisons between students
and agency.
* They provide real-life experiences for
students before graduation to help
reduce the difficulties of transition from
school to work.
*The preceptor is responsible for the quality of
patient care and facilitates the students
learning.
* Preceptors are liaisons between students
and agency.
*They provide real-life experiences for
students before graduation to
• Help reduce the difficulties of transition from
school to work.
• Note: the faculty member serves as a
preceptor of preceptors. So they need
practical evaluation tools of the students,
preceptor, and faculty Should be developed. A
workshop to prepare preceptors is desirable.
.Mentorship gives their time, energy, and
material, support to teach, guide, assist,
counsel and inspires a younger nurse. it
is consider nurturing relationship
 The mentor is a confident who
personalizes role modeling and serves as a
sounding board for decision.
• the mentor is a resource person who supports
the development of the
• younger person through influences and
promotion.
• Mentor ship stages:
• First: Invitational stage; mentors must be willing to
use their time and energy to nurture some one who
is goal directed, willing to learn, and respectfully
trusting of the mentor.
• Second: Period of questioning; manatee experiences
self-doubt and questioning of goals. Mentors help
clarify goals and provides.
• Third: Transitional phase; mentor helps
students personalize learning and become a
ware of own strengths and uniqueness.
after this final stage the manatee is now
prepared to be a mentor.
Career planning: - Deciding what type of nursing
one wants to do and the geographical area
where one wants to practice, one needs to
locate job openings.
 Career mapping
Is a strategic planning for ones formal education,
experience, continuing education, professional
association and net working.
- Nurses need to assess their own values and define
success for themselves.
- Job security, sense of accomplishment, and
opportunities for advancement is after considered
important.
-Other issues are work hours, salary, fringe benefits,
retirement plans, organizational and geographical
climate and location.
• Group process and team development:
It critical for group development, how the
group functions, communicates, and sets and
achieve objectives are all related to group
dynamics. The teams, who typically form,
organize, solve problems, implement
solutions, and disband.
• Forming stage: individuals are likely to feel
anxious, fearful, doubtful, and self proactive.
The leader concentrates on putting the
members at ease, explaining the purpose,
developing a workable
climate, and exerting leadership.
• Storming phase: tension tends to be higher
and resistance is common and disagreement
is obvious. In this phase the group needs for
help and clarification of misunderstandings
and fears.
• Norming: The group is structured and there
purpose becomes clarified and cohesiveness
develops during this phase.
• Performing: help the group to focus in
issues, behaviors, or problems not in a
person. Help the group members to
maintain constructive relationship, and take
initiative to make things better.
The leader should lead by examples. until the
group resolve the problem and achieving the
objective of the team forming.
• Adjourn or disbanding: the members may
have positive or negative feeling about the
disbanding. The leader should express
appreciation and give positive
reinforcement.
• The roles of the manager in building a team
are:
• Show a willingness to help establish the team
• Set goals and expectations
• Monitor performance.
• Give continuous feed back
5- Build relationship
6-Train and educate team members.
7-Offer resources and time.
8- Documenting and communicating success
9-Should enhance the concepts of autonomy
• Planning for staff development program
• Needs assessment: Identify the desired
knowledge and skills and compare the results
with the available knowledge and skills of the
target population. The type of speaker and the
language that is used and the suitable time
should be assessed.
• Identify the appropriate resources that meet
the needs.
• Plan and implement learning strategies.
• Evaluate the results. In terms of reactions
and response to the learning process, the
behavior changed the impact in the
organization.
Notes: 1- Diversity in styles of learning should be
considered (variety in teaching methods). There are
numerous teaching methods and tools available,
including but not limited to lecture, discussion, role
play, case study…….and hand out.
2-Cultural variable should be considered.
Immediate and specific feed back improves
performance and enhance competency.
 Staffing Schedules

• Centralized scheduling:
• The schedule done by the upper manager for all
nurses in all departments manually or by computer.
• The advantages:
• fairness to employees through consistent, objective,
and impartial application of policies and
opportunities for cost containment through better
use of resources.
• relieves nurse managers from time-consuming
duties, freeing them for other activities.
• Computer can be used for centralized scheduling. The
advantage of this include cost-effectiveness through the
reduction of clerical staff and better use of professional
nurses by decreasing the time spent in non-patient care
activities; unbiased, consistent scheduling; equitable
application of agency policy; developed in advance so
employees know what their schedule are and can plan their
personal live accordingly.
• Disadvantages:
• 1.Lack of individualized treatment of employees is a chief
complaint.
• Decentralized scheduling
• When managers are given authority and assume
responsibility, they can staff their own units through
decentralized scheduling.
• Advantages:
• Personnel feel that they get more personalized attention with
decentralized scheduling.
• Staffing is easier and less complicated when done for a small
area instead of for the whole agency.
• Managers can work together to solve chronic staffing
problems.
• Disadvantages:
• Some staff members may receive
individualized treatment at the expense of
others.
• Work schedules can be used as a punish-
reward system.
• Because it is consuming time, takes
managers away from other duties or forces
them to do the scheduling while off duty.
• it may use resources less efficiently and
consequently make cost containment more
difficult.
• Self scheduling
• Self scheduling is a system that is
coordinated by staff nurses. Staff may
negotiate before and after work and during
break and lunchtime. They may also write
notes to each other and Waite for responses.
• Advantages:
1. Help create a climate where
professional nursing can be practiced.
2. Saves the manager considerable scheduling
time and changes the role of the manager
from supervisor to coach.
• Increases staff members ability to negotiate
with each others.
• Increased perception of autonomy,
increased job satisfaction, increased
cooperative atmosphere, improved team
spirit, improved morale, decreased
absenteeism, reduced turnover.
• Alternating or rotating work shifts
• Some nurses may work all three shifts within 7 days.
• Create stress for staff nurses.
• Body rhythms need time to adjust to the discrepancy
between the persons activity cycle and the new
demands of the environment. The ability of the body
functions to adjust varies considerably among
individuals. It may take 2-3 days to 2 weeks for a
person to adjust to a different sleep-wake cycle.
• it effect the health of nurses and the quality
of their work. Anorexia, digestive
disturbances, disruption in bowel habits,
fatigue, and error proneness.
• Permanent shift
• Advantages:
• 1. Permanent shift relieve nurses from stress
and health related problems associated with
alternating and rotating shifts.
• 2. provide social, educational, and
psychological advantages.
• 3. staff can participate in social activities.
• 4. they can continue their education by
planning courses around their work schedules.
• 5. child care arrangement can be stable.
• 6. fewer health problems and less tardiness,
absenteeism, and turnover.
• Disadvantages:
• Managers may have difficulty in evaluating the
evening and night shifts.
• the staff of permanent shift not develop an
appreciation for the workload or problems of
other shifts.
• Block, cyclical, scheduling
• Block, or cyclical, scheduling uses the same schedule
repeatedly. The schedule repeat itself every 6 weeks.
• Advantages:
• personnel know their schedules in advance and
consequently can plan their social live.
• Absenteeism will be less.
• establish stable work groups and decrease floating,
thus promoting team spirit and continuity of care.
• Variable staffing
• Eight hour shift in a five day workweek
• 5-day, 40-hours workweek
• The shift usually 7am to 3:30pm, 3pm to
11:30pm, and 11pm to 7:30 am and a half
hour overlap time between shifts to provide
fro continuity of care.
• Ten hour shift in Four day workweek
• The main problem was fatigue. The long
weekends and off were attractions. There is
time to finish work, peak work loads can be
covered, and there is decreased overtime and
decreased costs.
• Twelve-hour shift in seven day workweek
• The better use of personnel lower staffing
requirements; this consequently lowers the cost per
patient day. Fewer communication gaps and better
continuity of care. Improved nurse-patient relations,
job satisfaction, and morale. Working relations are
improved. Team development is possible. No blames
for problems. Total time off is increased, with an
increased usefulness fro other duties. Travel time is
reduced. Overtime pay has been of some concern.
• Staffing to meet fluctuation needs/
• adjustment to workload
• Transfer staff from a less busy area to the overloaded
area.
– economical to the agency, but disrupts the unity of work
groups, causes transferred nurse to feel insecure, and
contributes to job dissatisfaction and turnover. Some units
require specialized knowledge and skill that not every
nurse has(cross training is helpful).
• Companion floor system, two units relieve each
others.
• Float nurse; full time staff nurses who are
oriented to many areas and like the
challenge of different types of patients and
settings. But all of nurse prefer stability.
• fulltime staff work a double shift.
• Over time.
• part time staff.
• temporary help for the summer to give relief fro
vacations.
• External temporary help agencies are available in
some areas.
• Mandatory overtime is requiring staff to stay on
duty after their scheduled shift ends. Some
managers are believe on that using a tired nurse is
better than no nurse at all.
1. Declining inpatient activity and changing
patient care patterns have caused some to
right size or down size.
Recruitment
Process of locating, identifying, and
attracting capable candidates
Can be for current or future needs
Critical activity for some corporations.
What sources do we use for recruitment
 Modes for active recruitment
1. word of mouth, and
2. Advertisement in local news papers, organizations
bulletins, and nursing journals, recruitment literature,
posters,
3. Contact with schools graduation classes.
• Word of mouth can be very effective, but it can also lead to
the hiring of friends and relatives of the current workforce,
this practice may foster nepotism and violate equal
opportunity employment requirements.
• Advertisement provides more opportunities to hire from
minority groups.
• Each institution school has some one
who is responsible for recruitment called
recruiter who should know employee
qualifications and the needs of the
institution. The recruiter should respond
to inquiries immediately.
Sources of Recruitment
 School
Placement Employee
Referrals

Internal
Searches Recruitment
Voluntary
Sources Applicants

Employment
Agencies Advertisements
Selection
 Selection Tools
Figure 10.3

Background
Information

Interviews References

Selection

Performance tests Paper tests

Physical
Ability tests
SELECTION

A series of steps from initial applicant screening

to final hiring of the new employee.
Selection process.
Step 1 Completing application materials.
Step 2 Conducting an interview.
Step 3 Completing any necessary tests.
Step 4 Doing a background investigation.
Step 5 Deciding to hire or not to hire.
 Selection process
Step 1 Completing application materials.
Gathering information regarding an applicant’s background and
experiences.
Typical application materials.
Traditional application forms.
Résumés.
Sometimes tests may be included with application materials.

Step 2 Conducting an interview.

Typically used though they are subject to perceptual distortions.
Interviews can provide rough ideas concerning the person’s fit with
the job and the organization.
 Selection process
Step 3 Completing any necessary tests.
Administered before or after the interview.
Common examples of employment tests.
Cognitive, clerical, or mechanical aptitudes or abilities.
Personality.
Step 4 Doing a background investigation.
Can be used early or late in selection process.

Background investigations include:

Basic level checks.

Reference checks.
 Selection process
Step 5 Deciding to hire or not to hire.
Draws on information produced in preceding selection steps.
A job offer is made.
A physical examination may be required if it is relevant to job
performance.
Negotiation of salary and/or benefits for some jobs.

Step 6 Socialization.
The final step in the staffing process.
Involves orienting new employees to:
The firm.
The work units in which they will be working.
The firm’s policies and procedures.
The firm’s organizational culture.