LMGT Midterms Rev
LMGT Midterms Rev
LMGT Midterms Rev
It involves a chain reaction – starting out with felt needs, THEORY X THEORY Y
resulting in wants or goals sought which gives rise to People hate to work; that People don’t have to be
tensions (that is unfulfilled desires), then causing action they need to be driven forced or threatened to
work
toward achieving goals and finally satisfying wants.
Threatened or punished to Work is considered as
achieved organizational natural as rest or play
1. HERZBERG’ MOTIVATION-HYGIENE THEORY
goals
composed of Extrinsic Factors or Hygiene
They lack ambition and They will commit
Factors and Intrinsic Factors or Motivation want only security themselves to the external
Factors organization
People hate to work; that People want responsibility
EXTRINSIC FACTORS OR INTRINSIC FACTORS OR they need to be driven
HYGIENE FACTORS MOTIVATION FACTORS Threatened or punished to
Pay or Salary increases Achievement completing achieve organizational
important task goals
successfully They lack ambition and
Technical supervision or Recognition (being single want only security
having a competent out or praise)
superior
The human relations Recognition (being single 4. McCLELLAND’S ACHIEVEMENT MODEL
out or praise) This ties the strength of behavioral motives
Organization Policy and Advancement (changing
to the individual’s assessment of the
Administration status through promotion)
likelihood of achieving a specific goal. This
Working Condition or
Physical Surrounding theory needs the ff. work related needs:
Job Security o Achievement needs – job and
career success
o Power needs – control and
2. MASLOW’S THEORY influence
Dr. Abraham M. Maslow postulated five o Affiliation needs – warm, friendly
basics need which are organized into relationships
successive levels. Unfulfilled needs drive a This further proposes that even though
person to work. there are definite needs that provide
explanations for behavior, the strength of a o Law of Effect – proposed by E.L.
specific motive is directly linked to the Thorndike which states that we act
opportunities offered by the situation in response to expected
consequences
5. ALDEFER’S ERG THEORY o Stimulus – an event that leads or
Existence need; physiologic needs influences to a response
Relatedness needs; interpersonal o Response – Behavior that results
relationship, acceptance and belonging from a stimulus
Growth needs; creativity, challenge and o Reinforcement – consequence of
personal growth on the job an action or response
o Behavior motivation – the
6. VROOM’S EXPECTANCY THEORY application of practice of
This motivation theory holds that: Effort will reinforcement
bring rewards
This theory conclude that people make a ORGANIZATIONAL FACTORS THAT INFLUENCE
LEADERSHIP SUCCESS
choice between alternative courses of
action according to how they perceived the
INTERNAL FACTORS EXTERNAL FACTORS
resulting benefits
Leadership Customers/Clients
Variables influence the selection decision:
Employees Economy
o Expectancy – the belief that effort
brings performance and
performance leads to rewards 1. INTERNAL FACTOR: LEADERSHIP
o Outcome – the perceived Leadership refers to the people in your
expectancy that the outcome from organization that make all the major
the effort (reward) will actually be decisions regarding financing, budget, sales,
realized marketing, and human resources.
o Instrumentality – the degree of Organizations with strong leadership have a
faith clear vision for the future, a plan of how to
o Valance – the value placed on the achieve their goals and a quantifiable way
available reward of measuring success.
o Choices – a quantified model called Developed the kind of management
VIE equation structure that enables employees to feel
empowered, while also meeting production
7. ADAM’S EQUITY THEORY and sales goals.
This theory holds that they are perceived in 2. INTERNAL FACTOR: EMPLOYEES
their work situation, especially compared Motivate workers that understand
with people in similar positions. Key management’s expectations and are given
concepts include comparison and the tools, training, support, and
perception encouragement to not only meet those
expectations but to exceed them.
8. SKINNER’S REINFORCEMENT THEORY Managers must ensure that they are in
B. F. Skinner’s theory of motivation is based constant communication with employees
on the observation that we tend to behave and that any problems or dissatisfaction
to the way we are treated within the rank-and-file is handled in a
COMPONENTS: timely manner.
When employees feel valued and rewarded, attention to assigning particular tasks,
they will go above and beyond to maintain specifying and clarifying what is expected of
a high organizational standard. subordinates and the uniformity of the
3. EXTERNAL FACTOR: CUSTOMERS / CLIENTS procedures to be followed and personally
Customers satisfaction to the product and deciding what and how work will be done.
services 4. CONSIDERATION STYLE – shown by managers’
4. EXTERNAL FACTOR: ECONOMY effort to explain their action, treat workers as
Business owners can’t control the economy, equal, listen to subordinates’ concerns, look out
but they must respond to indicators that for their personal welfare, give advance notice
trend upward or downward, then adjust of changes and generally, friendly and
their own operations accordingly approachable
ORGANIZATIONAL CULTURE
It is comprised of behaviors, values and beliefs.
The behavior of employees is evident through
observation. Factors such as work areas, tools
that employees need to perform their job
functions and tasks and responsibilities that
supervisors assign to employees affect
employee behavior.
LEADERSHIP MODELS
1. EXPLOITATIVE AND AUTHORITATIVE
views the workers as tools and means of
production without no further obligation to
them.
2. BENEVOLENT AND AUTHORITATIVE
know-how feeling for the best for the
employees and need only inform and direct
their actions without seeking any feedback.
3. CONSULTATIVE
know-how feeling for the best for the
employees and need only inform and direct
their actions without seeking any feedback.
4. PARTICIPATIVE
the input and responsibility for decision
making process are laced directly on the
staff with only general guidance and
oversight from the management. This
involves the “Team Approach.”
PRINCIPLES OF LEADERSHIP
1. EMPLOYEE ORIENTED – where managers had
strong ties rather that in production work.
2. PRODUCT ORIENTED – emphasize the high
productivity at the expense of all other factors.
3. STRUCTURE STYLE – where the manager directs
the staff toward getting the work done; paying
WEEK 8: MANAGEMENT OF WORK GROUPS People express feelings & ideas
GROUP TEAM
1. GROUP COMPOSITION
Has a designated strong Discuss, decides, delegates
Group composed of members who share
leader work to individuals
Holds individuals Holds team accountable to the same motivation can be problematic
accountable each other o Task – oriented – everyone wants
Holds individuals Sets specific team vision or to do their own thing;
accountable purpose o Self – oriented – everyone wants to
Has individual work Has collective work be the boss;
products products o Interaction – oriented – too much
Runs efficient meetings Runs meetings that
chatting, not enough work.
encourage open-ended
discussion and problem An effective group has a balance of all types.
solving This can be difficult to achieve software
Measures effectiveness Measures effectiveness engineers are often task-oriented.
indirectly by influence on directly by assessing Interaction-oriented people are very
business (such as financial collective work important as they can detect and defuse
performance) tensions that arise
Discuss, decides, delegates Discusses, decides, shares
2. GROUP BEHAVIOR
work to individuals work
Encouraging others towards the group goals
Enable effective internal communications
MANAGING GROUPS Maintaining group discipline, ethics
Group interaction is a key determinant of group Harmonizing – reducing tension and
performance. building team spirit
Flexibility in group composition is limited - Problem solving –listening to others
Managers must do the best they can with
available people.
ESSENTIAL FUNCTIONS
MEDICAL TECHNOLOGIST/MEDICAL LABORATORY
Under general supervision of a Pathologist and
TECHNICIAN – HILO MEDICAL CENTER/CORE
other supervision, and in accordance with
The Medical Technologist (MT), also known as
Company policies, procedures and guidelines,
the Medical Laboratory Scientist (MLS),
this position:
performs routine and complex analytical tests
Performs routine laboratory test
on human body fluids and tissues to provide
procedures as outlined in the
accurate data to the health care team for
laboratory standard operating
optimal diagnosis, treatment and monitoring of
procedure manuals and reports test
disease states. The MT/MLS is capable of
results. Adheres to quality assurance
performing all of the tests in a single section or
and quality control procedures in
most of the tests in all clinical laboratory
performing all testing
sections: bacteriology, immunohematology,
Correlates clinical information and/or
chemistry, hematology, parasitology, serology
previous lab results and reports
and urinalysis.
discrepancies to Medical Technologist,
QUALIFICATIONS Sr. or supervisors. Consults with
Bachelor degree in medical technology or superiors or pathologist when no preset
related science from an accredited program criteria for decision-making is available
Current and active certification from the before taking action
American Society of Clinical Pathologists (ASCP) Collects and directs the collection of
as a medical laboratory scientist (MLS) formerly specimens with rigid attention to
known as MT/CLS or American Medical proper patient identification, priority
Technologists as Medical Laboratory Technician status and hospital and laboratory
or MLT (AMT) safety and infection control policies for
Valid and current State of Hawaii license as a clinical testing
Medical Technologist Maintains and operates lab equipment;
Basic computer knowledge (Word and Excel) able to detect malfunctions as they
and skills in lab information systems is desirable occur by review of instruments results.
Previous specialized experience in microbiology Troubleshoots the problem with
and blood banking is preferred for MT assigned technologist or service representative
to specific departments assistance
For hospital settings, additional requirements Ensures appropriate lab supplies are
may apply and change without notice, including always on hand in their assigned area or
but not limited to, criminal background check, department
health clearance and hospital compliance May be rotated to other lab locations or
training shifts as necessary
Successfully pass Company pre-employment Trains or instructs laboratory personnel
drug test and periodic and random thereafter in performance of lab tests and
Demonstrated and proven ability/experience in procedures where assigned
accomplishments in all of our five core values: Participates in developmental work on
Shine new tests
Participates in established TQM Performs all other duties as assigned
activities, QC testing of lab reagents and
maintenance of equipment. Follows PHYSICAL CAPABILITIES
Occasional carrying, pushing, and pulling of
protocol for running and documenting
objects; and lifting of up to 50 lbs may be
control values. Collects, evaluates, and
required
reports quality management data in
Occasional reaching, stooping, bending,
order to monitor and improve
kneeling, crouching
laboratory performance
Must be able to hear, see, and respond
Attends and participates in continuing
adequately
education programs to monitor
proficiency, expand current knowledge Frequent prolonged standing, walking, sitting,
and enhance professional excellence. and bending over
Willingly shares knowledge and Use of hands and fingers
provides clinical orientation to other WORKING ENVIRONMENT
members of the staff Air-conditioned laboratory environment
Trains students from affiliated Frequent exposure to video display terminals
programs or new employees as Frequent contact with water (hand washing and
assigned cleaning), biohazardous body fluids, and
Works closely with all laboratory occasional hazardous chemicals
personnel to ensure timely client
Sufficient noise and interruptions to cause
service and accurate test results
distraction
Participates in Job Competency/Skills
May be asked to work extended hours and
Check program
different shifts to provide coverage
Maintains open communication with
supervisors, pathologists, and fellow SKILLS / ABILITITIES / COMPENTENCIES
employees to ensure optimal operation Perceive pertinent details and verbal or tabular
of the department. Communicates material
pertinent information to other Ability to see things from the
members of the health care team in a customer's/patient's point of view and respond
clinically relevant time frame to in a timely appropriate and courteous manner
enhance the lab's contribution to Handle emergency or crisis situations with
patient care calmness and professionalism
Delivers age-appropriate care for the Ability to work effectively with others and
patient population. Maintains strict promotes positive working relationships
confidentiality in all situations and with Perform arithmetic operations quickly and
all documentation accurately
May be rotated to other lab locations or Understand meaning of words, ideas associated
shifts as necessary with them and their effective use
Writes and updates laboratory Understand instructions, reason, and make
procedures under supervision as judgments
required. Effective oral and written communication skills,
Adheres to safety, confidentiality, excellent organizational and interpersonal skills,
compliance and legal requirements and computer literacy required
Maintains consistent and reliable CUSTOMER-FOCUSED: Aware of customer
attendance and complies with company needs; makes decisions with customers in mind;
guidelines on attendance builds strong customer relationships.
COMMUNICATOR: Proactively conveys a clear, JOB SPECIFICATION
convincing, and timely message; possesses is an analysis of the kind of person it takes to do
strong verbal, written, and presentation skills. the job, that is to say, it lists the qualifications.
PROBLEM SOLVER: Uses data and logic to Specific job duties must be identified to ensure
quickly find solutions to difficult challenges. that the incumbent understands what he or she
COLLABORATIVE: Works effectively with others is to do. For example, assigning nontechnical
to accomplish goals. duties to a clinical laboratory scientist as
TECHNICALLY COMPETENT: Possesses and punishment for poor job performance (such as
maintains the functional and technical washing glassware, mopping floors, or trash
knowledge and skills to successfully perform a removal) may be considered working out of title
job and possibly discriminatory.
RESULTS DRIVEN: Achievement-oriented;
GENERALIST VERSUS SPECIALIST
achieves and exceeds goals; pushes self and
others for results.
ANALYTICAL: Logical, systematic, and GENERALIST VERSUS SPECIALIST STAFFING MODELS
methodical in working through a plan or MODEL PROS CONS
problem; provides solid research on which to Generalist Staffing Increased
flexibility resource
base decisions; establishes process for workflow.
Entry level allocation to
RESOURCEFUL: Knows how to get what is opportunities maintain and
needed; manages time and workloads for Breadth of document staff
maximum efficiency. knowledge competency
QUALITY CONSCIOUS: Delivers accuracy and Entry level, as
precision in work products; mindful of technical staff gain
experience in
requirements, rules, and standards.
tenure
TIME-WISE: Prioritizes; respects others' time; Lack of depth
adheres to schedules and agendas. Specialist Depth of Narrow base of
knowledge experience
Scheduled Weekly Hours: 40 Career ladder Limited flexibility
Work Shift opportunity in scheduling
Company Clinical Laboratories of
Hawaii, LLP 40hrs/wk
Primary Shift: Days Table 1-4 Differences in Technologist (CLS/MT) and
Sonic Healthcare USA provides equal Technician (CLT/MLT) Duties
employment opportunities to all employees and Medical Medical
applicants for employment and prohibits Technologist/Cl Technologist/Clinic
discrimination and harassment of any type inical Laboratory al Laboratory
Scientist Technician
without regard to race, color, religion, age, sex,
(CLS/MT) (CLT/MLT
national origin, disability status, genetics,
Education Minimum of Associate’s (2-
protected veteran status, sexual orientation, bachelor’s year) degree
gender identity or expression, or any other degree
characteristic protected by federal, state or Duties Clinical Clinical laboratory
local laws. laboratory technicians
This policy applies to all terms and conditions of technologists perform less-
may evaluate complex tests and
employment, including recruiting, hiring,
test results, laboratory
placement, promotion, termination, layoff, develop and procedures than
recall, transfer, leaves of absence, modify do technologists.
compensation and training. procedures, and Usually these are
establish and repetitive in Specialization Categorical Not available for
monitor nature and do not specialization is technician-level
programs, tooften call for available; theses medical laboratory
ensure the subjective require a personnel;
accuracy ofinterpretation. master’s degree requires MT
tests. In many Technicians often in most certification; often
laboratories, prepare instances a master’s degree
technologist be specimens or Complexity Perform tests of Depends on
available foroperate moderate – and facility; most
technicians to automated high – technicians do not
report analyzers with complexity (CLIA perform high-
independent detailed rules) complexity tests
test results. instructions Supervisory Departments Technicians are
provided. Role supervised by not assigned
Technicians may MTs or CLSs supervisory roles
perform manual in an official
tests in capacity
accordance with
detailed
instructions. They REGISTERED MEDICAL TECHNOLOGIST
most often work
with supervision
by medical and QUALIFICATIONS:
clinical laboratory HIV and Drug test Proficiency Certificate is an
technologists. Just advantage.
as technologists Education: Bachelor of Science in Medical
do, clinical
Technology or equivalent.
laboratory
technologists do, Work Experience: at least 1 year(s) of working
clinical laboratory experience in related field is required for this
or may specialize position.
in one area. Skills: Phlebotomy, Lab. processes, Basic
Certification Certification is Certification is computer knowledge, Basic Laboratory
provided by a provided by a
Training: Internship/Externship, *drug test
number of number of
analyst, *HIV proficient* optional
agencies (e.g., agencies (e.g.,
AMT, ASCP, AMT, ASCP, AAB) Personality traits: Pleasant, Eager to learn
AAB) Age: 21 – 35 years old only
Teaching Accreditors of Technicians are Gender: Male/Female
educational not qualified to Fresh graduates are welcome to apply
programs teach the
require academic portions JOB DESCRIPTION JOB SPECIFICATION
instructors who of medical Job Title Qualifications
are laboratory Job Location Experience
technologists/la programs by Job Summary Training
boratory accrediting Reporting to Skills
scientists. Some agencies for
Working Conditions Responsibilities
agencies require educational
Job Duties Emotional Characteristics
a minimum of a programs.
Machines to be Used Sensory Demands
master’s degree
Hazards
for a program
director and for
teaching.
STAFF SCHEDULING METRICS FOR SUCCESS
Matching the people in the lab with the current Scheduling processes are reviewed to provide
workload requirements options and opportunities that meet the key
Functions: creates an order and a flow inside success factors for the laboratory.
the lab Everyone knows when they’re supposed 1. Reporting Efficiency – Laboratories have
to work, which allows them to focus on their measured their reporting efficiency in terms
job. ensures the important tasks are covered at of percent of tests reported within required
appropriate times or requested time frames.
2. Turnaround Time – Turnaround time for
results reporting includes all components of
testing—specimen collection, processing,
analysis and review, and reporting—and is
an important indicator of effectiveness as
well as efficiency.
3. Productivity Measurements – The
productivity of the laboratory is a function
of the number of tests performed by the
JOB SCHEDULING number of personnel working, or workload
Matching the people in the lab with the current units per full-time equivalent.
workload requirements 4. Impact on Staff – The implementation of
To schedule staff effectively, the laboratory productivity measurements can affect the
manager must understand the following: laboratory staff.
1. needs of the laboratory 5. Scheduling Process – Scheduling software
2. hours of operation programs are available that include
3. the staff required versus the needs of the parameters for skills and training
employees
When the laboratory manager can include KEY POINTS
Staffing and scheduling are very dependent on
employees in the scheduling process, individual
the:
needs can be considered, as long as business
a. Locale
needs are met.
b. the availability of technical staff
The percentage of laboratories using flexible
c. the practice patterns by physicians
staffing increases with bed size up to 600 beds.
d. the service lines offered by the healthcare
As expected, smaller labs have less opportunity
facility, and patient expectations
to flex their staff if they are already at minimum
staffing levels. sample lab schedule during the COVID 19 pandemic
“Life-Work Balance” – can improve or increase
staff retention while continuing to provide the
services required of the laboratory.
LABORATORY PERSONNEL: CURRENT DYNAMICS laboratory performing mostly routine testing on
AFFECTING STAFFING automated analyzers.
Job descriptions should be competency based 2. Hours of Operation - A full-service laboratory
and reflect any skills needed. The requirements supporting an ER and/or intensive care units
for each staff position may vary depending on requires a different pattern than an outpatient
the size of the laboratory and complexity of laboratory or POL providing ser- vices Monday
testing services offered. to Friday for one shift.
3. Supervision - The requirements for on-site
LABOR SHORTAGE
Many organizations have reported on the technical supervision in CLIA ’88 mandate the
shortage of clinical laboratory scientists. The need for technologists in addition to technicians
root cause is varied, including fewer people on off shifts, weekends, and holidays.
entering the field, resulting in fewer schools for 4. Service Levels - Turnaround time, phlebotomy,
medical technology, combined with decreases results re- porting, and sequential testing are all
in available funds for education and an increase variables to consider when staffing the
in opportunities outside of the laboratory sector laboratory.
5. Service Supported - Laboratories that support
TERMS ARE DISCUSSED WITHIN THE CONTEXT OF level 1 trauma centers, transplant programs,
STAFFING AND SCHEDULING IN THE LABORATORY cardiovascular surgical programs, and clinics, to
1. Laboratory size - is identified due to the name a few, could have different minimum
differing needs for the laboratory based on staffing requirements than a general acute-care
physical limitations (multiple locations, floors, suburban facility.
laboratories requiring additional personnel to 6. Productivity Level - The author has based
efficiently perform testing). productivity goals on a “traditional” 80%
2. Laboratory location - should be considered. For productivity measure.
example, for a hospital laboratory, proximity to
high-use areas, such as the emergency room STAFFING RATIO: COSTS AND BENEFITS
(ER) or intensive care unit, will lessen the time KEY SUCCESS FACTORS IN LABORATORY JOB
required for transportation of personnel SCHEDULING
1. Reporting Efficiency - Laboratories have
services between these areas and the
measured their reporting efficiency in terms of
laboratory.
percent of tests reported within required or
3. Laboratory test - are a factor in determining
requested time frames.
staffing patterns, based on the complexity of
2. Turnaround Time - Turnaround time for results
testing performed.
reporting includes all components of testing—
4. Laboratory Service - include activities defined
specimen collection, processing, analysis and
by process or contract.
review, and reporting—and is an important
5. Flexible Staffing - involves staffing to workload
indicator of effectiveness as well as efficiency.
demand by assessing workload on a shift-by-
3. Productivity Measurements - The productivity
shift basis, routinely canceling or floating staff
of the laboratory is a function of the number of
based on workload. 6. Fixed Staffing - involves a
tests performed by the number of personnel
fixed, budgeted number of full-time equivalents
working, or workload units per full-time
(FTEs) projected to complete the anticipated
equivalent.
workload.
4. Impact on Staff - The implementation of
LABORATORY STAFFING REQUIREMENT productivity measurements can affect the
1. Test Mix - A large test menu, including laboratory staff.
moderately and highly complex tests, requires a
different group of technical staff than a
5. Scheduling Process - Scheduling software
programs are available that include parameters
for skills and training
KEY POINTS
Personnel classification and qualifications for
laboratory operations are detailed.
A key to understanding the depth of
opportunity within a laboratory is to recognize
the base requirements and the incremental
impact of creative scheduling, labor pool, and
services provided.
Staffing and scheduling are very dependent on
the locale, the availability of technical staff, the
practice patterns by physicians, the service lines
offered by the healthcare facility, and patient
expectations.
Scheduling processes are reviewed to provide
options and opportunities that meet the key
success factors for the laboratory.
Variable staffing is defined as staffing to
workload volume using targeted (or budgeted)
hours per unit of volume, with productivity
reports comparing actual labor to flex budget
labor.
The criterion-based job description, advertising
method, interview process, and selection
criteria should be carefully analyzed before
attempting to fill a job vacancy.
Documentation of hiring, employee supervision,
and separation from service is a critical
management skill.
Managers must constantly work to retain
valued employees by using a variety of
techniques.
WEEK 10: PERFORMANCE EVALUATION 4. observance of safety rules
5. communication skills
6. customer service
PERFORMANCE EVALUATION / APPRAISAL
7. punctuality
comprises the steps of observing and assessing
8. professional behavior
employee performance, recording the
Employees should have a periodic
assessment, and providing feedback to the
formal appraisal of their overall
employee.
performance. This is broader than
During performance appraisal, skillful managers
competency assessment and includes
give feedback and praise concerning the
the following elements:
acceptable elements of the employee’s
Key element-means it is the important
performance.
point
They also describe performance areas that need
improvement. Employees can use this ADVANTAGES OF PERFORMANCE APPRAISALS:
information to change their job performance. Foster good communication
The process of observing and assessing Provide constructive feedback
employee performance, recording the Clarify job requirements
assessment, and providing feedback to the Provide an opportunity to refine job skills
employee. Define performance expectations
Employees can use this information to change Promote behavioral modification
their job performance. Identify educational needs
Provide documentation for promotion,
APPRAISAL CAN EFFECT AN EMPLOYEE’S:
1. Morale compensation, and termination decisions
2. Motivation Promote recruitment and retention
3. Self-esteem Protect the organization from discrimination
Performance evaluation should be lawsuits
conducted equitably for all employees. Provide an opportunity to share departmental
People respond to criticism differently, and organizational visions
even if delivered tactfully; therefore, Encourage teams to improve the way their
consider unique approaches that match organization operates
personality when counselling
DISADVANTAGES OF PERFORMANCE APPRAISALS:
employees. Positive feedback, as well as
Destroy initiative
suggestions for improvement, should
Encourage competitiveness
be provided.
Produce stress
All identified problems should be
Require large financial investment
addressed with the employee when
Consume significant time for managers with
they occur, so that they can correct any
many employees
issue before the formal evaluation. A
periodic appraisal that is part of the APPRAISAL TYPES
employee’s record should not have 1. Formal performance appraisal - generally occurs
items that were not previously at least annually on a specific date and time,
discussed with the employee. such as the anniversary of the employee’s hire
date.
ELEMENTS OF EMPLOYEE PERFORMANCE APPRAISAL:
2. Informal performance appraisal - are useful for
1. technical competency
monitoring behavior modification, recognizing
2. efficiency
accomplishments, identifying stumbling blocks
3. adherence to policies
in achieving set goals, giving support where Finally, they will feel that they are being
applicable, and fostering ongoing given a new opportunity to learn and
communication between formal appraisals advance in their careers
A performance appraisal form is
generally completed during the BENEFITS OF INFORMAL PERFORMANCE APPRAISALS:
Provide an opportunity to monitor behavioral
interview, and this written
modifications
documentation is placed in the
Allow for timely recognition of
employee’s file as part of the
accomplishments
permanent record
Identify stumbling blocks to achieving goals
Informal appraisals also ensure that the
formal appraisal does not come as a Provide ongoing support
surprise to employees. They know what Foster good communication
is expected and can work at fulfilling PERFORMANCE STANDARDS
those expectations Standards are formal requirements that outline
expectations of job performance, i.e., how well
WHO IS RESPONSIBLE FOR DEVELOPING A
PERFORMANCE APPRAISAL PROGRAM a job should be performed
Upper management Performance appraisals must contain specific,
Supervisors/managers measurable, and realistic standards of
Human resources staff performance. See table below.
Staff employees Standards can be used to compare the quality
The organizational philosophy and of work among staff members.
purpose for having performance
appraisals should be clear to those who
are designing a performance appraisal
system. The performance appraisal
program is frequently developed by one
or more members of upper
management and supervisory- level
employees, including the chief
executive officer, man- agers, human
resource professionals, and staff
employees, particularly those who are
strong performers or who welcome
new opportunities. There are several
reasons for including staff employees in
the planning process. First, they are
intimately acquainted with all of the
tasks that make up their jobs and with
the factors that affect their ability to get
the job done. If they know their input is
valued, they will feel that their opinions
matter and that they are an important
part of the decision-making body of the
organization. In turn, their involvement
is likely to engender support for the
program and loyalty to the organization.
o They relentlessly improve the process
and system they work in
o They do what they say they will
o They are good communicators
o They add skills and skills and skills
o They are brave
RATING METHODS
1. Graphic Rating Scale - most popular, a
behavioral method. A graphic rating scale
provides a ranking scale (usually 1 to 5) for
unsatisfactory to outstanding performance
behaviours that are important for effective
performance are listed out and each employee
is rated against these traits 3. Checklist Scale - a series of questions is asked
o They are visibly passionate and the manager simply responds yes or no to
o They are open minded the questions
o They are not constrained by their job
title
o They become company smart
o They focus on the customer
COMPETENCY-BASED APPRAISALS
Appraisals are often position-specific and
competency- based using observable and
measurable standards.
In other words, performance appraisals must
ensure that all healthcare workers are
competent in all areas necessary to perform
their jobs.
The goal of competency assessment is to
identify problems with employee performance
and to correct these issues before they affect
patient care.
SUMMARY
Always remember that a successful appraisal
recognizes people as the most valuable
resource of an organization.
The most important reason for doing appraisals
is to motivate your employees positively, not to
punish.
Recognizing accomplishments is a powerful way
to motivate.
Providing performance appraisals will show
employees that you and the organization are
interested in their work and in their
development.
Documentation of each individual’s job-related
competency is one way that a laboratory can
not only ensure quality results, but also fulfill
federal and accrediting agency requirements
WEEK 11: PERSONNEL SELECTION PROCESS A. Pre-employment interview is necessary in
order to increase the accuracy of prediction
on the applicant.
SELECTION PROCESS
B. Purpose on interview is to determine the
The selection process refers to the steps
relevant facts regarding the applicant as
involved in choosing people who have the right
provided by the application form, by
qualifications to fill a current or future job
references and by the interview itself.
opening
C. These facts should be properly evaluated in
Usually, managers and supervisors will be
terms expected on job behavior.
ultimately responsible for the hiring of
4. Applicant reports to the personnel manager or
individuals, but the role of human resource
his assistant who briefs him on opportunities in
management (HRM) is to define and guide
the organization.
managers in this process
If acceptable, applicant is made to take employment
PERSONNEL SELECTION PROCESS
tests such as:
Needs Assessment
Requirement and Selection of employees a. Performance tests
Position Classification b. Intelligence Tests
Orientation c. Aptitude Tests
d. Interest Tests
NEEDS ASSESSMENT
e. Test for emotional reaction and adjustments
The root of any employment decision is a need.
f. Test for attitudes
Need for worker
Increase in workload
Requirement and Selection of employees
INITIAL SCREENING 5. Applicant is interviewed by the personnel
o First step in selection process manager
MINIMUM CRITERIA o to check the veracity of information.
o Min. education o The types of interviews used:
o Experience a. planned and patterned interviews
o Licensure examination b. non-directive interview
c. depth interviews d. group interviews
EMPLOYMENT 6. Investigation of applicant’s background
Recruitment - The process by which a job vacancy is 7. Introduction of the qualified applicant to his
identified and potential employees are notified. immediate boss
Job description 8. Medical examination
outline of the role of the job holder 9. Induction and placement of the new employee
Person specification PERSONNEL ORIENTATION
outline of the skills and qualities It is the introduction of the employee to his new
required of the post holder environment.
The orientation must include the following:
STEPS IN THE SELECTION PROCESS
1. Posting or advertising job vacancies. 1. A briefing of the history, objectives, policies,
2. Reception of applications/applicants either in rules and regulations of the laboratory. 2.
person or in writing. 2. Introduction to his associates and
3. Preliminary interview subordinates
3. Description of his duties and responsibilities
and the role he plays in the organizations.
4. Introduction to laboratory facilities and 3. It is a way to summarize day-to-day and
services. week-to-week evaluation.
5. Briefing on mechanism of setting problems,
PROMOTIONS
complaint or grievance and rules pertaining
A promotion is the advancement of an
to discipline or reprimand.
employer to better job- better in terms of
6. Briefing on opportunities for education,
greater responsibilities, more prestige or
training, and advancement.
“status,” greater skill, and specialty, increase
7. Briefing on sick leave policy, overtime work,
rate of pay or salary.
time and place for receiving pay.
8. Try-out the employee’s new job. PERSONAL QUALITITS CONSIDERED IN PROMOTION
9. Another meeting between the new ARE:
employee and the personnel manager 1. Honesty
before dismissal from work for the day 2. Ambition
3. Initiative
POINTERS IN PERSONNEL SELECTION 4. Determination
1. An applicant who has held 3 to 4 jobs within the
5. Enthusiasm
past five years is a high risk. (Chance are this
6. Common sense
person is job hopper).
7. Knowledge
2. Recent emotional crises in an individual may
8. Originality
lead to emotional instability for a period of time.
9. Understanding
3. If the writing is sloppy, it may indicate a
10. Communicate ability
generally careless attitude. - Unanswered items
in the application DSICIPLING AND DISMISSALS (DISCHARGING)
4. Over qualification is about as bad as under For the protection of both employee and
qualification. employer,
5. Check if the reference is a close friend or Disciplinary action requires documented facts
relative of the applicant. sufficient to support the contemplated action.
6. If the medical history is lengthy or ambiguous,
there is a good chance that the applicant is DOCUMENTATION SHOULD INCLUDE THE FOLLOWING:
(CRES)
either in poor health or somewhat neurotic.
1. Specific instances of poor performances or
7. Hiring relatives or close personal friends must
misconduct.
be discouraged.
2. Circumstances surrounding performances or
8. If other things are equal, hire people you
misconduct
instinctively like.
A. dates, times, places and names and titles of
9. Generally, the person who work for financial
persons involved in the situation.
reasons is likely to be a more stable employee
B. whether the employee knew what he was
than is the person who is economically
supposed to do
independent.
3. Evidence of warning that the misconduct should
PERSONNEL EVALUATION not be repeated or that the poor performance
It consists of periodic written reports on could not continue.
employees’ performance. 4. Records the definite time limit was set for
1. It provides a basis for counseling interviews improvement and follow-up.
with the employee.
2. It provides a resource document for
appraisal for promotion, transfer,
separation, and references.
PERSONNEL RECORDS
Personnel record provides a ready reference to an
employee, job description, education, experience,
qualifications, length of employment, job references,
written reprimands, comments and personal list.
INTERVIEW
A two-way discussion between employee and manager
about the employee’s performance (inter “between,”
view “look”).