Advance Competency Assessment

Benefits of a Competency Framework

o Key elements in closing the competency gap
o Help become aware of competencies of different positions
o Become a basis to develop and upgrade incumbents crucial to future
success
o Impact on organizational structure, processes and culture

Types of Competencies:
o Strategic: essential for strategy achievement.
o Business: functional in nature but are applied across functionally
o Functional: required for a particular or job family

Five steps in creating a job profile
1. Review the job data
2. Review key accountabilities
3. Review current competency framework
4. Produce the job profile
5. Final interview

Assessment Exercise by Competency Matrix
o Analysis
o Strategy
o Teamwork
o Influencing
o Development
o Achievement
o Planning
o Monitoring

What is good about assessment centers
o Provides a realistic job preview
o Favorable candidate reaction
o Involvement of line managers
o Good validity evidence
o Strategic value

Key strategies in the design of an assessment center
o Identify competencies people wish to measure
o Identify and work within practice constraints
o Identify or design exercises and other measures
o Arrive at a decision rule
o Attend to the logistics, especially timetables
o Communicate with internal stakeholders
o Brief candidates
o Train assessors
o Monitor and evaluate the center

Best Practices Guidelines Mix of Expert Panels
o High performing individuals
o Managers of the role
o HR specialists familiar with the role
o Internal customers of the role or individuals who work closely with people
in the role

Best Practice Guidelines- Job Competency Questionnaire
o Completed by the expert panel and as a tool for discussion to help build
consensus
o Can be distrusted to a wider audience

Best Practices Guidelines- Behavioral Event Interviews
o Clearer understanding of what differentiates superior from average
performers
o Higher degree of confidence of the validity of the competency profile
o Provision of role specific role specific situation data which can offer real
insight into challenges the jobholder faces

Factors by Stakeholders- Line Managers
o Understand the competency framework and the central role it plays in the
plays in the people management process and skilled in talking about job
requirements in competency terms
o Able to utilize competencies as the link between individual skills/
knowledge/behavior and business goals
o Able to use competencies to define development needs and consequently
appropriate development plans
o Able to apply competencies for performance evaluation

Types of Interview
o Directive Interview
asks for specific information. The interviewer here uses a form to
record the answers to specific questions about the background of
the applicant.
o Non-directive Interview
Non directive questions are broad, open-ended and require a
narrative answer.
o Group Interview
The group interview is still another method used by some
companies. This interview is conducted by a panel of committee of
three or five interviews sitting as a panel.
o Team Method
In this method of interview, a team of three interviewers may
interview an applicant separately and then compare note
afterwards.
Middle range planning involves the setting up of organizational goals and
objectives within a 2 to 5 year period. These usually target in sales, volume of
production and the like.

The Five Steps to Human Resource Planning


1. Determining the workload inputs based on the corporate goals and
objectives
2. Studying the jobs in the company and writing in the job description and
job specifications.
3. Forecasting of manpower needs, determination of the number and
skills of people require for work.
4. Inventory of manpower- an analysis of the present manpower
compliment of the company to determine whether it has enough or less
or more personnel
5. Improvement plans- determination of the appropriate steps to
implement the human resource plan in order to ensure that the
company has the right number and right quality of people, properly
assigned to jobs for which they are most useful.

The five essential steps are discussed briefly below:

1. Determining the workload - the first step in the process of human
resource planning is to determine the business objectives of the
company and analyze their impact on each departments operational
responsibility.
2. Study of jobs in the company (job description and job specifications)
3. Forecasting human resource needs- Forecasting manpower needs
comes next after determining the work input, and is known as the
panned and logical method of determining, both quantitatively and
qualitatively.
4. Inventory of manpower- the fourth step in the planning process is the
inventory of available current manpower.
5. Improvement Plan the fifth key element of human resource planning
is to tailor, the implementation and improvement plans to meet the
objectives of the corporation or department.

Importance of a Well- Organized Selection Program
o The main objective of good employee selection is to acquire people who
possess the ability and competence to accomplish successfully the duties
and responsibilities not only of the job to be filled but also of the patient to
grow with the company.
o The success of any enterprise, large or small, chiefly depends on the
ability and efficiency of the persons in it rolls.
o People are hired to do jobs to attain the objectives of the enterprise.
o People with specialized knowledge and skills are needed to render
services.


Elements of a Good Recruitment and Selection Program
o The objective of employee selection is to hire the best qualified candidate
or employee available for the position to be filled.
o Related to employee selection and appraisal is the companys policy of
promoting employees from within. The ties in with the point mentioned
about the desirability of selecting employees who have the potential for
growth and development.
o In selecting employees, the company may not always be right. From time
to timw, a person may be placed in a job not exactly suited to his
qualifications or be given responsibilities that he is not prepared to handle.

Factors that Make a Good employee
o A job applicant may be motivated by the considerations other than income
alone. Such factors, as opportunities for demonstrating ones stability,
security on the job, the chances for advancement and professional growth,
and desirable working conditions, may mean more to a man in deciding
whether or not to take the job than the wages he may receive.

Reasons for Proper selection of Employees
o The company objectives are better achieved by workers who have been
properly selected
o An incompetent worker is a liability to the company
o Personnel requirement vary from job to job
o People have varying degree of intelligence, aptitudes and abilities.
o Labor laws protect employees, making it difficult to fire incompetent and
problem employees
o Individuals have different interests, goals and achievements in life.
o Careless hiring is costly and can cause problems to the company,
especially to the supervisors and managers who have to deal with the
workers.
The rights of labor as provided in the Philippine Constitutions as well as in the
Labor Code may be summarized as follows:
o Right to protection by the States
o Right to full employment
o Right to equal work opportunities, regardless of sex, race or creed
o Right to self-organization and peaceful concerned activities
o Right to collective bargaining and negotiations
o Right to security of tenure
o Right to just and humane conditions of work
o Right to a living wage
o Right to participate in policy and decision- making processes affecting
their rights and welfare
o Right to compusalry arbitration as may be provided by law
Installing a Program for Recruitment, Selection and Hiring
1. Recognition of the Need by Management
a. In developing a program for recruitment, selection and hiring of
employees, the first consideration is the recognition by
management of the needs for sound policies and procedures on
recruitment, selection and hiring of desirable employees for the
organization.

2. Selling the Program
a. The program must be sold to all executives and supervisors to
obtain their wholehearted cooperation to make it work.
3. Communication the Program
a. Management should define its overall objective and establish
the necessary policies and procedures of the program.
4. Responsibility for Recruitment, selection and Hiring
a. It must be emphasized that employee selection is a joint
responsibility of the personnel manager and the line managers
and therefore they must cooperate with one anothers.
5. Forms and Records
a. The various forms needed for the effective implementation of
the program must be designed that the records and appropriate
record system set ups.
6. Labor Code of the Philippines
a. The policies and procedures of the company on employment
should also take into consideration the Government Rules and
Regulations on this matter more particularly those provided in
the Labor code and its implementing Rules and Regulations
7. Selection of Employees from Within or Outside the Company
a. This also involves the company policy on transfers and
promotions of employees to fill in vacancies.
8. Job analysis; Job Description and Specifications
9. Employment Test and Interview
a. This would cover tests for applicants for certain types of jobs
and should indicate who would conduct the tests, how the tests
would be given and who would interview the applicant
10. Checking of References, Police Records and Clerances
11. Prior Registration with the Social Security System for SSS Number,
Medicare
12. Physical Examinations
13. Introduction, including and orienting the new employee to his job and
the company
14. Probationary period of new employee
a. This refers to the company policy on the length of probationary
period and related conditions. The labor code provides for a
maximum of six months probationary period.


Procedures in Recruitment, Selection and Hiring
o Step 1: Studying the different jobs in the company and writing the Job
description and Specification
The first requirement of the selection process is knowing what kind
of a man the job needs. This requires the knowledge of a. the exact
nature of the job to be filled; b. its duties and responsibilities c. the
steps taken to perform those duties and responsibilities. D. the
tools and equipment used e. the working conditions under which
the specific job if performed f. the amount of authority delegated to
the job as education, skills and physical demands.
Jobs description: tells what is done on the job, how it is done, why it
is done, the skills involved and the tools and equipment used in
doing it.
Job specification: is likewise necessary to know the specific
qualifications required of the man who is to do it.
o Step 2: Requisition for New Employee:
To inform the employment office about the existence of a vacancy
to be filled, the line supervisor of the department head concerned
should be accomplish, a formal requisition form indicating the facts
and information about the vacancy to be filled, such as date when
the new employee will be needed, his rate of pay, the required
qualifications of the employee and etc.
o Step 3: Recruiting Qualified Applicants:
Recruitment is process by which prospective applicants are
induced to apply to the company in order that their qualifications for
present and anticipated vacancies can be evaluated through sound
screening and selection procedures.
o Step 4: Reception of Appraisal:
Not all applicants are allowed to go through the entire process of
selection. Some of them are eliminated by means of the preliminary
screening or sight screening.
o Step 5: application Form:
Screening is the process by which the applicants are classified
under two categories: those to be given examinations and further
interviews and those who should not be considered at all.
o Step 6: Testing:
The employment officer gives over the application form. On the
basis of the information contains and from the impression the
officer gathered at the preliminary interview.
Tests are needed to discover mental ability, aptitude, proficiencies,
potential ability, skills, and knowledge of an applicant. They can
predict failure better than success because the job depends not
only on the applicants specific attitudes, skills and abilities but also
on such other factors as motivation and incentives, personal
problems, working conditions, and the like which may not be
measured through tests and interviews.
Psychological tests should not be used as the only basis for
employee selection because they have their own limitations.
o Step 7: Checking the applicants work experiences, school records and
personal reference:
The application forms of those who pass the examination are
separated and the information in them checked for veracity.

o Step 8: Interview:
The purpose of interview are a. to find out how well qualified the
applicant is for vacancy b: to give the information he needs in order
to decide whether or not he will take the job if offered to him
o Step 9: Matching the applicant with the job
This step involves the matching of the qualifications of all the
applicants against the requirements of the job as in the job
description and job specifications.
o Step 10: Final selection by immediate supervisor or Department Head
This job is a joint responsibility of the personnel manager and the
line manager. The line manager, being responsible for the success
of his department should be given a free hand in the selection of
the man assigned in the department.
o Step 11: Physical and Medical Examination:
The selected applicants are required to pass a physical and
medical examination. In small companies the applicant may be
reffered to a company physician or a medical consultant for the
medical and physical check-up.
o Step 12: Hiring:
The condition employing a person whether probationary,
temporary, contractual etc.
Final evaluation of the applicant:
After completing the interview, tests and other fact-finding
procedures, the employment officer makes his final evaluation of
the applicant, the total man who will work for the company.
Categories of employees:
o Regular employees:
a regular employee or worker is a person having passed through a
probationary period of employment, is placed on the regular rolls of
the company or one who is assigned to perform work directly to his
job description.
o Probationary Employee:
A probationary employee or worker is person hired to occupy a
permanent or regular position in the company for a specified trial
period to improve if he is acceptable for the job.
o Temporary employee:
A temporary employee is a person hired to perform work in a
specific project job, or period upon completion of which the workers
employment is terminated.
o Contractual employee:
A contractual employee is one hired on an individual employment
contract or basis to perform a work on specific project.
o Casual employee:
By connotation, a casual worker is one who is hired for only a few
days or few months at a time to perform a unit of work to fill the gap
in the absence of another













Psychological Tests and Management Assessment

Definitions:
o Test is a systematic procedure for gathering data for the purpose of
making intra or inter- individual comparison. It is a sample of behavior.
o Test is a group of questions or tasks to which a student is to respond.
o Is a technique for measuring objectively an individuals personal
characteristics, potentialities, or accomplishments especially by
comparing his behavior with others on whom the particular technique is
said to have been standardized.
Purposes:
o Prediction: tests are given to obtain a measure of ability, achievement,
and or other characteristics that will offer a solid basis on which
individuals can make decisions.
o Selection: tests are used by institutions and industry to accept one
individuals and reject others.
o Classification: is an arrangement according to some systematic
division into classes or groups.
o Evaluation: tests are used to assess and evaluate program, methods,
treatments and the like.
o guidance: to help analyze personality profile. Help analyze an
individual.
Advantages of tets:
o The most reliable and accurate means of selecting candidates
o Most objective way of assessing an individual.
Disadvantages of tests:
o May accurately predict an applicants ability to perform the job, but they
are less successful in indicating the extent to which the individual will
want to perform.
o A potential problem of applicants honesty.
o Problem of anxiety
Authorized Causes for Termination
o Installation of Labor Saving Devices
Management is authorized by law to introduce labor saving
devices in order to mechanize or modernize his business with a
view to effect efficiency and economy in the methods of
production.
o Redundancy: exist where the service of an employee are in excess of
what is demanded by the actual requirements of the establishment/
enterprise, which may be due to some factors.
o Retirement: to avoid or minimize losses is recognized by law.
Serious Misconduct:
o It is the improper or wrong conduct; transgression of some established
and definite rule of action, a forbidden act, a dereliction of duty, willful
in character, and implies wrongful intent and not mere error in
judgement.
o The misconduct to be serious must be of such a grave and aggrevated
character and not merely trivial or unimportant.
Willful Disobedience:
o Willfulness characterized by a wrong and perverse mental attitude
rendering the employees act inconsistent with proper insubordination.
Neglect of Duties:
o The neglect of duty must not only be gross but also habitual- not single
or isolated, acts of negligence.
o Gross negligence has been defined as the want of any slight care or
the utter disregard of consequesnces.
Dishonesty, loss of confidence:
o Fraud has been defined as any act, omission or concealment which
involves a breach of legal duty, trust or confidence justly reposed and
is injurious to another.
Analogous Cases:
o The determination of whether the cause for terminating employment is
analogous to any of those enumerated in Art. 282 of the Code will
depend on the circumstances of each case.
o To be considered as analogous to the just causes enumerated, a
cause must be due to the voluntary and/ or willful act or omission of the
employee.
Retirement:
-To give up active participation in a business or other occupation especially
because of advance age.
Requisites to a Rewarding Retirement
Stage I: Pre-retirement
o Pre-retirement covers life from about ages 40-60 a time to take stack of
yourself and what you can prepare for a long life. This applies to us
whether or not we will retire from paid employment.
Stage II: Decision Time
o Rehearse for retirement: Plan what youd like to do with free time and try it
out on weekends and vacations. Gradually reduce your work hours of
responsibilities.
Stage III: Retirement:
o Sometimes circumstances take retirement out of control. Even the best
planned retirement can have emotional bumps. Dr. Richardson found out
that feelings of loss, the blues, restlessness, anxiety, mild depression or
preoccupation with the past are normal for many people during the first six
months.

Professional Success Through Motivation
One of the goal of management is to motivate staff to work for the hospital goals
and objectives. But in order to understand motivation, administrators must
consider the needs of staff members, what they want and expect from their job.
Researchers have proven that the best way to motivate a person, is to show him
that you are conscious of his needs, ambitions and fears, and recognize him as
an individual.
Health care professionals have an important role in rendering care to patients. It
is believed that if the health care provider is to remain in the hospital as an
efficient and effective health worker, he/she must experience some kind of
satisfaction in his/her work. The nature of their work in the hospital requires equal
amount of dedication and commitment, and this can be expended by someone
who is equally motivated and self directed.

Labor Relation

Major Components and Definitions:
Labor relations: relations between the workers and management
Unionization: organizations of workers
Collective bargaining: organization of workers to bargain for working conditions
Unionization:
1. Organizing Phase:
a. Establish internal contacts.
b. Knowledgeable about related law
c. Identify frustration level/ extent of employment problem
d. Assess interest in unionization
e. Commitment
f. Informational meetings
g. Coordination efforts, development of unity
h. Education about collective bargaining
i. Participation
2. Recognition Phase:
a. Organizers must get at least 20% to be represented to sign individual
authorization cards before the labor organization can act on behalf of the
group.
b. Recognition by employer (good faith doubt)
c. Petition for election 50% of potential members
d. Preliminary hearing before election is scheduled.
e. Election: during working hours on the employers premises about a month
after hearing.
Labor Law:
1. 1935 NLRA- National Labor Relations Act. Or Wagner Act:
a. Prevented some employers from cutting wages
b. Employers could not legally fire employees who sought unionization.
NLRA created NLR Board:
c. To investigate and initiate administrative proceedings against
employers who violated a law that listed employer violations only.
2. Taft- Hartley Act or Labor Management Relation Act:
a. Listed union restrictions to restore equality between employers and
employees
b. Non profit health care institutions: exempted
c. Union developed public reltions problems when some of them went on
strike during war/ union blamed for postwar inflation.
3. Landrum- Greffin Act or Labor-Management Reporting and Disclosure Act
1959
a. Safeguard against corrupt financial and election procedures used by
some unions:
i. Post NLRB election notices starting the time, date and place of
election
ii. No electioneering around the polling place.
4. Public Law 93-360 in 1974, the Non profit Health Care Amendments to Taft-
Hartley Act.
a. Collective bargaining rights to private sector employees
b. Notification procedures that must precede a strike/ ensured employees
of the right to join, or refrain from joining a union.
Decertification:
When employee no longer want to be represented by their present union
o 90 days period before expiration of contract
o Pre-election hearing
o Better off without a union
Nurse Managers Role in Collective Bargaining
o Management Skills
o Motivational Techniques
o Listen carefully to staff concerns and represent staff associates wishes to
stop management
o Nurse administrators need to know about labor relations.
Key Terms Used in Collective Bargaining
Agency shop:
a business where nonmembers are required to join to union as a
condition of employment
Arbitration:
procedures for using the services of a third party to settle labor disputes
Arbitrator:
the person chosen by agreement of both parties to decide the dispute
between them
Authorization cards:
cards the employees sign to authorize representation by a specific union.
Bargaining agent:
a person or group accepted by an employer and chosen by members of
the bargaining unit to represent them in collective bargaining.
Bargaining unit:
an employee group that the state or National labor Relations Board
recognizes as an appropriate division for collective bargaining.
Certification:
the official recognition by a labor organization as the exclusive bargaining
agent for employees of a specific bargaining unit.
Contract violation:
acts that break the terms of contract.
Collective Bargaining
o A legal process used by organized employees to negotiate with an
employer about wages and related concerns resulting in an employment
contract.
Deadlock:
o A stall in negotiations when neither party is willing to compromise about an
issue.
Decertification:
o The withdrawal of official recognition of a union as the exclusive
bargaining unit.
Grievance:
o Any complaint by an employer or union concerning an aspect of
employment.
Grievance procedures:
o Steps both sides have agreed to follow to settle disputes.

Meditation:
o A process for settling labor disputes where a mediator helps the parties to
reach their own agreements.
Open shop:
o A business where employees are not required to belong to the bargaining
unit.

Job Design
The act of specifying the content and methods of jobs
The goal is to create a work system that is productive and efficient, taking into
consideration the costs and benefits of alternatives for the organization and the
workers.
Job designers are concerned with who will do a job and how the job be done and
where the job will be done.
Successful designs must be:
o Carried out by experienced personnel who have the necessary training
and background
o Consistent with the goals of the organization
o In written form
o Understood and agreed by both management and employees.
Changing nature of jobs and job design
o Scientific Management:
Principles of scientific management was developed by F.W. Taylor
in 1880s and 1890s by breaking down jobs into elemental
activities and simplifying job design to the extent that a very limited
skills were required to learn a job, thus minimizing the time required
for learning.
o The assembly line
The adoption of assembly line production meshed with the
principles of scientific management between 1909 and 1929.
o Limitations and Failures of Traditional job Design Approaches
Task specialization have advantages like high output, low cost and
minimal training but it also resulted a lot of disadvantages,
boredom, lack of motivation, and mental fatigue.
o Behavioral Influence/Approaches to Job Design
Due to workers dissatisfaction, the behavioral approaches began in
1960s and early 1970.
Contemporary Trends in Job Design
The major trends in work and job design come from the Japanese. It
emphasize the Japanese approach to job design because that is were.
1. Job and task Flexibility:
a. Japanese train workers to do a variety of jobs and tasks because
Japanese management had greater flexibility in labor deployment than
US counterparts.
2. Quality Improvement Responsibility
a. In the traditional US approach, quality management responsibility,
whereas Japanese approach says quality is the responsibility of the
worker.
3. Increased Skill and Ability Levels:
a. Extensive job training and job rotation are the characteristics of
Japanese system once worker joins a Japanese comp.

4. Employee Involvement:
a. It is a key feature of Japanese production systems, involvement is
realized through groups or teams.
5. Evaluation and Reward:
a. Job security is a key factor in Japanese reward system.
6. Worker compensation:
a. The 2 basic forms of worker payment are both tied in time are:
i. Hourly wage; the longer someone works, the more they will be
paid
ii. Individual incentive or piece rate wage workers are paid
according to the number of units or output they produce.
7. Technology and Automation
a. The worker-machine interface is the most crucial aspect of the job
design because technology has broadened the scope of job design
and heightened the need for workers with better skills and abilities and
more job training due to the rapid development of new technologied
8. Job satisfaction:
a. Workers take greater pride in their jobs and have a contribution to the
success of the organization.
9. U.S. adaptation of trends in job design
a. U.S companies adopted the Japanese management principles.

Job Analysis

Is a study of what is required to do a job satisfactorily, and the work methods how
the job is done. It determines what major work-connected behavior and traits,
responsibilities, capabilities, experiences and the like are needed to perform a
job.
It helps to find out what the job entails and what kind of people could do the job.
Tools of Method Analysis on how the Job or Work processes are Done:
1. Process Flowchart:
a. Is a graph of the steps of a job. This is used to review and critically
examine the overall sequence of an operation by focusing on the
movements of the operator or the flow of materials.
2. Worker-machine Chart:
a. Determines if worker and machine time are used efficiently.
Work Measurement
Is concerned with determining the length of time is should take to do a job.
The unit of measure in work measurement is the estimation of time required to do
a job.
The standard time is the time required by an average worker to perform a job.
Work measurement and time study was introduced by Taylor in order to develop
an equitable piece-rate wage system based on fair standard job times.
Forecasting
A prediction of what will occur in the future
In management these forecast methods are sometimes used:
o Qualitative forecasting method: based on their judgment, opinions, past
experience, expert opinion, or make guesses to make forecast.
o Quantitative forecasting method: used in aiding management in making
planning decisions.
Forecasting and Quality Management
o Forecast or product demand are a vital necessity for almost all aspects of
operational planning while total quality management (TQM) is more
imprint in providing good-quality product and quality customer service.
Components of Forecasting Demand
1. Time Frame:
a. Indicates how far into the future one is forecasing
Classifications:
Short range forecast:
o Is one encompassing the immediate future.
o Concerned with the daily operations of a company, dictated by daily
or weekly demand.`
Medium Range-range forecast:
o Covered from 1-2 months up to 2yrs. Forecast of length is used to
developed an annual production plan or annual budget or
development of a project or program
Long range forecast:
o Encompasses a period of time longer than 2 yrs. Used by
management for strategic planning for new products for changing
markets entry into new markets etc. in general, the future
management seeks to predict, the more difficult forecasting
becomes.
2. Demand behavior:
a. The demand sometimes performs in random, irregular fashion, with no
apparent patterns.
3. Forecasting method
a. Time series method:
i. Are statistical techniques that use historical demand data to
predict future demand. Often used for short and medium range
forecast.
b. Causal forecasting Method
i. Attempt to develop a mathematical relationship between
demand and to other factors that cause demand behavior
c. Qualitative methods
i. Based on managerial judgment, expertise, and opinions to
make forecast. Frequently used for medium and long range
forecasting.
Steps of Forecasting Process:
1. Identify the purpose of forecast
2. Collect historical data
3. Plot data and identify problems
4. Select a forecast model that seems appropriate for data
5. Develop/ compute forecast for period of historical data
6. Check forecast accuracy with one or more measures
7. Is accuracy of forecast acceptable
8. If yes, forecast over planning horizon. If no, select new forecast
model or adjust parameters of existing model
9. Adjust forecast based on additional qualitative info. And insight
10. Monitor results and measure forecast accuracy.

Qualitative Methods
1. In house Forecasting
a. The management, marketing and purchasing and engineering are
sources for internal qualitative forecast because they are generally
most familiar with their own capablilities and resources and the market
for their products.
2. Consumer Reserch
a. Consumer or market or research is an organized approach using
surveys to determine what products and services customers want and
will be done through mailings, contacts, or interviews.
3. The Delphi Method
a. Is a procedure for acquiring informed judgments/ opinions from
knowledgeable individuals using a series of quationnaires in order to
develop a consensus forecast about what will occur in the future.
4. Forecasting Industry
a. Another new consulting firms that specialize in forecasting demands
assist companies in determining what new products and should be
introduced to the market and the demand that will result.
Managing People as People
The critical role of people in corporations
o People indeed can make a business enterprise to prosper or flounder].
Sophisticated techniques processes or systems cannot by themselves
produce a high quality products of services.
o People are indispensible both in conceptualizing such works of wizardry
and in implementing them.
Refocusing on people as a Pivotal resource:
o The tragic part of it all is that during the past one hundred years or so,
people have been over managed but underled, as Warren Bennis, the
American leadership guru, would put it.
o Focusing on people as a strategic pivotal resource owes its early
beginnings to the combined research project of Harvard Elton Mayo and
Fritz Roethlisberger in the much celebrated Hawthrone Experiments.
Modules in Treating People
Module 1: Treat People with Dignity and Respect
o Rating/categorization Exercises
Reflect even for a moment how to rate or categorize people around
you in the most fundamental way in terms of their individual worth
or value and the corresponding dignity and respect a person with
such worth value deserves.
Module II: Expect Excellent Performance from People
o Self-Fullfiling Prophecy or Pygmalion Effect
The self fulfilling prophecy as a concept must have originated from
Greek Mythology.
In the history of interpersonal relations, the self-fulfilling prophecy or
Pygmalion effect is one of the most powerful form its ever
formulated. It was first prescribed as scientific idea by Robert K.



Module III: Decision Making Points
o Before you actually begin to rank your candidates, you should determine
the decision making options you will be using.these are:
A. Unanimous decision
Best used for a critical or high profile position. If many
people will have to work with a new employee should try for
a unanimous decision
B. majority decision
Best used for most jobs
C. input- only decision
Best used if manager or main interviewer understands the
position well, or if position involves contact with others.]
o Module IV: Be sensitive to your peoples feelings, moods and emotions
Employee morale: a factor in corporate success
High morale: high job satisfaction
Laying the groundwork for motivation
Developing a morale sensitivity
Understanding and adapting to change
Supporting notes and/or research data
o Module V: be open to your peoples thoughts, ideas and suggestions
The motivation appeal of open mindedness:
Paying attention and giving consideration to thoughts and
ideas of people you manage seem to be a little off based.
The reality that working members of organizations have a lot
of ideas to share if anyone would care to listen is not new.
Module VI: Inspire Your People with the worthness of the organizations vision
and mission and give meaning and purpose to what they do
o Business organization in order to grow and prosper, must be governed by
any all compassing vision and mission. A vision is a long term image of
how a corporation should become at the of a certain number of years
o Every manager and unit leader must know by heart their companys vision
and mission because these things are the tools that they must use in
inspiring members.
o People are moved by a grand noble purpose. The ordinary human being
loves heroism, folklore, myths and legends.
Guidelines for Effective Empowerment
1. Believing and trusting in a members capability to perform with no or
limited supervision.
2. Being extra patient in giving team member time to learn
3. Providing team member with direction and guidance at the beginning
4. Teaching skills in small and incremental steps
5. Posing questions that challenge the trainee-member to think in new
ways.
6. Generously sharing practical tips and information about work.
7. Giving timely and constructive feedback, always supporting and
encouraging a team member throughout the learning process.
8. Suggesting other ways of doing the same thing (alternate thinking)
9. Acknowledging team members personal improvement via actual
results.
Module VII: Keep score of your people performance and regularly let them know
how they are doing
o Keeping performers on track through feedback:
A feedback system by way of a performance appraisal structure is
a must not only to monitor who is doing well and who is doing badly
but, more importantly, to be able to keep work perofmers interested
in their day to day accomplishments.
o Positive application of Feedback:
A feedback system should be used in a very positive and
constructive way both for the excellent performers, average
performers and poor performers.
o Feedback as a Motivational tool
Positive reinforcement is the magic wand that motivators used in
maintaining outstanding performance. The most fundamental step
is to target close enough to people so we can actually assess their
personal needs and apirations.
Working people can only be sufficiently motivated if they know how
they have been doing and what they must do in order to achieve
the results that are expected of them which enable them to get
what they wanted.
o Feedback from a Gaming Perspective
Raising peoples over all interest and enthusiasm for work can be
achieved by designing a formal and structured work appraisal
system that uses the scoring methodology to create excitement
among participants.
Module IX: Manage People based on who they are and how they work
o Reconciling conflicting management ideas:
Leadership style would come into the picture in the setting of goals
in this way;authoritative-manager presets the goals for employee,
consultative manager discusses goals with employee before finally
pre-setting them participative manager and employees arrive at a
consensus in pre-setting goals.
o Managing people by results
The old fashion interpretation of leadership is anchored on the
brute force that] power possess.
The fundamental assumptions behind the authocratic, otherwise
known as exploitative-authoritarian leadership style are best
explained by Douglas McGregors Theory X which briefly goes this
way: the typical person dislikes work and will avoid it as possible.
o Application of Leadership Styles
People seem to be with people whether they are in work, at play, at
home or anywhere else. People seem to adapt tovarying situations
or types of people they are dealing with.
Module X: Show that you care about the people and their welfare
o The human side of business:
Business is run and operated by flesh and blood people. It seems
that as people advance to the new country in hand with technology
and science, the former become more drawn into themselves,
becoming assertive of their right to satisfy their needs, dreams and
aspirations through their work.
o The dynamics of Caring for people:
It is impractically if not utterly unrealistic to get people to commit
themselves, fullheartedly and voluntarily to the attainment of
corporate objectives unless you and the rest of management
become one with the people.
o Reaching out to the Emotional side of the people
A habitual gesture of caring and concern for peoples welfare
reaches out and touches their positive emotions.
Caring and being concerned about the peoples welfare includes
but are not limited to:helping them to do their jobs better,
encouraging them to learn and grow through training and other-
means, guiding them plan their careers, being concerned about
their health and physical well-being and other aspects of their lives.

Coaching and Counseling

Coaching and counseling are two leadership roles that managers and
supervisors must assume in dealing with people.
The fundamental difference between coaching and counseling is that
coaching is the art of transforming people to gradually become the very best
that they can be while counseling is the skill of helping a team member
overcome a problem or problems, both personal or work related, in order to
improve his/her job performance.
Coaching:
Essentially, coaching is a face to face and a higly personalized leadership
role, although sometimes, coaches when needed perform their coaching task
as a team builder by talking to his/her people simultaneously.
To coach is to facilitate which can literally means to make easy the work
environment and job processes in terms od making them both less
discouraging and less bound up with excessive controls and complications.
To be truly effective, coaches must know their individual team members
personal limitations and should pull each one up to his/ her limits but never
push anyone of them beyond their capabilities and thus cause
discouragement.
Coaches must above all be value shaper. Coaching involves lots of listening
to members of ones team. It is not easy to know people unless coaches are
predisposed to actively listen to the former.
Counseling:
Counseling is the discussion of a problem (personal or work related) that
usually has an emotional content between a manager and a supervisor or
between the supervisor and a rank and file employee in order to help the
latter cope with the problem and find a solution.
There are six functions of counseling:
1. Advice
2. Reassurance
3. Communication
4. Release of emotional tension
5. Clarified thinking
6. Reorientation
Counseling can be classified into three types:
1. Directive counseling:
a. Is the process of listening to a troubled employee, deciding with
him what actions must be done and then telling and motivating
the employee to take those actions.


2. Non-directive counseling:
a. Known as client-centered counseling; is at the other end of the
continuum. It is the process that skillfully listening and letting the
counselee to explain the problem troubling him/her.
3. Participative counseling:
a. Also known as cooperative counseling; is a mutual counselor
relationship that involves a cooperative exchange of ideas at
solving the troubles employees problem.

The Global Perspective of HRM
Globalization:
Buzz word in business/academic circles
o Need attention to foreign market/ forces for prosperity/ survival.
o Foreign direct investment (EPI)
o Tremendous flow of capital and technology-majot impact on business
from:
Strategy formulation
Sales and marketing
Human resource
o Problem of hiring quality personnel
o Conflict between expatriates and their local work force
o North American Free Trade Agreement (NAFTA) ratified.
o To work at a U.S. or a foreign headquarters/or emerging cross national
alliances dotting the global landscape.
o European Economic Community (EEC) will be able to decide where
they want to work and for whom.
o Unprecedented openness-opportunity/ threat.
A number of related developments are explored:
An increase in the number and level of managerial positions occupied by
women in general, and in international operations in particular
An increasingly complex legal environment cutting across national boundaries
that forces globalization even on the most reluctant business players
Enhanced efforts toward localization of foreign affiliates and, at the same
time, an enhanced impact of such affiliates on the operation of domestic
business.
A dramatic increase in the number and scope of strategic alliances that
question the very concept of the corporation.
A continuous increase in the proportion of part time workers in developed
nations.
A growing disparity between the educated, skilled workforce and the
nonskilled contingent
Cross-boarder encounters make us aware of what we share as human
beings/ also of the competition.
Call for more interdisciplinary cooperation/ reach beyond traditional
boundaries.
The globalization of Human Resource Management: The Interdisciplinary Challenge

Extend current knowledge from its domestic base into foreign lands.
Development of a specialized field of study focused on human resource
issues unique to international business.
Cultural, political, social, economic and technological sectors of the
environment must be explored.
Explore the legal aspects of human resource management in global arena.
Clustering if countries in terms of similarity of work-related values
Foreign affiliates- strategic management.
Remove barriers dividing academic camps/ academic and practitioners.
The state of research and practice
o Clashes in custom, culture and management style.

Strategic International HRM
Integration of human resource planning into overall planning process for the
organization.
Understanding of cultures and socioeconomic environments in which firm
operates
Flexibility
Changes In Original Etc.
1. Borderless structure and bottom-up decision making process that encourage
communication and information flow among all components of the company and
extend the network to its key suppliers, distributors, and other business partners
2. Custodial leadership t]hat emphasizes values and vision and is skillfully
unassertive, while energizing and challenging middle managers with demanding
targets.
3. Human resource management including socialization, training and promiotion by
means of hierarchy of ranks, job rotation, and appraisal systems that promote
hard work, commitment and competition among peers.
4. Incremental planning and control that help a company expand little by little,
focusing on new products and the relentless pursuit of operating improvements,
rather than grand designs for competitive advantage.
5. An extended family model that encourages and rewards commitment.
Psychological Tests and Management Assessment
Definition:
o Test is a systematic procedure for gathering date for the purpose of
making intra or inter individual comparison.
o Is a group of questions or tasks to which a student is to respond. The
purpose being to produce quantitative representation of the students rate
that is designed to measure.
o Is a technique foe measurinf objectively an individuals personal
characteristics, potentialities, or accomplishments especially by comparing
his behavior with others on whom the particular technique is said to have
been standardized.
Purposes:
o Prediction
Tests are given to obtain a measure of ability, achievement and or
characteristics that will offer a solid basis on individuals and or
other decisions.
o Selection:
Tests are used by institutions and industry to accept some
individuals and to reject others.
o Classification;
Is an arrangement according to some systematic division into
classes or groups.
o Evaluation
Tests are used to assess ]and evaluate programs, methods
treatments and the like.
o Guidance:
To help analyze personality profile. Help analyze an individual.
Advantages of Tests:
o The most reliable and accurate means of selecting candidates from a pool
of applicants
o Most objective positive way of assessing an individual
Disadvantages of tests
o May accurately predict applicants ability to perform the job, but they are
less successful in indicating the extent up to which the individual will want
to perform.
o A potential problem of applicants honesty.
o Problem of anxiety.
Characteristics of Properly Designed Tests:
o Standardization:
Refers to the uniformity of the procedures and conditions related to
administering tests.
o Norms:
Provide a frame of reference for comparing an applicants
performance with that others.
o Reliability:
Is the extent to which a selection test provides consistent results.
o Validity:
Is the extent to which a test measures what is purposes to
measure.
o Objectivity:
Testing is achieved when everyone scoring tests obtains the same
results. Multiple choice and true and false tests are said to be
objective.
o Test Usability:
The used of tests that is usable and with benefit to both employer
and employee.
Classification of Tests:
1. Standardized or non-standardized test:
a. Standardized tests are administered and scored by specific directions;
norms available to compare performanve.
b. Non-standardized test are tests constructed by users, usually for
informal evaluation; norms not available.
2. Individual and Group tests:
a. Individual test: a test adminis]tered by a trained examiner to one
subject at a time.
b. Group test:}] test designed to be given to more than one person at a
time.
3. Performance and Paper and Pencil test:
a. Performance Test: a test where subject manipulates objects or
assemble parts or perform works
b. Paper and pencil Test: a test where subject marks answer sheet or
provides written responses.

4. Maximum and Typical Performance Test;
a. Maximum test: a test where individuals are required to perform their
best
b. Typical Performance Test: a test which determines what the persom
usually does or is most likely to do.

Competency

Is an essential characteristic of a person that predicts excellent performance.
Behaviors, motivations and qualifications that determine employee
performance
Includes k]knowledge, skills, abilities and personal traits that are matched
with particular job, requirements, business objectives and/or company values.
Essentially seeks to described the behavior thought necessary to achieve the
desired output
Where Can Competencies be Used?
1. Manpower planning
2. Selection and assessment
3. Performance management
4. Training and development
5. Succession planning
Requirement of CBI:
1. Clarity of competencies
2. Clear benchmarks
3. Uniformity of interpretation of competencies
4. Skills in evaluating competencies
Advantages of Competencies:
1. Effective communication
2. Validation
3. Reinforcement
4. Integration
What competencies can do:
1. Translate strategic direction into action
2. Clarify behaviors that support important values and principles.
3. Establish standards of excellence that are shared across functions and
boundaries
4. Focus learning and development on the achievement of business outcomes.
5. Provide a basis for ongoing performance feedback and development
6. Identify emerging vis--vis declining skill sets to help facilitate organizational
transititions.
7. Accelerate development of a learning culture.
8. Facilitate self-directed learning and career development for enhanced
employability.
9. Identify and leverage high performers or competency carriers.
Competency Model:
A profile or model for success for a given job or role
Consists of behavior based on the knowledge, skills , abilities, motivation and
other personal characteristics that lead to successful performance in that role.
Impacts on success in the form of critical behaviors
Methods of Deriving Competencies:
Structured interviews
Structured observations
Repertory grid analysis
Critical incident analysis
Expert system

The Competency-Based Interviewing Technique
A competency-based interviewing technique is an interview that asks focused
questions about the candidates ability to demonstrate knowledge, skills,
behavior and characteristics needed for the jobs success.
Features of Competency-based Interviewing Techniques
Gather performance data vs. candidates ideas
Collect information on real behavior
Structured and focused probing scheme
Advantages of CBI over Traditional Interview Methods:
More focused towards pursuing detailes information
Increase in quantity and quality of information gathered
Defined overlaps
Shift in interviewers focus from hire/ not-hire decision to gathering valid
information
Less subjective
Fair to all
Benefits of Using CBI Technique
Belief accuracy of selecting the right ]person for the job
Better person-job fit
Shorter development period
Reduced turnover
Lower-hiring cost
Higher levels of productivity/ contribution
Objectives of CBI Technique:
Identify candidates past behavior patterns to predict the extent to which he/she
will be successful in the future job.
Job Description
A group of duties, responsibilities and activitie]s assigned to an individual.
A summary of the most important features of the job in terms of its general nature
and of the type of the job i]n terms of its general nature and of the type of
operatio]n required to perform it in an efficient manner.
Content of Job Description
1. Basic information
a. Summary statement
b. Relationships
c. Specific duties
d. Responsibilities
e. Authority
f. Qualifications
2. Complete information
a. Job title
b. Unit of assignment
c. To what higher position it is tied to
d. How much direction and supervision is given to the job
e. Specific duties personnel
f. Unrelated tasks that could be assigned, as for instance, during
emergency, vacancies, resignation, absence etc
g. Extent of authority
Hiring the Right Person for the Job
Organizations must attract good, qualified people or perish. Organizations cannot
survive unless they have the right personnel. Managers throughout the
organization share the responsibility of staffing.
Each position in the company should be carefully matched and filled with the
appropriately qualified individual.
Training is an expensive proposition for organizations.
A fit with culture
Along with examining skills, the astute manager considers an applicants fit with
the organizations culture.
The atmosphere
The setting of the interview is extremely important to get it off to the right start.
The interview is a two-way process. This is an opportunity for the applicant to
interview and judge the orientation.
A skills inventory
Prior to the interview, the manager should carefully review the job description. An
inventory of the skills required for the job should be performed.
During the Interview
Initially the interviewer should engage in small talk to break the ice. It usually
takes only a few minutes to help put the applicant at ease. Care should be taken,
though to move on offer a few minutes. At this stage, the manager can generally
determine if the applicant is an extrovert or in introvert.
Realistic Job Previews
The interview is a two way process. The manager is interviewing the applicant
and the applicant is interviewing the organization.
The manager then is not the only one making a decision, the applicant is also
gathering information to decide if the position is the right-match.


Human Resource Planning
Also known as manpower planning
Is a process of analyzing organizations human resource needs under changing
conditions and developing the activities necessary to satisfy these needs.
Employing the right number of people with the right skills and assigned to the
right jobs where they can contribute effectively to the productivity and profability
of the company.
Elements of Human Resource Planning:
o Organizational planning
o Selection and placement
o Training
o Development
o Motivation of employee

Human Resource Planning: boarder aspects
1. Systematic forecasting of manpower needs:
a. On the basis of business conditions and forecasts, manpower needs
are planned and monitored closely.
2. Performance management
a. Analyzing, improving and monitoring the performance of each
employee and the organization as a whole.
3. Career management
a. Determining, planning and monitoring the career aspirations of each
individual in the organization and developing them for improved
productivity.
4. Management development
a. Assessing and determining the development needs of managers for
future succession requirements.
Advantages of Using the Elements of Human Resource Planning:
1. Through a systematic planning of human resource, a company can be better
assisted in attaining its goal and objectives
2. It helps the company determine its manpower needs and provides a method
of meeting them.
3. It can be an effective means of planning the development and growth of
employees
4. It can assist in placing the employees properly in jobs where can they
maximize the use of their skills and potentials.
Five steps to Human resource Planning
1. Determining the workload inputs based on corporate goals and objectives.
2. Studying the jobs in the company and writing the job descriptions and job
specifications.
3. Forecasting of manpower needs
4. Inventory of manpower
5. Improvement plans
Factors That Make a Good Employee
Income
Opportunities for demonstrating ones ability
Security on the job
Chances for advancement and professional growth
Desirable working conditions
Reasons for Proper Selection of Employees
1. Company objectives are better achieved by workers who have been properly
selected.
2. An incompetent worker is a liability to the company
3. Personnel have varying degree of intelligence, aptitudes and abilities.
4. Labor laws protect employees, making it difficult to fire incompetent and problem
employees.
5. People have varying degree of intelligence, aptitudes and abilities
6. Individuals have different interests, goals and objectives in life.
7. Careless hiring is costly and can cause problems to the company, especially to
the supervisors and managers who have to deal with the workers.
Step-by-Step Procedures in Recruitment, Selection and Hiring

1. Studying the different jobs in the company and writing the job description and
job specifications
2. Requisition for new employees
3. Recruiting qualified applicants
4. Reception of applicants
5. Application Form
6. Testing
7. Checking the applicants work experiences, school records and personal
reference
8. Interview
9. Matching the applicant with the job
10. Final selection by immediate supervisor or Department Head.
11. Physical and mental examination
12. Hiring
Quality assurance:
A problem solving process that systematically assess the quality of care
and corrects any defects that is observed
Objectives of Quality Assurance Program:
1. To ensure that patients have the right to health and to quality health services
2. To fulfill the ethical duty of the health professionals.
3. To maintain minimum standards of quality care.
4. To ensure safe use of potentially harmful technology and procedure.
5. To detect variation in the quality of care in various hospitals.
6. To prevent wasting resources in substandard medical services.
7. To ensure that patients derive the full benefit effective diagnostic and therapeutic
procedures.
8. To minimize the risk of errors resulting from the complexity of patient ease.
Steps in Quality Assurance Cycle:
1. Problem identification
2. Problem prioritization
3. Assessment of quality of care
4. Problem analysis
5. In-depth study of the problem
6. Identification of remedial actions
7. Implementation of remedial actions,
8. Monitoring and evaluation of the problem]
Nature of HRD in Healthcare Setting
Characteristics of the healthcare HRD department:
o Consist between one and five persons
o Centralized in healthcare organizations
o Reports to a hospital administrator who is in the area of nursing or
human resources.
o Market the HRD products outside of the institution
o Revenue generating by administration
o Typical name of HRD department is healthcare education
department or education training department

HRD Department Activities
o Management development
o Nursing orientation
o Organizational development
o Satellite programming
o Employee orientation
o Continuing nursing learning
o Audiovisual services
o Library
o Patient learning
o Guest relations
o Community education
o Health promotion
o Emergency technician
o Continuing medical education
o Trustees training.
Human Resource Planning
Also known as manpower planning is a process of analyzing an organizations
human resource needs under changing conditions and developing the activities
necessary to satisfy these needs.
Discipline:
As applied in business and industry, discipline is an employers action against
and employee for infraction of company policies or rules.
Objectives of Discipline:
The preliminary objective of discipline is to motivate an employee to comply with
the companys performance standards.
Another purpose of discipline is preventive, that is to prevent the commission of
an act which violates the policies, rules and regulations of the company.
It is the form of control to protect the interest of the company as well as those of
the employees.
Authorized causes of termination:
1. Redundancy
2. Installation of labor- saving devices
3. Retrenchment to prevent losses
4. Prejudicial ailment
5. Where the employee have reached the retirement age.
Categories of Discipline Problems:
1. According to their severity
a. Minor infractions:
i. These instances do little harm, but may be serious when happen
frequently
b. Major vaiolations: these are disciplinary problems that substantially
interfere with orderly operation of the business.
c. Intolerable offenses: these misconducts are disciplinary problems of such
drastic, dangerous and illegal in nature that they endanger employment.
2. According to their nature
a. Against person
b. Against property
c. Honesty integrity
d. Orderliness/ Good conduct
e. Attendance and punctuality
f. Conflict of interest
g. Morality
h. Non-performance
Probable causes:
Absence of codified guidelines or inconsistent application of rules.
Unfairness or perception of unfairness
Personal circumstances motivation, lack of knowledge and skills, illnesses
No inadequate performance management system
Insufficient resources to perform job
Inadequate supervision management style-concern for task vs for people.
Positive Discipline
Corrects unsatisfactory behavior through support, respect and people-oriented
leadership.
The purpose of positive discipline is to help rather than harass.
Steps in Positive Discipline
Clarify responsibility for discipline
Define expected employee behavior
Communicate discipline policy, procedures and rules
Collect performance data
Employ corrective coaching
Administer progressive discipline
Strategic Planning
Is only one management tool which can help make organization successful.
Why Develop a Strategic Plan?
a. To improve performance
b. To solve major organizational problems
c. To stimulate thinking and future direction
d. To build cohesion and teamwork

How to develop a strategic plan?
1. Mission statement
a. Review and update current mission statement, or
development of a new statement
2. Vision statement
a. Development of long term view of the organizations
dreams and ideals, and a statement of what the
institution hopes to become.
3. Analysis of SWOT and critical issues
a. Undertaken to focus upon the critical issues facing the
organization
4. Strategies
a. A strategy statement listing the major strategic
changes is developed and then

5. Goals and objectives:
a. Development of hospital performance targets for
coming period are usually listed.
Developing a Strategic Plan
Strategic planning is a way of thinking and a way of dealing with change. No plan
is perfect and complete
Keep the plan simple and manageable
Try to be honest and objective in assessments
Use imagination and creativity in solving problems
Involve the key decision makers
Use a planning horizon of 3-5 years, not 15-25 years as things change too fast to
plan for longer periods.
Strategic planning is not an end in itself, it is just one tool in accomplishing the
organizational plan.
Steps of Strategic Planning
Step I: Getting Organized for strategic Planning
Step 2: taking stock of the organization
Step 3: developing strategic plan
Step 4: Drafting and refining the plan
Step 5: implementing strategic plan
Developing a Human Resource Strategy
Step 1: Understand the business strategy
Step 2: developed a mission statement or statement of intent relating to the
people side of the business
Step 3: Conduct a SWOT analysis
Step 4: conduct a detailed human resources analysis, concentrate on the
organizations culture
Step 5: go back to the business strategy and examine it against the SWOT and
COPS analysis
Step 6: highlight the options for managerial action
Step 7: implementation and evaluation of the action plans

Sixteen Steps in the Employee Selection Process
1. Decide which of the following steps to use
2. Examine the job description
3. Determine your specific expectations for the person who will fill the job
4. Identify the behavioral qualities necessary
5. Identify the credentials required
6. Create an application form that collects as much high quality data as possible
7. Recruit candidates
8. Analyze applications and conduct brief telephone interviews to screen for the
best candidates.
9. Conduct record checks with previous employers.
10. Design interview questions to collect as much information as possible
11. Conduct one or two selection interviews for one to three hours with each
candidate.
12. Introduce candidates to future co-workers for their opinions.
13. Call references for additional information, as needed, on the targeted behavioral
qualities in one, or even two interviews.
14. Review all the data collected on each candidate to assess the strengths and
weaknesses of each.
15. Make the selection decision
16. Make an offer.




















Reflection

As an advance beginner, doing this book review enlightened me to the other
aspect of my Nursing profession. Nursing is not all about bedside care, it can also have
an aspect of management that will help us to provide holistic care to each patients.
Human resources managers plan, direct, and coordinate the administrative functions of
an organization. They oversee the recruiting, interviewing, and hiring of new staff;
consult with top executives on strategic planning; and serve as a link between an
organizations management and its employees.
Duties:
Administer employee services
Advise managers on organizational policies, such as equal employment opportunity
and sexual harassment
Coordinate and supervise the work of specialists and support staff
Oversee an organizations recruitment, interview, selection, and hiring processes
Handle staffing issues, such as mediating disputes and directing disciplinary
procedures

Every organization wants to attract, motivate, and keep qualified employees and
match them to jobs for which they are well suited. Human resources managers
accomplish this by directing the administrative functions of human resource
departments. Their work involves overseeing employee relations, regulatory
compliance, and employee-related services such as payroll, training, and benefits. They
supervise the departments specialists and support staff and ensure that tasks are
completed accurately and on time.
Human resources managers also consult with top executives regarding the
organizations strategic planning. They identify ways to maximize the value of the
organizations employees and ensure that they are used as efficiently as possible. For
example, they might assess worker productivity and recommend changes to the
organizations structure to help it meet budgetary goals.
Some human resources managers oversee all aspects of an organizations
human resources department, including the compensation and benefits or training and
development programs. In many larger organizations, these programs are directed by
specialized managers, such as compensation and benefits managers andtraining and
development managers.

The goal of a nurse manager is to facilitate and deliver quality nursing care as
well as to coordinate and manage the environment in which the care is delivered. The
first-line manager/head nurse assumes responsibility for the personnel, resources, and
patient care on a nursing unit. A nurse supervisor is often responsible for several
nursing units or all units for a particular function such as staffing or a shift, such as night
supervisor. A manager directs and promotes the development of nursing staff assigned
to the unit. Nurse administrators establish and control the budget and support the
implementation of standards of nursing practice and guidelines of care Nurse managers
at all levels work together to address emerging trends, adopt innovative ideas, and work
toward the shared goals of quality, efficiency, and excellence in practice. They guide
and lead frontline nurses while contributing to an organizations success.
Some of the most rewarding experiences happen on the front lines. The nurse
manager is responsible for nursing practice and quality of care among frontline nurses
or nurses in a single unit or departmentas well as overseeing all personnel and
budget matters and creating an environment that supports professional practice and
employee engagement. Traditionally, head nurse was the title assigned to the frontline
manager role. Today, nurse manager or director is more common.
Nurse managers straddle the worlds of staff and middle-upper management,
ensuring a two-way flow of communication. They translate and promote organizational
goals to frontline staff and remove barriers that could hinder their performance.
Managers must keep pace with current advances in care and technology as well as
regulatory and legal requirements. Most nurse managers play the role of command
centralproviding support, recognition, just-in-time information, a calm hand and cool
head in emergencies, and advocacy for patients, families, and staff. They also have an
opportunity to encourage personal development and professional growth among staff.
Above all, managers see the impact of the care their nurses provide and its effect on
patients and families. Managers set the stage and expectations for excellence
in caring, optimizing quality, and a just cultureone that doesnt hold practitioners
accountable for system failures but that doesnt tolerate reckless behavior. Nurse
managers instill hope and determination for teams to do their best work. The larger the
organization, the greater the need to ensure a unified approach to staying focused on
achieving goals and objectives. Directors or administrators responsible for more than
one department take a systematic approach with managers, providing clear
expectations and direction so staff know their roles and accountabilities. We may be
responsible for personnel in other disciplines, not just nursing. In many settings, teams
consist of nurses, assistive personnel, social workers, therapists, technicians, teachers,
fiscal and front-office staff, chaplains, pharmacists, and others who contribute to patient
care. Nurse managers also interact with ancillary staff who care for the environment,
provide nutritional services, maintain physical facilities, and support the nursing staff in
care delivery. Nurse managers have the skill and breadth of experience to manage
complex operations as well as diverse personnel.
Together with frontline managers and clinical leaders, nurse management teams
help set the organizations direction and goals. These teams strive for consistent
practices and accountability across an organization. Together, the team sets goals to
support the overall direction of the organization, encourage and monitor performance at
the unit or department level, and evaluate results that build across the organization.
Nurse managers may choose to advance to a nurse executive role. The
executive is responsible for practice, fiscal matters, strategic planning, advocacy for
human resource issues, promoting professional achievement, and assuring an
environment that supports clinical excellence. Serving as liaisons, nurse executives
partner with multidisciplinary colleagues, set the vision, and serve in a leadership
capacity for the organization as a whole. They also act as external ambassadors and
establish collaborative relationships with the public, lawmakers, academic partners, and
other nursing groups.
As a nurse manager, youll serve in a highly rewarding multidimensional role,
reaching patients, families, staff, and professional colleagues. But you may have to
make sacrifices; managing people can be stressful and challenging. Dealing with staff
recruitment and retention, resource competition, and relationships always creates
dynamic tension. But with greater attention now focused on transforming nursing care
and the profession for the future, this is an exciting time to consider a career in
management.































Advance Competency Assessment
Module for HRM I
Book Review and Reflection

Submitted to:
Dr. Marilyn D. Yap RN, MAN, F.P.C.H.A.

Prepared by:
Serie Grace D. Cortez RN
Man I