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Chapter VII

Phase of management concerned with the engagement and effective utilization of manpower to obtain optimum efficiency of human resources.

Involves:
Effective recruitment Selection Placement Development maintenance Utilization

Series of activities intended to carry out the personnel policies of the laboratory for the purpose of realizing objectives of the organization

Employment
Recruitment, interviewing, testing, induction, placement, transfer, merit, rating, promotion, training, counseling, and separation of employees.

Employee relations
Matters related to collective bargaining, wage and salary administration, grievance system, medical and dental services, labor management relations and morale studies

Safety
Provisions for safety standard, mechanical safeguards, accident investigation, safety rules, and safety records and statistics

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Employee research and standards

Job analysis, job description, job evaluation, job grading, wage analysis, organizational planning and employee manuals

Employee services
Recreational plans, insurance plans, profit sharing plans and miscellaneous services

Statement of intention that commits the laboratory manager to a general course of action in order to accomplish a specific purpose. Necessary in an organization because management can not deal with each employee solely as an individual

Once formulated, it should be stated in writing and be made known to all employees.
This maybe done in employees handbook or in an

specially printed statement of policies.

10 areas Normally considered by personnel policies: 1. recruitment, selection and planning 2. Employee induction and training 3. Employees rating and promotion 4. Transfer, downgrading and lay-off 5. Disciplining and discharge 6. Salary and wage administration 7. Changes in work assignment and hours 8. Services for employees 9. Employees health and safety 10. Employees participation and work problems

Recruit and interview job applicant Administer employment tests to job applicants Indoctrinate new employees on laboratory history, objectives, policies and rules

Introduce the new employees to his supervisor, the officers of the organization, his associates and subordinates Motivate employees to do better Keep employment records of all employees

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6. 7. 8. 9.

Assist in transferring, promoting, demoting, discharging or retiring employee. Handle complaint Negotiate with the labor unions or union officials Provide personnel services, medical, social and recreational.

Internal sources
Employees actively working in the laboratory. When a vacancy exists, employees are transferred or promoted. May encourage employee development and improve the morale of employees.

External sources
Include persons who apply in person, who answer advertisement and who are recommended by schools. The use of external sources of labor could challenge present employees to improve the qualifications

Selection procedure may wither be simple or complicated.

In small organization, personnel selection may

mean a face to face meeting with a would-be supervisor.

Steps in the Selection Process: Posting or advertising job vacancies Reception of applications / applicants either in person or in writing Preliminary interview

Interviewed by the personnel manager.

Interview is intended to check the veracity of

Filling up the information sheet or the application blanks or Sending of the information sheets or application blanks by mail and return the same to the laboratory

information contained in the information sheet or application blank and to secure more information. It could be used to determine what type of personality, the applicant possesses.

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The types of interviews used include:

Planned and patterned interviews Non-directive interviews Depth interviews

Group interviews

Applicant reports to the personnel manager or his assistant who briefs him on opportunities in the organization. If acceptable, applicant is made to take employment tests such as: - performance tests - aptitude tests - interest tests - test of emotional reaction / and adjustments - test of attitudes

6. 7. 8. 9. 10.

Investigation of applicants background Introduction of the qualified applicant to his immediate boss Selection from among qualified applicants Medical examination Induction and placement of the new employee

Job applicants who fall short of the required qualifications for the job in question or who may be over qualified maybe rejected

Pre-employment interview by the manager is necessary in order to increase the accuracy of prediction on the applicant. The purpose of the interview is to determine the relevant facts regarding the applicant as provided in the application form, by references and by the interview itself. These facts should be properly evaluated in terms expected on job behavior

The interview questions should be well thought in advance and should be in areas of interest as personal, history, education background, volunteer activities, work experience, aspirations and objectives, self-assessment and strength and weakness. Specialized questions maybe needed in each of the above areas.
The most difficult questions are those necessary to

determine the technical skills and competence.

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The interview should not neglect the following basics: Setting the stage in advance so the interview will be in control and not be interrupted by other visitors Asking general questions to set the applicant at ease Respecting the applicants individuality Getting the applicant to talk revealingly.

An applicant who has held 3 to 4 jobs within the past five years is a high risk Recent emotional crises in an individual may lead to emotional instability for a period of time. If the writing is sloppy, it may indicate a generally careless attitude. Overqualification is about as bad as underqualification.
Unanswered items in the application from indicate forgetfulness or evasiveness.

Check if the reference is a close friend or relative of the applicant. If the medical history is lengthy or ambiguous, there is a good chance that the applicant is either in poor health or somewhat neurotic. Hiring relatives or close personal friends must be discouraged. If other things are equal, hire people you instinctively like. Generally, the person who work for financial reasons is likely to be a more stable employee than is the person who is economically independent.

The introduction of the employee to this new environment. The orientation must include the ff:

A briefing of the history, objectives, policies, rules and regulations of the laboratory Introduction to his associated and subordinates Description of his duties and responsibilities and the role he plays in the organization Introduction to laboratory facilities and services.

Briefing on mechanism of setting problems, complaint or grievance and rules pertaining to discipline or reprimand. Briefing on opportunities for education, training and advancement Briefing on sick-leave policy, overtime-work, time and place for receiving pay. Try-out the employees new job. Another meeting between the new employee and the personnel manager before dismissal from work for the day.

Consists of periodic written reports on employees performance. It is necessary because:

* it is a good policy to have a period of probation-usually about 3 months

It provides a basis for counseling interview with the employee It provides a resource document for appraisal for promotion, transfer, separation, and references It is a way to summarize day-to-day and weekto-week evaluation.

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The most frequently measured attributes are:

Quantity of work (productivity) Judgment and knowledge Adaptability Initiative Personal relations (interaction with others) Work habits (attendance, compliance with rules and regulations, orderliness) Communication (oral or written expression) Creativity Quality of work

Promotion The advancement of an employee to better job in terms of greater responsibility, more prestige, or status, greater skill, and especially increase rate of pay or salary

Each employee must be evaluated at regular interval-twice a year.

Qualities considered in Promotion: Honesty Ambition Initiative Determination Enthusiasm Common sense Knowledge Originality Understanding Communicative ability

Disciplining an employee is probably the toughest and most distasteful job a supervisor has. For the protection of both employee and employer, disciplinary action requires documented facts sufficient to support the contemplated action.

Documentation should include the ff:

Specific instances of poor performances or misconduct Circumstances surrounding performances or misconduct. Prior misconduct, if any Evidence of warning that the misconduct should not be repeated or that the poor performance could not continue Records that definite time limit was set for improvement and follow-up

Provides a ready references to an employee, job description, education, experience, qualifications, length of employment, job references, written reprimands, comments and personal list Records should be evaluated and considered when undertaking performance interview, transfer, promotion or releases. Keep records of rejected candidate for employment and also of suitable ones but no present opening.

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Larger laboratory maintains summary and analysis records.

This is to keep the director up to date on vacancies,

personnel turnover, retirements, staffing patterns, recruiting services, and other vital data to maintain a good staff.

Records should be centralized with accessibility limits to appropriate supervisor and employee in order to maintain confidentiality of information.

Warning signs: 1. Discussions between two people that flare up into arguments. 2. Open backbiting remarks by one about the other. 3. Complaints from one about the other. 4. No direct contact between two people. They take pains to exchange information thru co-workers. They even refuse to each lunch with the others. 5. A request for transfer. 6. Other employees talking about the feud. 7. Increased absenteeism for no apparent reason.

Phase 1: clarifying the problem Phase 2: finding out what each side wants from each other Phase 3: reaching agreement

Do not affix blame on another. Do not threaten to fire anyone. Do not jump in and suggest solutions before youve gathered all the pertinent information.

This is a chronic disease of unknown etiology. Therapy:

1. 2.

Do not nod in agreement as an employee explain his side of the conflict. Do not rush the process

Dock salary for late minutes. Reschedule for a later starting time Reassign to a different department where there is no overlap of personnel. When all fails, mark improvement needed on the employees performance evaluation. If the employee has all other positive features, promote to supervisor

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The laboratory manager should review the salary structure from five basic standpoints: 1. Requirements of laws and regulations such as minimum wages and overtime 2. Correlation between salaries in the lab and those in other competing organization. 3. Relationship among salary levels or ranges of the various types within the organization. 4. General salary distribution- include number of steps from the lowest to increasing salary in each type of position. It also includes timing of payments, incentives for overtime and call back situations, night time or holiday differentials. 5. Financial conditions of the organization * The non-monetary compensation should be included. Such benefits like retirement plans, insurance, annual and sick leaves and free or discounted services play an important part in the total compensation plan

The laboratory manager should review the salary structure from five basic standpoints: Requirements of laws and regulations such as minimum wages and overtime Correlation between salaries in the lab and those in other competing organization. Relationship among salary levels or ranges of the various types within the organization. General salary. Distribution

Includes timing of payments, incentives for overtime and call back situations, night time or holiday differentials.

Financial conditions of the organization

Motivation
General term applying to drives, desires, needs

Extrinsic Factors or Hygiene Factors

and wishes of an individual in order to perform Involves a chain reaction starting out with felt needs, resulting in wants or goals sought which gives rise to tensions (that is unfulfilled desires), then causing action toward achieving goals and finally satisfying wants.

Pay or salary increase Technical supervision or having a competent superior Human relations Organization policy and administration Working condition or physical surrounding Job security

Intrinsic factors of motivation factors

Achievement (completing an important task successfully) Recognition (being single or out of praise) Responsibility for ones own or others work Advancement (changing status through promotion)

1. Pay must be adequate and must also be fair since it is often societys direct measure of a persons worth. 2. Do your best never settle for less than high quality supervision and leadership 3. View people as a whole. Many times they can not be motivated positively because they are motivated so negatively in another area of their life. 4. Make your organization policies clear and the administration of them open and fair. 5. To the best of your ability provide good working condition.

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6. 7. 8.

9.

10.

Build security by building competence through training. Keep goals clear and recognize when they have been completed. Always give praise to those responsible for a job well done. Build self-worth by trusting people, by backing them up, and by teaching them how to delegate to others Look for every opportunity to give people more responsibility.

Physiological needs - these are hunger for food, sexual gratification, and shelter 2. Safety needs - these are needs for protection against danger and threats. Expressions of safety needs are seen in preferences for job security, insurance, etc.. 3. Love needs - these are needs for love, affection and belongingness 4. Esteem needs - those are needs for self-respect, and for the esteem of others 5. Need for self actualization or self fulfillment
1.

Job Enlargement
Process of increasing job scope.
Various functions from a horizontal slice of an organization unit are combined, thereby giving workers more operations to perform Workers are relieved of some of the monotony of a restricted routine and work cycle.

Job Enrichment
Process of increasing job depth. Work activities from a vertical slice of the

organization unit, are combined in one job so that employees experience greater job autonomy. Individual employees maybe given responsibility for setting their own work space, for correcting their own errors, and/or for deciding on the best way to perform in a particular task.

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