LABMAN L7.pdf

MEDICAL TECHNOLOGY LABORATORY MANAGEMENT ––––––––––––––––––––––––––––––––––––––––––––––––––– SUMMER CLASS VII. PERSONAL MANAGEMENT...

MEDICAL TECHNOLOGY LABORATORY MANAGEMENT ––––––––––––––––––––––––––––––––––––––––––––––––––– SUMMER CLASS VII. PERSONAL MANAGEMENT SGLM I. OVERVIEW OF HUMAN RESOURCES MANAGEMENT involves the strategic and systematic management of personnel. ARAA This includes recruitment, training, policy development, and labor sourcing. 1.1 Personnel Program 1.2 Personnel Policy LA AFA 1.3 Sources of Labor SSF A. 1.1 PERSONNEL PROGRAM encompasses all activities and initiatives related to managing the workforce within the hospital laboratory. NHC S S 1. Recruitment and Selection - hiring the right individuals for various roles RTPCE 2. Training and Development - providing education and growth opportunities for staff 3. Performance Management - evaluating and improving employee performance 4. Compensation and Benefits - offering fair pay and benefits to employees HERZBERG’S TWO-FACTOR THEORY 5. Employee Relations - ensuring good communication and relationships between staff and Frederick Herzberg's theory identifies factors that cause job satisfaction (motivators) and those management that cause dissatisfaction (hygiene factors). On the other hand, the management should recognize the desire of every worker for: Motivators: Factors that lead to job satisfaction and motivate employees to work harder. Es 1. Job Security - assurance of stable employment 2. Opportunities to learn the job and grow with the company - chances to develop skills and Example: Opportunities for advancement, recognition, and challenging work. Go advance in their careers 3. Good working conditions - a safe and pleasant environment Hygiene Factors: Factors that can cause dissatisfaction if missing but do not necessarily motivate if increased. jot 4. Treatment as a human being - being treated with dignity and respect Example: Salary, company policies, working conditions, and job security. 5. Good supervisors - competent and supportive leadership 6. Opportunity for training, development and advancement - access to ongoing training and career development 7. Fail wages and salaries - competitive and equitable pay 8. Sound employee benefits - comprehensive benefits package B. 1.2 PERSONNEL POLICY formal guidelines that govern the behavior and responsibilities of employees within the laboratory. 1. Equal Employment Opportunity (EEO) - ensures fair treatment and no-discrimination in hiring and employment practices 2. Code of Conduct - establishes the expected standards of behaviour for employees 3. Safety and Health - provide guidelines to ensure a safe and helthy work environment 4. Attendance and Leave - defines policies regarding work attendance and leave entitlements 5. Disciplinary Procedures - outlines the steps for addressing employee misconduct or VROOM’S EXPECTANCY THEORY performance issues Victor Vroom's theory states that an individual's motivation is based on the expected outcome of their actions. It involves three components: C. 1.3 SOURCES OF LABOR 1. Expectancy: Belief that effort will lead to desired performance. Sourcing labor for hospital laboratories involves identifying and attracting qualified individuals Example: Ensuring employees have the necessary training and resources to perform their to fill various roles. tasks effectively. 2. Instrumentality: Belief that performance will be rewarded. vie 1. Internal Recruitment - filling positions with current employees 2. External Recruitment - hiring individuals from outside the organization Example: Establishing a clear link between performance and rewards, such as bonuses or 3. Educational Institutions - recruiting graduates from universities and colleges promotions. 4. Professional Associations - finding candidates through industry groups and networks 3. Valence: Value placed on the reward. 5. Staffing Agencies - using agensices to find temporary or permanent staff Example: Offering rewards that are meaningful and valuable to employees, such as 6. Employee Referrals - leveraging current employees’ networks to find new hires professional development opportunities or recognition. II. THEORIES OF MOTIVATION III. MANAGEMENT OF WORK GROUPS Motivation –– internal and external factors that stimulate desire and energy in individuals to be WORK GROUP continually interested and committed to a task, role, or goal. Work groups are a collection of people within a workplace who collaborate to achieve specific It is crucial for effectively managing and inspiring employees in any workplace, including hospital goals, tasks or projects. laboratories. Group work can help build a positive and engaging learning community through peer learning and teaching. This involves understanding group dynamics, promoting effective communication, and implementing strategies to enhance team performance. 1. Understanding Group Dynamics - behaviours and psychological process that occur within a social group Group Roles - specific functions and responsibilities assigned to group members NOR Group Norms - shared expectations and rules that guide the behaviour of group members Group Cohesion - the strength of the relationships and sense of solidarity among group members 2. Promoting Effective Communication - essential for achieving goals and resolving issues MASLOW’S HIERACHY OF NEEDS Open Channels of Communication - ensuring all group members can share information Abraham Maslow proposed that humans have a hierarchy of needs that must be met in a specific freely and transparently order, from basic physiological needs to higher- level psychological needs. Clear Instructions and Feedback - providing understandable directions and constructive ONE CANNOT ASCEND TO THE NEXT LEVEL UNLESS LOWER-LEVEL NEEDS ARE feedback FULFILLED. Conflict Resolution - addressing and resolving disagreements in a constructive manner 3. Implementing Strategies for Enhanced Team Performance - boost team performance Setting Clear Goals - establshing SMART goals Delegating Responsibilities - assigning tasks based on team members’ strengths and expertiser Encouraging Collaboration - promoting teamwork and cooperation among team members Monitoring and Evaluation - regularly reviewing progress and performance to make necessary adjustments 4. Providing Training and Development - to ensure continuous improvement Continuous Learning - encouraging ongoing education and learning opportunities Skill Development - enhancing team member’s abilities through targeted training programs Group Cohesion - strengthening the bonds between team members and improve teamwork and morale 1. Physiological needs: are basic needs for survival such as air, sleep, food, water, clothing, sex, 5. Motivating Work Groups - to keep them motivated and engaged and shelter. Recognition and Rewards - acknowledging and rewarding team members’ efforts and 2. Safety needs: Protection from threats, deprivation, and other dangers (e.g., health, secure achievements employment, and property) Providing Autonomy - allowing team members the freedom to make decisions and manage 3. Social (belongingness and love) needs: The need for association, affiliation, friendship, and so their work on. Creating a Positive Work Environment - fostering a supportive, inclusive, and enjoyable 4. Self-esteem needs: The need for respect and recognition. workplaces 5. Self-actualization needs: The opportunity for personal development, learning, and fun/creative/challenging work. Self-actualization is the highest-level need to which a human being can aspire. HIGHEST LEVEL ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– ﾟ✧ ┣▇▇▇═─ *:･ﾟ 1 lary,frmt MEDICAL TECHNOLOGY LABORATORY MANAGEMENT ––––––––––––––––––––––––––––––––––––––––––––––––––– SUMMER CLASS IV. PERSONNEL SELECTION PROCESS is the process of evaluating and choosing the best candidates for specific job roles within an organization. CHOOSING THE RIGHT PEOPLE FOR THE RIGHT JOB. 4.1 Needs Assessment 4.2 Recruitment 4.3 Selection 4.4 Employment 4.5 Orientation 4.6 Human Resource administration and supervision 4.7 Appraisal of Job 4.8 Corrective action and 4.9 Separation and Performance employee discipline employment termination a. 4.1 Needs Assessment Identify staffing requirements by analyzing current workforce and predicting future needs. b. 4.2 Recruitment Attract candidates through job postings, sourcing methods, and promoting employer branding. c. 4.3 Selection Choose the best candidates via resume screening, interviews, assessment tests, and background checks. d. 4.4 Employment Formalize job offers and negotiate terms before the candidate accepts and prepares for onboarding. e. 4.5 Orientation Introduce new hires to the organization through welcome sessions, initial training, and mentorship. f. 4.6 Human Resource Administration and Supervision Manage employees by maintaining records, enforcing policies, ensuring compliance, and addressing issues. g. 4.7 Appraisal of Job Performance Evaluate performance through regular reviews, feedback, goal setting, and development plans. h. 4.8 Corrective Action and Employee Discipline Address performance issues with counseling, disciplinary actions, and thorough documentation. i. 4.9 Separation and Employment Termination Handle departures whether voluntary or involuntary, ensuring proper final arrangements and documentation. ––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– ﾟ✧ ┣▇▇▇═─ *:･ﾟ 2 lary,frmt