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MT6316 LESSON 7 Flashcards

1
Q

Personnel Management is also known as?

A

Personnel Administration

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2
Q

Personnel Management is concerned with?

A

Engagement effective utilization of manpower to achieve optimum efficiency of human resources

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3
Q

Personnel Program consists of?

A
  • consists of series of activities
  • personnel policies of the laboratory
  • purpose of realizing objectives of the organization
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4
Q

Components of the personnel program?

A

Employment
Safety
Employee Relations
Research and Services
Employee Services

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5
Q

Personnel Policies according to Dale Yoder are?

A

pre-determined selected course established as a guide towards accepted goals and objectives

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6
Q

Personnel Policies are the statement of?

A

intention

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7
Q

Personnel Policies commits who to what?

A

commits the laboratory manager to the general course of action to accomplish a specific purpose.

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8
Q

Functions of Personnel Manager?

A
  1. RECRUITMENT, SELECTION, EMPLOYMENT
  2. ORIENTATION OF NEW STAFF
  3. WAGE AND SALARY ADMINISTRATION
  4. KEEP EMPLOYEE RECORDS
  5. EMPLOYEE RATING AND PROMOTION
  6. PROFESSIONAL GROWTH AND DEVELOPMENT
  7. CORRECTIVE ACTION/ EMPLOYEE DISCIPLINE
  8. EMPLOYEES INTEGRATION
  9. SERVICES FOR EMPLOYEES
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9
Q

2 sources of labor?

A

Internal sources
External sources

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10
Q

What source of labor: refer to the employees actively working in the laboratory.

A

Internal

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11
Q

What source of labor: include persons who apply in person, who answer advertisement and who are recommended by schools.

A

External

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12
Q

What is necessary in order to increase the accuracy of prediction on the applicant?

A

Pre-employment interview by the manager

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13
Q

Why is an applicant who has held 3 to 4 jobs within the past five years a high risk?

A

Chances are this person is a job hopper.

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14
Q

T or F: Over-qualification is about as bad as under-qualification.

A

T

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15
Q

T or F: If other things are equal, hire people you instinctively like.

A

T

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16
Q

The person who works for financial reasons is likely to be a (more/less) stable employee than the person who is economically independent.

A

more

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17
Q

Introduction of the employee to this new environment

A

Personnel Orientation

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18
Q

Consists of periodic written reports on employees’ performance

A

Personnel Evaluation

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19
Q

It is a good policy to have a period of _____ for usually about ____ months

A

probation

3 months

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20
Q

Provides a basis for counseling interview with the employee

A

Personnel Evaluation

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21
Q

Provides a resource document for appraisal for promotion, transfer, separation, and references

A

Personnel Evaluation

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22
Q

Way to summarize day-to-day and week-to-week evaluation.

A

Personnel Evaluation

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23
Q

The most frequently measured attributes are _____, judgment, knowledge, adaptability, initiative,______, ______, compliance with rules and regulations, orderliness), communication (oral or written expression), creativity, ______ and other factors.

A

quantity of work (productivity)

personal relations (interaction with others)

work habits (attendance)

quality of work

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24
Q

How can evaluation be done for employees?

A

Rating scales from 1 to 5 (outstanding, above average, below average, and unsatisfactory respectively)

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25
Each employee must be evaluated at regular interval of?
twice a year.
26
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
Promotion
27
No employee should even be promoted solely on the basis of ____
seniority
28
When is seniority considered in promotions?
when there is more than one candidate of equal capabilities
29
What requires documented facts sufficient to support the contemplated action?
Discipline and Dismissals (discharging)
30
When should an employee be dismissed?
when an employee becomes a liability, rather than an asset
31
Hierarchy of discipline and discharge?
Awareness Troubleshooting Verbal Warning Written Warning Suspension Dismissal
32
Provides a ready references to an employee, qualifications, length of employment, job references, written reprimands, comments and personal list
Personnel Record
33
Larger laboratory maintains ____ and _____
summary and analysis records
34
Why do larger labs maintain summary and analysis records?
keep the director up to date on vacancies, personnel turnover, retirements, staffing patterns, recruiting services, and other vital data to maintain a good staff.
35
Records should be _____ with accessibility limits to ____ and employee in order to maintain confidentiality
centralized appropriate supervisor and employee
36
Where should personnel files be kept?
within the laboratory, and/or the HRD
37
process to provide and develop knowledge, skills, and behaviors to meet requirements
Training
38
brings employees up- to-date in a particular area of knowledge or skills.
Continuing education
39
Reasons for Training and Continuing Education are to?
achieve quality practices in the laboratory staff achieve personal career goals improve the organization’s capabilities
40
Consideration for Training or CPE?
* identifying training needs * design of training * provision of training * evaluation of training results.
41
Kinds of Resources for Training?
Local External
42
Examples include: - quality assurance committee - clinicians - nurses - pathologists - infection control personnel - epidemiologists or surveillance officers external assessors.
Local resources
43
Examples include: * proficiency testing services * manufacturers * scientific societies * World Health Organization * United States Centers for Disease Control and Prevention * nongovernmental organizations.
External
44
External continuing education programs can also be presented by _____
topic experts
45
When organizing ______, local resources available from the health care community should be considered
internal continuing education programs
46
What are the Conflict Mediation Techniques?
Phase 1: Clarifying the problem Phase 2: Finding out what each side wants from the other Phase 3: Reaching an agreement
47
The laboratory manager should review the salary structure from five basic standpoints which are?
1. Requirements of laws and regulations 2. Correlation between salaries in the lab and those in competing organizations 3. Relationship among salary levels or ranges of the various types 4. General salary distribution 5. Financial conditions of the organization
48
Includes number of steps from the lowest to increasing salary in each type of position, and timing of payments, incentives for overtime and call back situations, night time or holiday differentials.
General salary distribution
49
Should non-monetary compensation be included in work?
Yes
50
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.
Motivation
51
drives, desires, needs and wishes of an individual in order to perform
Motivation
52
What are the levels in Maslow’s 5 Hierarchy of Needs?
1. Physiological needs 2. Safety needs 3. Love needs 4. Esteem needs 5. Need for “self actualization” or “self fulfillment”
53
Needs for protection against danger and threats. Expressions of safety needs are seen in preferences for job security, insurance, etc.
Safety needs
54
Needs for self-respect, and for the esteem of others
Esteem needs
55
Hunger for food, sexual gratification, and shelter
Physiological needs
56
What are the factors under Herzberg Theory of Motivation?
Extrinsic Factors or Hygiene Factors Intrinsic motivation Factors
57
Intrinsic motivation Factors or Extrinsic Factors or Hygiene Factors: Pay or salary increase
Extrinsic
58
Intrinsic motivation Factors or Extrinsic Factors or Hygiene Factors: Technical supervision or having a competent superior
Extrinsic
59
Intrinsic motivation Factors or Extrinsic Factors or Hygiene Factors: Human relations
Extrinsic
60
Intrinsic motivation Factors or Extrinsic Factors or Hygiene Factors: Organization policy and administration
Extrinsic
61
Intrinsic motivation Factors or Extrinsic Factors or Hygiene Factors: Working condition or physical surrounding
Extrinsic
62
Intrinsic motivation Factors or Extrinsic Factors or Hygiene Factors: Job security
Extrinsic
63
Intrinsic motivation Factors or Extrinsic Factors or Hygiene Factors: Achievement and Recognition
Intrinsic
64
Intrinsic motivation Factors or Extrinsic Factors or Hygiene Factors: Responsibility for one’s own or other’s work
Intrinsic
65
Intrinsic motivation Factors or Extrinsic Factors or Hygiene Factors: Advancement
Intrinsic
66
Job Enlargement or Job Enrichment: process of increasing job scope.
Enlargement
67
Job Enlargement or Job Enrichment: system of job rotation may be initiated, so that workers move from one job to a completely different one.
Enlargement
68
Job Enlargement or Job Enrichment: process of increasing job depth.
Enrichment
69
Job Enlargement or Job Enrichment: 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
Enrichment
70
Employees should have a ______ of their overall performance.
periodic formal appraisal
71
Performance may be affected by?
* distractions * financial problems * excessive workloads * insufficient initial orientation or training * resistance to change
72
What component of personnel program refers to the recruitment, testing, and induction or transfer of manpower?
Employment
73
What component of personnel program refers to the provision of mechanical safeguards and accident detection?
Safety
74
What component of personnel program refers to the collective bargaining or agreement between employees union and management?
Employee Relations
75
What refers to the agreement reached between the employer and the labor union that will govern the employment for the employee-members of that labor union?
CBA or Collective Bargaining Agreement
76
Who is involved with handling employee concerns?
Grievances and disciplinary action team
77
What are the steps in the process of personnel selection?
1. Posting/advertising job vacancies 2. Reception from applicants 3. Screening 4. Interview 5. Employment tests 6. Reference checks 7. Selecting 8. Hiring
78
Are overqualified applicants accepted?
No
79
What are examples of employment tests in personnel selection?
General/ Performance Testing Aptitude Tests Personal Interest Tests Psychological Tests
80
What are the type of interviews in personnel selection?
Structured (Planned or Patterned) Unstructured (Non-directive) Depth Interviews (stress) Group Interviews (panel)
81
Who is the applicant interviewed by in the personnel selection process?
Chief MT Lab Manager Personnel Manager Immediate Supervisor
82
What kind of documentation should be included in personnel discharge and dismissal?
1. Instances of poor performance/ misconduct 2. Circumstances surrounding the misconduct 3. Prior misconduct 4. Evidence that it would not be repeated 5. Records where time limits were set for improvement/ follow-up
83
Who created the theory of motivation?
Herzberg
84
Job satisfaction is influenced by?
Motivator/intrinsic factors
85
Job dissatisfaction is influenced by?
Hygiene/ extrinsic factors
86
Motivator or Hygiene Factors: Achievement, Recognition
Motivator
87
Motivator or Hygiene Factors: The work itself, Advancement and Personal Growth
Motivator
88
Motivator or Hygiene Factors: Working conditions, Coworker relations, Policies and Rules
Hygiene
89
Motivator or Hygiene Factors: Supervisor quality and base wage, salary
Hygiene
90
What causes higher job satisfaction?
Improving the motivator factors
91
What causes decreased job dissatisfaction?
Improving the hygiene factors

2nd Year 2nd Term (38 decks)

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