RESIDENT HOSPITAL ADMINISTRATION, BPKIHS, NEPAL

1. HUMAN RESOURCE MANAGEMENT
DR.JUNE KAKSHAPATI
MD HOSPITAL ADMINISTRATION
BPKIHS, NEPAL

2. INTRODUCTION
 Human resource management is the planning,
organising, directing and controlling of the
procurement, development, compensation, integration,
maintenance and separation of human resources to the
end that individual, organisational and social objectives
are accomplished.

3. FEATURES OF HRM
1.COMPREHENSIVE FUNCTION
 Employees of
 All levels
 All categories
 Organised and unorganised employees
CEO
CLERK
WORKERS

4. 2. Integral part of the process of management
3. People oriented function
 Concerned with employees both as individuals and as a
group in attaining goals.
4. Continuous process
5. Line responsibility and staff function
6. Pervasive Function
 HRM is equally applicable to the employees in all types of
organizations.

5. 7. Challenging function
8. Development oriented : HRM aims to attain goals of
individuals, organisation and society in an integrated
approach.
Goals
 Job security
 Job satisfaction
 Status
 Development
 Opportunity, etc

6. OBJECTIVE
 Ensuring availability of qualitative and
quantitative trained manpower at different
categories at the right number at right
time and right place .

7. Key Objectives
Societal
Organisational
Functional
Personal
Organisation should use their resources for
the benefit of the society. law and policies
regarding recruitment, health, safety and
welfare of employees.
Assist the organisation to achieve its
primary objective.
HRM should serve well the organisation’s
demands.
Assist employees in achieving their

8. FUNCTIONS OF HRM
 Conducting job analyses (determining the nature of each
employee's job)
 Planning labour needs and recruiting job candidates
 Selecting job candidates
 Orienting and training new employees
 Managing Wages and Salaries (how to compensate
employees)
 Providing incentives and benefits
 Appraising performance and Communicating (interviewing,
counseling, disciplining)

9. ADVANTAGES
 Optimal use of manpower resources.
 Generate opportunities for people in the
community.
 Fast economic development.
 Geographic distribution of health
manpower.
MoHP has 30,703 personnel including 6,300 administrative
staff. Under the DoHS has a total 23,886 workforce including
all five development regions health facilities of them 196 posts
for all divisions and sections.
 Scope for promotion.

11. Importance of
“Human Resource Management”
 Staff is the most important
resource of an organization.
 Human resource is the key
ingredient to success.
 “Human resource” creates
organizational
accomplishments and
innovations.

12. Components of a HRM System
Recruitment/
Decruitment
Training/
Development
Compensation &
Benefits
Performance
Management
Human Resource
Planning
OrientationSelection
Career
Development
HRM

13. Human Resource
Planning

14. HRM “Planning”
 Human resource planning is designed to ensure the
future personnel needs will be constantly and
appropriately met.
 The process by which managers ensure that they have
the right number and kinds of people in the right
places, and at the right times, who are capable of
effectively and efficiently performing assigned tasks.

15. Planning..
 It is accomplished through analysis of
 Internal factors : Current and expected skill
needs, vacancies and departmental expansions
and reductions.
 Environmental factors: Labor markets,
technological development, government rules.

16. Human Resource Planning (continued)
 Human resource planning must be integrated within the
organizations strategic plans
 Senior management must emphasize the importance of
human resource planning
 Human resource planning must be based on the most accurate
information available.
 A clear plan must be developed with associated
time-spans and scope of activity.

17. Planning ………. (continued)
Job analysis
Defines jobs and the behaviors to perform them .
Job description
A written statement of what a job holder does, how its done
and why it is done.
Job specification
A statement of the minimum qualifications that a person must
possess to perform a given job successfully

18. Recruitment &
Decruitment

19. Recruitment
 The development of a pool of job candidates
in accordance with a human resource plan
 It is the process of locating, identifying, and
attracting capable applicants.
Decruitment
 Techniques for reducing the labor supply within an
organization. e.g. firing ,layoffs, transfers,
retirements.

21. Recruitment….(continued)
 Job description :
A written description of a non-management job, covering title,
and responsibilities and including its location on the organization
chart.
 Position description:
A written description of a management position.
 Hiring specification:
It defines the education, experience and skills an individual must
in order to perform effectively in the position he/she is applying .

22. Sources Of recruiting Potential Job
Candidates
 Labor market:
Easy to recruit in large labor markets.
 The type or level of the position:
The more specialized the position the more
recruitment efforts .
 The size of the organization:
The larger the organization the easier it is to recruit.

23. Process of Recruitment
Steps in the Recruitment process:
Internal Search
Advertisement of a job vacancy.
Web based advertising.
Preliminary contact with potential job candidates.
Initial screening to create a pool of qualified applicants.

24. Methods of Recruitment process
External Recruitment – advertisement,
employment exchanges, consultants,walk in interview.
Internal Recruitment - current employees,
former employees,referrals from current employees.

25. Selection

26. Selection
 The process of assessing candidates and appointing a post
holder to ensure that the most appropriate candidates are
hired.
 The scheme used for optimally staffing the organization

27. Selection Criteria
1. Completed Job Applications :
This step indicates the employee desire position and this
application provides information useful for interviews.
2 . Interviews :
It is most common method in which selection committee evaluates
a candidate’s abilities by following methods:

28. Selection Criteria (continued)
Types Of Interviews:
 Initial Screening:
A type of interview in which questions are asked about experience of the
candidate and his salary expectations.
 Panel interviews :
A panel or interviewing board or selection committee may interview the
candidate, usually in the case of supervisory and managerial positions.
SELECTION COMMITTEE AT BPKIHS:
MEMBER SECRETARY: REGISTRAR
MEMBER EXPERT: HOSPITAL DIRECTOR, REGISTRAR, MATRON
CHAIRPERSON :VICE CHANCELLOR

29. Steps In Selection (continued)
 Serial interviews :
It involves a series of interview, usually utilizing the strength and knowledgebase of
each interviewer, so that each interviewer can ask questions in relation to his or her
subject area of each candidate, as the candidate moves from room to room.
In Depth Selection Interviews :
These interviews are conducted by the manager to whom the applicant will report.
The objective of this step is to find out more about applicant as an individual.

30. Steps In Selection (continued)
3. Background Checks :
 Selection committee confirm the truthfulness of
application Résumé or of the application form.
 The previous supervisor of the applicant is called to
confirm this information and to get his career highlights.
4.Physical Examination:
It is conducted to ensure the physical fitness of applicant.

31. Orientation

32. Orientation
 Introduction of a new employee to his/her
job and the organization.
 A program designed to help employees fit
smoothly into an organization; also called
socialization.
 Orientation or socialization is designed to
provide new employees with the information
needed to function comfortably and
effectively in the organization.

33. Orientation (continued)
 It conveys three types of information:
1. General information about daily work routine.
2. Review of organization’s history ,purpose operations,
and products or services and contribution of
employee’s job to the organization’s needs.
3. Presentation of organization’s policies, work rules and
employee benefit.

34. Training

35. Training Programs
 A process designed to maintain or improve current job
performance.
 Most training is directed at upgrading and improving
an employee’s abilities or skills.

36. Developmental Programs
 A process designed to develop skills necessary for future work
activities.

37. Difference between Training & Developmental
Programs
 Training is for the current improvement in the job while
Developmental program is for improving the skill which will be
used in the future.
 Both managers and non-managers receive help from training
and developmental program but mostly non-managers are
concerned with training while the managers are concerned with
developmental programs.

38. Why Training and Developmental
Program?
 To improve three types of
skills
1) Technical skills
2) Interpersonal skills
3) Problem solving skills

39. Training Methods
1) Most training takes place on the job because this approach
is simple and inexpensive.
2) Some skill training is too complex to learn on the job. in
such cases it should take place outside the work setting.

40. PERFORMANCE APPRAISAL

41. Performance Appraisal
A process of systematically evaluating performance and
providing feedback upon which performance adjustments
can be made.
Performance appraisal should be based on job analysis, job
description, and job specifications.

42. Types of Performance Appraisal
 Informal Performance Appraisal:
The process of continually feeding back to subordinates
information regarding their work performance.
 Formal Performance Appraisal:
A formalized appraisal process for rating work
performance, identifying deserving raises or
promotions, and identifying those in need of further
training.

43. Compensation And

44. EMPLOYEE COMPENSATION
Compensation of employees is defined as the total
remuneration, in cash or in kind, payable by an enterprise to
an employee in return for work done by the latter during
the accounting period.
 Benefits of a Fair, Effective, and Appropriate
Compensation System Helps attract and retain high-
performance employees
• Impacts on the strategic performance of the firm

45. Types of Compensation
Compensation
Base
compensation
Incentives
Payments
Benefits and
Services

46. CAREER AND DEVELOPMENT
 Career is defined as a sequence of separate but related work activities that
provides continuity, order and meaning in a person’s life.
 An organisation should give opportunities to its employees to grow and
develop which ensures loyal workforce that keeps in pace with the growing
demand of business environment.

47.  Career planning and development is an ongoing
organized and formalized effort that recognizes
people as a vital organizational resource.

48. CAREER DEVELOPMENT PROGRAMME
Career need assessment
 Career opportunities
Need opportunity alignment

49. SEPARATION

50. SEPARATION
 Termination of an employee’s assosciation or membership in an
organisation.
 Separations are painful to both employer and employee.
 There are certain cost and benefits assosciated with separation.

51. COSTS ASSOSCIATED WITH EMPLOYEE
SEPARATION
 Depends on whether managers intend to eliminate
the position or to replace the departing employee.
 By eliminating positions, company reduces cost in the
long run.
 Loss of talented employees and demoralisation of
remaining workforce.

52. Replacement of Employee : Separate costs include
Recruitment
Selection
Training &
Development
Compensation
Administrative
cost

53. BENEFITS
 Reduced labor costs
 Replacement of poor performers
 Increased innovation and creativity
 Opportunity for greater diversity

54. TYPES OF SEPARATIONS