human resourse management in nursing management for bsc & msc nursing

2.  HRM is the management of the employees of
the organization.
 This includes employment & arbitration in
accord with the low, & with a company is
directives.
 HRM is the most critical function of
manager.
 The main function is the focus on
recruitment of management, & providing
direction for the people who work in the
organization.

4.  “It is the organizational function that
deal with issues related to people such
as compensation, hiring, performance
management, organization
development, safety, wellness, benefit,
employee motivation, communication &
training.”

5.  Recruitment is an important function of
health manpower management, which
determines, whether the required will be
available at the work spot, when a job is
actually to be undertaken.
 A process in which the right person for
the right post is procured.

7.  The process of searching for and
obtaining applicants for job, from
among whom the right people can be
selected.
 It is defined as the process of searching
for prospective employees and
stimulating them to apply for job in the
organization.

8.  There are “3” types of recruitment:
I. Planned: arise from changes in
organization and recruitment policy.
II. Anticipated: by studying trends in the
internal and external organization.
III. Unexpected: arise due to accidents,
transfer and illness.

9.  To attract people with multi-dimensional
skills and experiences that suit the present
and future organizational strategies.
 To induct outsiders with new perspective to
lead the company.
 To infuse fresh blood at all levels of
organization.
 To develop an organizational culture that
attracts competent people to the company.

10.  To search or head hunt people whose skills
fit the company’s values.
 To devise methodologies for assessing
psychological traits.
 To search for talent globally and not just
within the company.
 To design entry pay that competes on
quality but not on quantum.
 To anticipate and find people for positions
that does not exist yet.

11.  Determine the present and future
requirements of the organization in
conjunction with the personnel planning
and job analysis activities.
 Help increase the success rate of the
selection process reducing the number of
obviously under-qualified or over qualified
job applicants.

13.  Help reduce the probability that the job
applicants, once recruited and selected will
leave the organization only after short
period of time.
 Start identifying and preparing potential job
applicants who will be appropriate
candidates.

14.  Evaluate the effectiveness of various
recruiting techniques and sources for all
types of job applicants.
 Increase the pool of job candidates with
minimum cost.
 Increase organizational and individual
effectiveness in the short and long term.

15.  Recruitment should be done from a central
place.
 E.g. : Administrative Officer/Nursing Service
Administration.
 Termination and creation of any post should
be done by responsible officers.
 E.g. : Regarding nursing staff the Nursing
Superintendent along with her officers has to
take the decision and not the Medical
Superintendent.

16.  Only the vacant positions should be filled
and neither less nor more should be
employed.
 Job description/work analysis should be
made before recruitment.
 Procedure for recruitment should be
developed by an experienced person.
 Recruitment of workers should be done
from internal and external sources.

17.  Recruitment should be done on the basis of
definite qualifications and set standards.
 A recruitment policy should be followed.
 Chances of promotion should be clearly
stated.
 Policy should be clear and changeable
according to the need.

18. Direct
Indirect

19.  Internal sources: Include present
employees, employee referrals, former
employee and former applicants.
 External sources: Sources external to an
organization are professional or trade
associations, advertisements, employment
exchanges, college/university/institute
placement services, walk-ins and writer-
ins, consultants, contractors, etc.

20.  Walk-in
 Consult-in
 Tele-recruitment

21. It was stated earlier, recruitment refers to
the process of identifying and attracting job
seekers so as to build a pool of qualified job
applicants.
The process comprises five inter-related
stages, via:-

22. Planning
Strategy development
Searching
Screening
Evaluation & control

24.  All organization, whether large or small, do
engage in recruiting activity, though not to
the same extent.
 This differs with:
› The size of the organization.
› The employment conditions in the
community where the organization is
located.

25. › The effects of past recruiting efforts which
show the organization’s ability to locate
and keep good performing people.
› Working conditions an salary and benefit
packages offered by the organization-
which may influence turnover and
necessitate future recruiting.
› The rate of growth of organization.

27. “The selection process starts when
applications are screened in the
personnel department. Selecting
includes interviewing, the employer’s
offer, acceptance by the applicant,
and signing of a contract or written
offer”.

28.  The job application form is one of
most important tools in the selection
process.
 Those applicants who seem to meet
the job requirements are sent blank
job-application forms and are directed
to fill them up and return the same for
further action.

29.  It is the process of choosing from
among applicants the best qualified
individuals.

30. 1. Application forms:
 The issue and receipt of application forms is
the administrative responsibility.
 The information contained in the application
form and reports received in connection with
them should be systematically tabulated and
filed as they are useful for evaluating the
effectiveness of the form, analyzing entrance
standards, assessing academic achievement
with subsequent performance.

31.  The application form should elicit the following
information:
› Name
› Address
› Age of the candidate
› Name of parents or guardians
› Occupation of father
› Details of education
› Details of employment
› Particular aptitudes or abilities

32.  It may also ask the employee to write short
easy on his/her interests towards nursing
profession as a career.
 It should give details of any material she/he
should submit such as a medical certificate,
evidence of date of birth etc. and should
give the exact address to which it should be
sent.

33.  The names of the persons given as
references should be asked to furnish
information regarding the candidate’s
character and personality.

34. 2. Selection committee:
 Usually the selection occurs in the college
itself.
 The members of the selection committee
should include:
› The Head of the College of Nursing
› Principal
› Representative of the local controlling
authority

35.  The steps which constitute the employee
selection process are the following:
 Steps are:-
1. Pre-employment tests-written/oral/practical
2. Interview
3. Interview by department head
4. Decision of administrator to accept or reject
5. Medical examination
6. Check of references/ Verification
7. Issue of appointment letter.

36. Pre-
employment
tests
Interview
Interview by
department
head
Decision of
administrator
Medical
examination
Verification
Issue of
appointment
letter

37.  To ensure selection of the most suitable
candidates for various posts pre-
employment tests should be held in a
systematic manner wherever necessary &
possible.
 These tests can broadly be divided in to
four types:
› Tests of general ability- intelligence
› Tests of specific abilities- aptitude tests
› Tests of achievement-trade tests
› Personality tests- Tests of emotional stability, interest,
values etc.

38.  Interviewing is the main method of
appraising an applicant’s suitability for a
post.
 This is the most intricate and difficult part of
the selection process.
 The employment interview can be divided
into four parts:
› The warm-up stage
› The drawing-out stage
› The information stage
› The forming an-opinion stage

39. Main objectives of an interview:
 For the employer to obtain all the
information about the candidate to decide
about his suitability for the post.
 To give the candidate a complete picture of
the job as well as of the organization.
 To demonstrate fairness to all candidates.

40.  In some organization, the selection
committee consists of one person from the
personnel department, and one
representative of the head of the
Institute/hospital.
 After the interviewing all the candidates,
the selection committee submits its
recommendations for approval to the head
of the hospital, who is generally the hiring
authority.

41.  After considering the merits of the candidate,
the decision maker will approve or
deny the admission of the candidate.
 If the determination is not appealed, the original
decision stands; otherwise, the appellant body
hears the appeal before rendering a final
decision.

42.  The medical examination of a prospective
employee is an aid both to the employee
and to the management.
 The purpose of the medical examination is
threefold:
› It is for the protection of the applicant himself to know
whether that job will suit him or not from the medical
point of view.
› It is for the protection of the other employees so that
they are not at risk of any communicable or other disease
which the prospective employee may have.
› It is for the protection of the employer as well, so that he
may avoid selecting a wrong person.

43.  The medical examination will eliminate an
applicant whose health is below the
standard or one who is medically unfit.

44.  The references provided by the applicant
should be cross-checked to ascertain his
past performance and to obtain relevant
information from his past employer and
others who have knowledge of his
professional competence.
 The references letters should be brief and
should require as little writing as possible
by the person to whom it is sent.

45.  If it is directed to a former employer, it
should ask for the following data:
› Date of joining
› Date of leaving
› Job title
› Last salary drawn
› Promotion/demotion, if any

46. › Unauthorized absentee record
› Reason for termination/leaving
› Ability to work with others
› Dependability
› Emotional stability
› Health conditions
› Any other information

47.  When new employees reports for joining,
he should be given an appointment
letter, his job description and handbook
of the hospital/ institute.
 He/she should be asked to submit his
joining report.

48.  After selection an orientation programme
is to be conducted to make the employee
aware of the college rules, hostel rules
and the hospital and the college building
and associated parallel medical education
departments.
 Orientation should be given by a senior
faculty of the college of nursing.

50.  The promotion policy is one of the most
controversial issues in every organization.
 The management usually favours
promotion on the basis of merits, and the
unions generally oppose it by saying that
managements resort to favouritism.
 The unions generally favour promotions on
the basis of seniority.
 It is hence essential to examine this issue
and arrive at an solution.

51.  A change for better prospects from
one job to another job is deemed by
the employee as a promotion.
 It is refers to the advancement an
employee's rank or position in a
hierarchical structure.

52. Factors
Additional
supervisory
responsibility
Better future
Increase in
salary
Increase in
prestige
Upward
movement in
the hierarchy
of jobs

53.  Seniority versus merits: There has been
great deal of controversy over the relative
values of seniority and merit in any
system of promotion.
 Seniority will always remain a factor to be
considered, but there be much greater
opportunity for efficient personnel,
irrespective of their seniority, to move up
speedily if merit is used as the basis for
promotions.

55.  It is often said that at least for the
lower ranks, seniority alone should be
the criterion for promotion. One
cannot agree with this.
 The quality of work is more important
in the lower ranks as in the higher.

56.  There are some who argue against this
plan and advocate the merit policy for
the following reasons:
 They believe that more length of
service evidence only of continued
service but are surely no indication of
vast experience.

57.  Promotion on the basis of seniority.
 Once they realize that promotions in the
organization are on the basis of
seniority alone, they lose all enthusiasm
for showing better performance.

58.  There are individual differences amongst
persons working in the same of them are
most efficient, some barely average and
some below average.
 If their differences are not distinguished
and they are uniformly rewarded, all
individual will gradually sink to the level of
the below-average employee.

59.  Promotion policy may include the following:
› Charts and diagrams showing job
relationships and ladder of promotion
should be prepared.
› There should be some definite system for
making a waiting list after identification and
selection of those candidates who are to be
promoted as and when vacancies occur.
› All vacancies within the organization should
be notified so that all potential candidates
may complete.

60.  The following eight factors must be the
basis for promotion:
› Outstanding service in terms of quality as
well as quantity.
› Above average achievement in patient
care and for public relations
› Experience
› Seniority
› Initiative
› Recognition by employee as a leader
› Particular knowledge and experience
necessary for a vacancy and
› Record of loyalty and cooperation

61.  In some instances, it may be possible to use
pre-employment test, to determine eligibility
for the vacant position.
 Though the department heads may initiate
promotion of an employee, the final approval
should be with top management.
 The personnel department can help at the stage
by proposing the names of prospective
candidates out of the existing employees in the
organization and also submit their performance
appraisal record of the last few years to the
department head.

62.  All promotion should be for a trail period. In
case the promoted person is not found capable
of handling the job.
 In case of promotion, the personnel department
should carefully follow the progress of the
promoted employees.
 A responsible person of the personnel
department should hold a brief interview with
the promoted person and his department head
to determine whether everything is going on
well or not.

63.  It provides an incentive to employee to
work more and show interest in their
work.
 They put in their best in their best and
aim for promotion within the
organization.
 It develops loyalty amongst the
employees, because a sound promotion
policy assures them of their promotions
if they are found fit.

64.  It increases satisfaction among the
employees.
 It generates greater motivation as they
do not have to depend on mere
seniority for that advancement.
 Finally, increases the effectiveness of
an organization.

66.  Difficult human relations problem can
arise in promotion cases.
 In promoting an employee to a better job,
his salary should be at least one step
above his present salary.
 Specific job specifications will enable an
employee to realize whether or not his
qualifications are equal other.

67.  There should be a well-defined plan for
informing prospective employees may know
the various avenues for their promotion.
 The organization chart and promotion
charts should be made so that employees
may know the various avenues for their
promotion.
 The promotion policy should be made
known to each and every organization.

69.  A retirement fund (including pension)
give to the employee at the time of
retirement.

70.  Benefits fall into three categories:
a. Preserved benefit
b. Restricted non-reserved benefit
c. Unrestricted non-reserved benefit

71.  Preserved benefits are the benefits that must
be retained in a superannuation fund until
the employee’s preservation age/retirement
age.

72.  Although not preserved, cannot be
accessed until an employee meets a
condition of release, such as
terminating their employment in an
employer superannuation scheme.

73.  Do not require the fulfilment of a
condition of release & may be
accessed upon the request of the
worker, e.g. where a worker has
previously satisfied a condition of
release & decided not to access the
money in their superannuation fund.