good notes

1. HUMAN RESOURCE MANAGEMENT
(HRM)
BY. MS. ASABA MARION
BscN-KIU,PGDME –CIU & MsMW- ACE-PUTOR
Contacts 0778670084/0753931275
Email ;mugonzebwamarie@gmail.com

2. •What is human resource management??
•
• In your own understanding

3. HUMAN RESOURCE MANAGEMENT AND
STAFFING (managing people)
• Definition:
• Human resource management is getting people and team to do
what is expected out them.
• It’s the getting of staff to contribute to mission objectives of the
organization while upholding its values.
• Human resource management is enabling staff to use their qualities
talents to do their work.

4. The Genesis of Human resource management:
• Human resource management is a product of human relations
movements of early 20th century
• when research began documenting ways of creating business value
through the strategic work force.
• This started when Fredrick Taylor 1856-1950 who explored what he
termed as scientific management movement,
• but latter referred to as by others Taylors striving to improve
economic efficiency in manufacturing Jobs.

5. Human resource management is based on the following
convictions
• Human beings are the most important resource in the organization.
• Employees are not recurrent costs but valuable assets of the
organization; unlike other resources.
• Unlike other resources, employees feel, act, interact and react.
• People are “actually” not managed, they are led and developed.
• There is a need of creating a meaningful partnership between
management and employees; management by agreement rather
than by command.
• Intelligent people prefer to agree rather than obey.

6. Functions of HR Mgt
• The three main functions of human resource management:
• Managing the entry of employees into the organization
• Managing employee entry means properly conducting staff
recruitment, selection and induction/orientation.
• Managing their stay-means motivating them, rewarding them,
developing them, facilitating them and enabling them to perform.
• Managing their exit-Managing employee exit involves issues of
gratuity, pension, retirement and death while serving, which have a
motivating or discouraging effect on employees.

7. HRMgt (manager's/department) responsibilities:
• It’s first charged with attracting the right employees through
employer branding and adverts.
• Selecting the right employees through recruitment-hiring.
• Training and developing new hires (employees) during tenure
(stay) in an organization.
• Assessing talents through use of performance appraisal
(evaluation) of employees.
• Human resource management is involved in employee
terminations: including resignation, performance related
dismissals and redundancies.

8. • Human resource management also ensures compliance with
employment and labor laws.
• Human resource management oversees health, safety and
security.
• Human resource management act as a primary liaison between
company and and employee representatives(in companies where
collaborative bargaining(trade union is recognized)
• Human resource management helps to lobby for workers through
working with government agencies.

9. Individual assignment 2:
• Discuss staffing in nursing and midwifery professional

10. Motivation
• Definitions:
• staff motivation is an inner drive/impulse a staff has that
makes him do things in a certain way and not the other way.
• Motivation is “inner impulse or an internal force that
initiates and directs the individual to act in a certain manner
to satisfy a need”
• (Rebeka Samson 2009,leadership and management in
nursing practice and education)

11. • Motivation is an inner impulse that induces a person to act in a
certain way.
• Its a series of internal drives within a person at different levels.
• Level 1:To obtain the necessities of life-food, shelter,clothing,rest
and safety,sex etc.
• Level 2: To satisfy social needs such as those for
companionship,love,and a position of respect.
• Level 3:To ensure some degree of personal satisfaction and pursue
ideas. People need to feel reasonably satisfied with themselves,with
what they make of their lives and with talents and abilities.

12. • Using personal motivation to achieve work objectives:
• A leader should understand what encourages people to apply their
ability and energy to work(motivators) and what makes people
dissatisfied at work(dissatisfiers).
• The six main motivators at work are:
• Achievement-The leader should help people to achieve work
objectives.
• Recognition-The leader should give praise where its due;recognise
individual's efforts and capabilities.
• The work itself-explain the value of work. interesting and
challenging work,good working conditions;motivate workers.

13. • Responsibility-The leader should help others take
responsibility,this helps them get empowered and become
more effective and efficient.
• Career advancement-The leader should help others train for
promotion.
• Self improvement-The should provide opportunities for
personal/self development.

14. •Outline other motivating factors at
workplace ???
•Brainstorm

15. Other motivating factors at work are:
• Competent leadership-leaders who know what to do.
• Happy friendly atmosphere-atmosphere with good interpersonal
relations/affiliations.
• Job security
• Good earning
• Social welfare-Assured of gratuity,health care social security.
• Feeling “in on things”(feeling part of the things done)-Being “in the
thing”.
• Organization policies.
• Freedom to act.

16. The six common causes of dissatisfaction (demotivators)
at work are:
• 1. Inefficient administration
• people want to work for an administration that is efficient and just.
• Wasting time and other resources irritates people and makes them
angry.
• Even if people don't complain,they dislike being kept waiting
• To keep people waiting is a sign of disrespect;its the opposite of
recognition. Administrators who fail to pay salaries on time,to send
transport when it has been arranged,or to distribute supplies, causes
serious dissatisfaction and discourage their staff.

17. • 2. Incompetent supervision: Supervisors are expected to be
technically competent. They must be thoroughly familiar with the
details of the work they are supervising.
• Thus midwife's supervisor who cannot help with a difficult diagnosis
will lose the midwife's respect.
• 3.Poor personal relations:
• People should be treated fairly supervisors who have favorites, or
who are dishonest in reporting on the work of the staff,are disliked
and the work suffers

18. • 4 . Poor leadership qualities: People respond more to example than
exhortation “Do as I say, not as I do” is a poor method of leading.
Without the personal authority(moral authority) that comes from
integrity,fairness and thorough understanding of the work, the
authority of the position of the leader will not impress those who are
led.
• 5. Low pay: The absolute level of salary is less important than its
relative level.
• A salary is satisfactory when the workers get what they expect, what
others doing the same sort of work are getting and what is generally
regarded as being fair.

19. • 6.Bad working conditions: The good leader takes care that
the conditions of work are such that they permit staff to do
their best work.

20. Motivation theories:
• 1. Abraham Maslow’s pyramid of needs(hierarchy of
needs):
• People usually have different needs for which they
strive(be motivated)to work towards achieving.
• Maslow's hierarchy of needs is a theory in psychology
proposed by Abraham M. in his 1943 paper “ A theory of
human motivation”
• Maslow's hierarchy of needs is often portrayed in the
shape of a pyramid with the largest most fundamental
levels of needs at the bottom and the need for self-
actualization at the top.

21. • The most fundamental and basic four layers of the pyramid contain
what Maslow called “deficiency needs” or d-
needs:esteem,friendship and love,security and physical needs.
• If these deficiency needs are not met-with the exception of the the
most fundamental(physiological) need-there may not be a physical
indication(sign),but the individual will feel anxious and tense.
• Maslow's theory suggests that the most basic level of needs must be
met before the individual will strongly desire(or focus motivation
upon) the secondary or higher level.

22. • Physiological needs:
• The need for continuity of life. These are physical
requirements for human survival. If these
requirements(needs) are not met,the human body can not
function properly and will ultimately fail. Physiological needs
are thought to be the most important;they should be met
first.

23. • Safety/security needs:
• The need of being free from physical danger or threat. With the
individual'(s) physical needs relatively satisfied,their safety needs now
take precedence and dominate behavior.
• These include: personal security, financial security, Health and
wellbeing and safety net against accidents, Illness and their adverse
impacts.

24. • Love and belonging:(social,or belonging,acceptance).
• The need to be loved,to be accepted by others,to belong to a group.
• After physiological and safety needs are fulfilled,the third level of
human needs is interpersonal and involves feelings of
belongingness. Deficiencies within this level of Maslow’s hierarchy-
Due to hospitalization,neglect,shunning,ostracism() etc-can impact
the individual's ability to form and maintain emotionally significant
relationships in general such as friendship,intimacy,family.

25. • According to Maslow,humans need to feel a sense of belonging and
acceptance among their social groups,regardless if these groups are
large e.g clubs,religious groups,co-workers etc and small groups e.g
family members,intimate partners,mentors etc.
• Humans need to love and be loved both sexually and non-sexually.
• In absence of this love or belonging element ,many people become
susceptible to loneliness,social anxiety,and clinical depression.
• Esteem needs:
• The need to be held in esteem by themselves and by others;self
respect and recognition.

26. • Self Actualization/Achievement:
• The need for self fulfillment,for continuous improvement,the need to
maximize one's potential,to become what we can become.
• “what a man can be he must be”
• This level of need refers to what a person's full potential is and the
realization of that potential. Maslow describes this level as the desire
to accomplish everything

27. Assignment 3:
• 1.Log on Web:http://en.wikipedia.org/wiki/maslow%27s_hierarchy.
And draw the Maslow's pyramid of needs.
• 2.Read about:
I. the McCelland's basic needs theory of motivation-The basic needs
of,Achievement,power and affiliation.
II. Herzbergerg's hygiene motivation theory:demotivators and
motivators.
III. Douglas McGregor's x and y motivation theory.

28. DELEGATION

29. DELEGATION
• Definitions:
• Delegation is the assignment/transfer of authority and
responsibility to another person to carry out specific activities.
• Delegation is the transfer of authority and responsibility for the
performance of a task from one person to another.
• While delegating, the delegator transfers to a competent individual
(delegate) the authority and responsibility to perform a selected
task (nursing task) in a selected situation (nursing situation).while
retaining accountability for the outcome.(Eleanor .J. Sullivan 2005).

30. Rights to delegation:
• The following five rights to delegation are presented from the
perspectives of both nursing service administrator and staff nurse
• Delegate to:
• The Right person,
• The Right task, in
• The Right Circumstances, With
• The Right Direction/communication, and carry out
• The Right supervision and evaluation

31. Delegation process:
• Define the task:
• Delegate only an aspect of your own work/task for which you have
responsibility and authority.
• Delegate routine tasks, tasks for which you don’t have time, tasks
that have moved down in priority
• Does the task involve technical skills or cognitive abilities, specific
qualifications, what are the restrictions; e.g practice acts. How
complex is the task, is training or education required?
• Decide on the delegate:
• Match the task to an individual basing on skills
level,capability,experience,character,initiative,intelligence,enthusias
m

32. • Determine the task:
• Clearly define your expectations for the delegate, key behaviors in
delegation: describe the task using;
• e.g, I would like, provide the delegate with a reason for the task-its
importance to the organization,you,to delegate;
• inform the delegate the standards for evaluation, provide an
incentive for accepting responsibility and authority ,identify any
constraints for completing the task and risks involved.

33. • Reach an agreement:
• After outlining your expectations, you must be sure that the delegate
agrees to accept responsibility and authority of the task.
• Be prepared to equip the delegate to complete the task successfully
.e.g, with additional information, resources, or informing others
about the arrangement.
• Before meeting the individual anticipate negotiation and identify
what you are prepared and able to provide.

34. • Monitor performance and Provide feedback:
• Monitoring performance and provides a mechanism for
feedback and control that ensures that the delegated tasks
are carried out as agreed.
• When defining the task and expectations, clearly establish
the where, when, and how.

35. Strategies for effective delegation
• Plan a head
• Identify necessary skill levels
• Select most capable person
• Communicate the goal clearly
• Empower the delegate
• Set deadlines and monitor progress
• Model the role; provide guidance
• Evaluate performance
• Reward accomplishment

36. Benefits of delegation:
•To the manager/In charge:
• The manager will be able to devote more time to those
tasks that cannot be delegated.
• With more time created due to delegation, a manager
can be able to develop new skills and abilities facilitating
career advancement.
• To the delegatee:
• The delegate gains new skills and abilities that can
facilitate upward mobility.
• Delegation can bring trust and support between delegate
and manager, hence building self-esteem and confidence.

37. • Delegation brings job satisfaction and motivation as individuals feel
stimulated by new challenges.
• Delegation improves a sense of belonging and awareness of
responsibility of the delegate.
• Individuals feel more appreciated and learn to appreciate the roles
and responsibilities of others, increasing cooperation and enhancing
team work.
•To the organization:
• Team work created by delegation makes the organization achieve its
goals more efficiently,this
• Increases productivity, this
• Improves the financial position of the organization.

38. •Outline the Barriers to delegation ??
• Brainstorm

39. Barriers to delegation
• The belief that “I can do it better myself”
• Lack of confidence and trust in workers
• Low self confidence-feeling of insecurity in the manager
• Vague job description-Manager doesn’t know what tasks are already
in the worker’s job description and so obliged to do them but not as
delegated task.
• Inadequate training on both the side of the manager and
subordinate-The manager doesn’t know how to delegate and the
worker may lack skills and so can’t be delegated to.

40. • Lack of adequate recruitment and selection-So no competent people
• Time involved in explaining the task-manager feels it will consume
time explaining the task,so better does it himself.
• The more competent the worker is, the less time will be taken to
explain the task to the worker.
• Reluctance to take the risks involved in depending on others.-
manager fears to take risks in case the worker doesn’t messes up-the
manager fears blame after role he remains accountable(owns the
results or lack of them) for the delegated tasks

41. • Fear of loss of power.
• Subordinates resistance to delegation-workers may
just refuse to take up responsibilities.

42. Principles of delegation
• 1. Responsibility and accountability:Although responsibility is and
accountability are often used synonymously,the two words represent
different concepts that go hand in hand.
• Responsibility denotes; an obligation to accomplish a task or an
obligation to carry out the activities needed to accomplish the
assigned task.
• Where as accountability is accepting ownership or being taken
answerable for the result or lack there of.

43. • Responsibility is the first principle to remember about delegation.
You can delegate only those tasks for which you are responsible.
• If you have no direct responsibility for the task,then you cant
delegate that task.
• For instance, if a manager is responsible for filling holes in the
staffing schedule, the manager can delegate this responsibility to
another individual.
• However if staffing is a responsibility of a central coordinator,the
manager can make suggestions or other wise assist the staffing
coordinator,but cannot delegate the task.

44. • To understand clearly who is responsible for what,look at: Practice
acts,standards of care,Job descriptions,and policy statements.
• The nursing/Midwifery act,Allied health professionals act,Dental and
medical practitioners acts etc in each state define the scope of the
respective professionals' practice.
• These regulations however, seldom provide a list of tasks that may or
may not be delegated because medical professions are knowledge
based not task based.

45. • 2. Authority:The second principle of delegation is that along with
responsibility,You must transfer Authority.
• Authority is the right to act:The power to make final decisions and
command.(Eleanor.J.Sullivan 2005,Rebecca Samson 2009).
• Therefore by transferring authority,the delegator is empowering the
delegate to accomplish the task.
• So often this principle of delegation is neglected by managers;
• Managers retain authority,crippling the delegate's ability to
accomplish the task,setting up the individual for failure,and
minimizing efficiency and productivity.

46. TEAM WORK(Team building)
• Definition:
• According to Katzenbach and smith 1993,
• A team is a small number of people with complementary
skills who are committed to a common purpose,set of
performance goals, and approach for which they hold
themselves mutually accountable(O'Sullivan,2005,Effective
leadership and management in nursing)

47. • Most work teams have a leader who maintains the integrity of
the team's function and guides the team's
activities,performances and development.
• Teams have command or line authority to perform tasks,and
membership is based on specific skills required to accomplish the
task.
• Teams may be self-directed,that is,led jointly by group members
who decide together about work objectives and activities on an
ongoing basis

48. • Small number-5-10 people
• Complementary skills-Appropriate balance or mix of skills and traits.
• Commitment to a common purpose and performance goals-Specific
performance goals are an integral part of the purpose.
• Commitment to a common approach-Team members must agree on
who will do a particular job and develop a common approach.
• Mutual accountability-Team accountability is about the sincere
promise we make to others and ourselves;these are the basis of
commitment and trust.

49. Group Team
Strong clearly focused Shared leadership roles
Individual Individual and mutual accountability
accountability
The group's purpose is Specific team purpose that the team delivers
the same as the broader
organizational mission
Individual work Collective work products
products
Runs efficient meetings
Encourages open-ended discussions,active problem
solving
meetings.
Measures performance
Measures its effectiveness directly by collective work
products

50. Stages of team building
Stage: Characteristics:
1 Forming Team acquaints and establishes ground rules. There is awareness
creation,commitment to task and team culture,and acceptance.
2 Storming Members resist control by group leaders and show hositility. There is
conflicts,the leaders clarify on things,Belonging to the cliques of members
whom they find being on their side.
3 Norming Members work together developing close relationships and feeling of
camaraderies. There is cooperation,Involvement,support.
4 Performing Team members work towards getting their job done. There are tangible
results,achievement of goals and pride.
5 Adjourning Team may disband on achieving their goals or because members leave. There
is separation,recognition of achievements by members,satisfaction because of
the achievements and recognition.

51. Characteristics of an Effective Team:
• Members feel that their participation is important and personally
beneficial to them.
• Remains intact only as long as it is working on a particular problem.
• Includes some of the people who will be responsible for
implementing the decision.
• Includes an appropriate balance/mix of skills and traits.
• Has 5-10 members(15 maximum).
• Has knowledge that is relevant to the problem and task.
• Selects a leader together.

52. • Influence of members on decisions in teams is based on
their capacity to contribute(relevant expertise) and not on
the authority they possess in the organization.
• Integrates decisions with the normal or regular decisions of
the departments/units from which the members are drawn.
• Confronts and resolves conflicts that develop with a
problem-solving approach,instead of avoiding them or
smoothing over.

53. Characteristics of an Effective Team Members:
• In addition to studying the characteristics of effective and ineffective
teams,Its useful to examine the characteristics of effective team
members. Organizational failures are often not the result of poor
leadership,but a poor “follower ship” An effective team member is
someone who:
• Understands and is committed to the team's goals.
• Is friendly,concerned,and interested in the other team members.
• Acknowledges and confronts conflict openly.

54. • Listens to other team members with understanding.
• Includes other team members in the decision making-
process.
• Recognizes and respects individual differences.
• Values the ideas and contributions of other team members.
• Recognizes and rewards team efforts.
• Encourages and appreciates comments about team
performance

55. Characteristics of an Ineffective Team.
• Cannot easily describe the team's mission.
• Meetings are formal,stuffy, or tense
• Great deal of participation,but little accomplishment.
• A lot of talking occurs,but not much communication.
• Disagreements are aired in private conversations.
• Decisions tend to be made by the formal leader with little
meaningful involvement of other team members.
• Members are not open with each other because trust is low.
•

56. • Confusion or disagreement about roles or work.
• People in other parts of the organization who are critical to
the success of the team are not cooperating.
• Overloaded with people who have the same team-player
style;style diversity leads to looking at all aspects of team
effectiveness.
• Has existed for at least 3 months,but has never assessed its
functioning.

57. Individual presentation 4:
• Read and make notes on Decision making and critical
thinking in hospital /health service management.
• Draw a duty roster for your ward of interest ,as the in charge
supervising five staffs

58. ASSIGNMENT

59. References
• leadership and management in nursing practice and
education by Rebecca Samson(2009),Effective leadership and
management in nursing by Eleanor.J.Sullivan(2005)
• Eleanor.J.ullivan 2005, effective leadership and management
in nursing.http://current nursing.com/nursing
management/delegation.html.

60. BLOOM WHEREVER YOU ARE PLANTED.
•THANK YOU FOR YOUR ATTENTION