This document outlines the objectives and content of a seminar on personnel policies, termination, and staff development programs. The seminar aims to provide an in-depth understanding of these topics. It defines key terms like personnel policies, termination process, and staff development. It describes the objectives, importance, development process and characteristics of personnel policies. It also explains the causes and procedures for termination. Finally, it discusses the need, principles, models, types and benefits of staff development programs and the roles of administrators in such programs.

1. SEMINAR ON
Personnel Policies, Termination And Staff
Developmental Programme
Prepared By,
Miss .Reshma R. kadam.

2. OBJECTIVES
• GENERAL
At the end of this class the learner will able to acquire a
depth knowledge regarding the personnel policies,
termination and staff development programme.

3. 1.Objectives of personnel polices
At the end of this class the learner will able to
•Define the personnel policies and State the
importance of personnel policies
•Explain the philosophy and state the objectives
of the personnel policies.
•Enlist Functions and techniques of
administration to meet the objectives specified
by the statement of policies.
SPECIFIC OBJECTIVES

4. •State the types of the policies and Enlist the
elements of personnel policies
•Explain the process of development of
personnel polices
•Explain the policies related to nursing
services and nursing education
•Enlist the factors influencing on personnel
policies and characteristics and advantages of
personnel polices

5. 2.Objectives of termination
At the end of this class the learner will able to
•Define termination
•Enlist the causes of termination
•Explain the termination process
3.Objectives of staff development programme
At the end of this class the learner will able to
•Define staff development programme
•Explain the need for staff development programme
•Enlist the principles involved in staff development programme

6. •Describe the staff development model
•Enlist the types and factors influencing on staff
development programme
•Enlist the functions of staff development programme
•Explain about the programmes of staff development
•Enlist the benefits of staff development programme
•Explain the role of administrator in staff development
programme
•Define the in service education
•Explain the aim of in service education

7. •Describe the concept of in service education
•Enlist the characteristics and factors influencing on in
service education
•Explain the approaches to in service education
•Define continuing education
•Explain the need for continuing education
•Explain the philosophy and planning for continuing
education
•Describe the role and function of administrator /manager in
staff development
•Define the evaluation of staff development programme
•Enlist the types and levels of evaluation

8. PERSONNEL POLICIES
DEFINITION POLICIES
Policy
1. Statement of predetermined guidelines
2. Policies in general, they are guidelines to help
in the safe and efficient achievement of
organizational objectives.

9. PERSONNEL POLICY
1. A set of rules that define the manner in which an
organization deals with a human resources or
personnel-related matter. A personnel policy
should reflect good practice, be written down, be
communicated across the organization, and
should adapt to changing circumstances.
2. Personnel policy is an integrated function which
encompasses many aspects of the personnel
management.

10. IMPORTANCE
1) To the employee it represents a guarantee of fair
and equitable treatment.
•The establishment of good personnel policies helps
to give the employee a sense of security and
individual worth.
•It gives employee pride and loyalty to the
organization for which he/she works.
•Policies that are planned in advance are likely to
meet the needs of the organization better.

11. 2) To the supervisor it is a safeguard in that it
relieves her of the responsibility of making a
personal decision which may conflict with
decisions given by other supervisors.
•Established personnel policies serve as guides to
action so that a great deal of time is saved by
administrational personnel in handling individual
cases.
•A well understood clearly written policy saves
the time of an employee as well as the employer.

12. PHILOSOPHY
• The nursing service administration of……..
believes that its supreme objective ; the best
possible patient care, can be achieved only by the
full cooperation of all who are privileged to take
part in that care.
• It seeks to establish a team dedicated to the
protection of health and wellbeing of the patient
in an environment that will enable every member
of the team to obtain as well as give satisfaction
in his or her work.

13. OBJECTIVES
1) To employ those persons best fitted by education, skill
and experience to perform prescribed work.
2) Guarantee fairness in the maintenance of the discipline
3) Upgrade and promote existing staff wherever possible.
4) Take all practical steps to avoid excessive hours of
work.
5) Ensure the greatest practicable degree of permanent and
continuous employment.
6) Maintain standards of remuneration

14. 7) Provide and maintain high level of physical
working conditions.
8) Maintain effective methods of regular consultation
between administration and employees.
9) Provide suitable means for the orientation, on the
job training and evaluation of employees.
10) Encourage social and recreational facilities for
employees.
11) Develop appropriate schemes for employees
welfare.

15. Functions and Techniques Of Administration To Meet
The Objectives Specified By The Statement Of Policy
SL
NO.
FUNCTIONS TECHNIQUES
1. Employment Job analysis, job specifications, time schedules, works
Schedules, manuals, agreed code of regulations, assessment
of personnel
2. Remuneration Job evaluation
3. Health and
safety
Physical examination, safety training, accident analysis,
sickness statistics
4. Welfare Social and recreational programs, rest rooms, canteen,
pension schemes, employers counseling
5. Training On the training, training for leadership

16. TYPES OF POLICIES
a) Implied Policy
It is the policy neither written nor expressed
verbally have usually developed over the time and
follow a precedents
b) Expressed Policy
These are specified in verbally or in written

17. ELEMENTS OF PERSONNEL POLICIES
STATEMENT
1. Operating procedures
2. Employee conduct
3. Equipment use regulations
4. Professionalism
5. Employer authority

18. PROCESS OF DEVELOPMENT OF
PERSONNEL POLICIES
Fact
finding
Reporting
of
personnel
policy
Writing the
personnel
policy
Discussing
the personnel
policy
Adopting and
launching of
policy
Communic
ating the
policy
Appraising
the policy

19. POLICIES RELATED TO NURSING
SERVICE
•Employment- recruitment rules, qualification
•Job description
•Working hours
•Work load, working facilities
•Policies for breakage and losses
•Special allowances- special duty/ hard duty
allowance, medical allowance.
•Promotional opportunities
•Career development
•Accommodation
•Transport
•Special incentives
•Occupational hazard

20. STAFFING POLICIES
•Vacations
•Holidays
•Sick Leave
•Weekend Off
•Rotation To Different Shifts
•Overtime
•Part Time Personnel
•Exchanging Hours

21. POLICIES RELATED TO NURSING
EDUCATION
STUDENT STAFF HOSTEL POLICIES
 Admission Policies
 Working Hours
 Attendance
 Uniform
 Medical Facilities
 Internship
 Holidays
 Special Leave
 Withdrawal From Course
 Discipline
 Recruitment Policies
 Policy On Termination
 Staff Benefits
 Uniform
 Duty Hours
 Retirement Age
 Permission to meet only
authorized visitors
 Permission for a day out
 Visiting hours
 Permission letter for outing
 Signing the register
 Disciplinary action on
violation of rules

22. FACTORS INFLUENCING PERSONNEL
POLICY
i) Law of the country
ii)Social values and customs
iii)Management philosophy and values
iv)Stage of development
v)Financial position of the firm
vi)Type of work force

23. CHARACTERISTICS OF PERSONNEL
POLICIES
•Specific Consistency, Permanency, Flexible with
Purpose Recognize individual differences.
•Be formulated with regards for the interest of all
parties, i.e. employer, employee public and clients.
•Confirm to the government regulations be written and
formulated as a result of careful analysis of all facts
available.
•Be forward looking and forward planning for
continuing development
•Recognize individual difference

24. ADVANTAGES
•Helps to give employees a sense of security and
individual worth.
•Gives the employees pride and loyalty to the
organization for which they work.
•Employees tend to give good service and identify
themselves with the goals of the organization and
they want to remain in the organization.
•Are planned in advance and with due consideration
on how policy will apply in various situations to
meet the needs of the organization
•As guides to action, save a great deal of time of the
administrator.
•A clearly written policy saves the time of the
employee as well.

25. TERMINATION
• Employee termination is the process by
which an organization ends an individual’s
employment against his or her.

26. CAUSE TERMINATION
•Poor job performance
•Lack of fit with organization
•Inability to perform job responsibilities
•Conflict with managers and other employees
•Misconduct
•Many instances of employment separation
•For poor performance, including lack of punctuality,
absenteeism, or failure to desired results
•For resisting change
•For negativism
•For insubordination
•For not conforming to company values
•For questionable character or ethical lapses
•For criminal acts

27. BEHAVIOR –RELATED TO TERMINATION
•Absenteeism and tardiness
•Unsatisfactory performance
•Lack of qualifications or ability
•Challenged job requirements
•Gross misconduct, which might involves drug
abuse, stealing
•Breaches of company or public policy

28. TERMINATION PROCESS
The “tree be rule” is your best guide to the termination process
when it comes time to tell the employee.
1. Be honest
2. Be compassionate
3. Be quick

29. STAFF DEVELOPMENT PROGRAMME
IN-SERVICE AND CONTINUING EDUCATION
DEFINITION:
Staff development refers to all training and education
provided by an employee to improve the occupational
and personal knowledge, skills and attitude of vested
employees.
GOAL:
• To assist each employee to improve performance in
his or her present position and to acquire personal
and professional abilities that maximizes the
possibility of career advancement.

30. NEED FOR STAFF DEVELOPMENT
•To meet social change and scientific advancement. It causes
rapid changes in nursing knowledge and skills.
•To provide the opportunity for nurses to continually acquire
and implement the knowledge, skills and attitudes, ideas and
values essential to maintain high quality nursing care.
•To meet job related learning needs of the nurse – (e.g.
continuing education, in-service education, extramural education
and post basic education).
•Fill the gaps between theory and knowledge.
•To achieve personal or professional development e.g.
promotion.
•To prepare for future tasks or trends.

31. PRINCIPLES INVOLVED STAFF DEVELOPMENT
•Activities must base of needs and interest of employees
and organization.
•Learning is combination of theory and experience.
•Learning is internal, personal and emotional process.
•Learning involves changes in behavior.
•Learner should be encouraged to contribute in learning
process.
•Problem solving approach is well suited because;
effective learning takes place when there is
need/problem.

32. •Positive reward is effective.
•Teaching – learning should be based on educational
psychology.
•Learning can be maximized by providing favorable
condition.
•Learning is active process i.e., teacher and learner
should be active in learning.
•Teaching must satisfy learning needs of an
individual.
•Use variety of sources for learning as adult learners
have wide range of previous

33. Staff development model for goal achievement of the
health care agency, the nurse and the nursing profession
•Education
•Experience
•Socio-economics

34. TYPES OF STAFF DEVELOPMENT
Staff Development
Induction
Training
Job
Orientation
In Service
Education
Continuing
Education

35. FACTORS INFLUENCING STAFF DEVELOPMENT
PROGRAMME
•Administrative philosophy, policies and practices of
health care agency
•Policies, practices and standards of nursing and other
health professionals
•Human and material resources within the health care
agency and community
•Physical facilities within a health care agency and
community
•Financial resources within a health care agency and
community

36. FUNCTIONS OF STAFF
DEVELOPMENT PERSONNEL
• Determination of the administrative structure of
the staff development programme.
• Determination and establishment of
organizational methods, policies and
procedures for a staff development programme.
• Determination and establishment of lines of
communication for the utilization of facilities
and resources personnel for the staff
development programme.

37. •Determination of organizational and individual staff
development needs and priority.
•Development of measurable short and long term objectives
for staff development programmes.
•Promotion, development, implementation and evaluation of
programmes to meet these objectives.
•Planning, co-ordination and utilization of community
resources to assist in meeting these objectives.
•Provision of a consultative service and a resource for
information relative to staff development.

38. PROGRAMMES FOR STAFF
DEVELOPMENT
•Orientation Programme
•Skill Training Programme
•Leadership and management development
•Continuing education

39. OTHER ACTIVITIES OF STAFF
DEVELOPMENT
•Make rounds with the physicians
•Attend medical round in a teaching Centre
•Visit another hospital to observe their method of
patient care
•Attend professional meetings, conferences, etc. and
present papers
•Read articles of special interest and report them to
staff

40. BENEFITS OF STAFF DEVELOPMENT
For the employees:
•Leads to improved professional practice
•Aids in updating knowledge and skills at all levels
of organization
•Keep the nurses abreast of the latest trends and
developments in techniques
•Equips the nurses with knowledge of current
research and developments
•Helps the nurses to learn new and to maintain old
competencies

41. For the organizations/employer:
•Keeps the nursing staff enthusiastic in their learning
•Develop interest and job satisfaction amongst the staff
•Develops the sense of responsibilities for being
competent and knowledgeable
•Creates an appropriate environment and sound
decisions as well as using effective problem solving
techniques

42. •Helps the nurse to adjust to change
•Aids in developing leadership skills, motivation and better
attitudes
•Aids in encouraging and achieving self development and self
confidence
•Makes the organization a better place to worker

43. ROLE OF ADMINISTRATOR IN S.D.P
•In most of the hospitals have a staff development
coordinator who is responsible for continuing and in-
service education programmes. A staff nurse is selected
as a preceptor to assist the new nurse in the unit based
on their skill and competence. The role of the preceptor
are:
•As an orienteer
•As a teacher
•As a resource person
•As a counselor
•As a role model and evaluator

44. IN-SERVICE EDUCAION
DEFINITION:
In service education is defined as a continued
programme of education provided by the employing
authority, with the purpose of developing the
competences of personnel in their functions
appropriate to the position they hold, or to which
they will be appointed in the service.

45. AIM OF IN-SERVICE EDUCATION
In-service education aims at developing the ability for
efficient working and the capacity for continuous
learning, so that one may adapt to changes with
judgment and produce profitable services which
become an important tool for the health care of the
society and nation.

46. CONCEPTS OF IN-SERVICE
EDUCATION
Concept
Planned
education
activities
Provided
in a job
setting
Closely
identified
with service
Help a
person‘s
performance
effectively as
a personal
work

47. CHARACTERISTICS
•It should be given in job setting
•Every programme should be planned and ongoing
•It should be closely related and identified with
service components
•It should help the employees‘ learning and improve
her/his knowledge, skills and attitude.

48. FACTORS INFLUENCING IN-SERVICE
EDUCATION:
1. Cost of healthcare
2. Manpower
3. Changes in nursing practices
4. Standards of nursing practice
5. Organization of nursing departmental planned
approaches is regular.

49. APPROACHES TO IN-SERVICE
EDUCATION
The pattern of in-service education desired to be:
•Centralized Approach
•Decentralized Approach
•Co-ordinated Approach

50. CONTINUING EDUCATION
• Continuing education is any extension of
opportunities for reading, study and training
to any person and adult following their
completion of or withdrawal from full time
school and /or college programmes.

51. NEED FOR CONTINUING EDUCATION:
•Respond effectively to the challenge of current
social changes.
•To improve the health care, economic and
educational opportunities.
•To improve the new health patterns of health care.
•Due to increasing trend towards specialization.
•Due to legislation and its impact on the education
of health personnel.

52. PHILOSOPHY OF CONTINUING
EDUCATION
• It has been believed that the system of higher
education which provides the basic preparation
or the members of a profession must also
provide opportunities for practitioners to keep
abreast of advances in their field.

53. THE PLANNING FORMULA FOR
CONTINUING EDUCATION
1. What is to be done?
2. Why is it necessary?
3. How is it to be done?
4. Where is it to be done?
5. When is it to be done?
6. Who should do the job?

54. STEPS IN THE PLANNING PROCESS
1. Establishing goals compatible with the purpose or mission of
the organization.
2. Deciding upon specific objectives consistent with these goals.
3. Determining the course of action required to meet the specific
objectives.
4. Assessing the available resources for establishing the
programme.
5. Establishing a workable budget, appropriate for the
programme.
6. Evaluating the results at stated intervals.
7. Reassessing he goals and updating the plan periodically.

55. ROLE OF ADMINISTRATOR/MANAGER IN
STAFF DEVELOPMENT
ROLES: He/ she:
•Applies adult learning principles when helping employees
learn new skills or information
•Uses teaching techniques that empower staff
•Sensitive to the learning deficits of the staff and creatively
minimize these difficulties
•Prepare employees readily regarding knowledge and skill
deficits.
•Actively seeks out teaching opportunities
•Frequently assess learning needs of the unit

56. FUNCTIONS OF ADMINISTRATOR/MANAGER IN
STAFF DEVELOPMENT
FUNCTIONS:
•Works with reduction department to delineate shared
individual responsibility
•Ensures that all staff are competent for roles assigned
•Ensure that there are adequate resources for staff
development
•Assumes responsibly for quality and fiscal control of
staff development.
•Provides input in formulating staff development policies

57. EVALUATION OF STAFF DEVELOPMENT
PROGRAM
• DEFINITION
Evaluation is the process of finding out how the
development or training process has affected the
individual, team and the organization. or Evaluation is
a value judgment on an observation, performance test
or indeed any data whether directly measured or
inferred

58. TYPES OF EVALUATION
• Formative evaluation
• Summative evaluation

59. LEVELS OF EVALUATION
An Evaluation Framework The four stages of evaluation are
intended to measure:
(1) Reaction
(2) Learning
(3) Behavior and actions
(4) Results.

60. BIBLIOGRAPHY
1.Vati . J, Principles and practice of nursing
management and administration for BSc and MSc
Nursing, jaypee publication 2013.
2.Kumar . M, A comprehensive text book on
nursing management ,EMMESS Medical
Publishers,1st edition 2013.