coceptualizing Human resource management in health industry


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Here I am trying to conceptualize HUMAN RESOURCE MANAGEMENT in Health Industry in context of nursing personnel.
your suggestions are welcome. In order to make my next try to be better than this one.
thank you !!!

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coceptualizing Human resource management in health industry

  2. 2. “People are often unreasonable and self-centered. Forgive them anyway. If you are kind, people may accuse you of ulterior motives. Be kind anyway. If you are honest, people may cheat you. Be honest anyway. If you find happiness, people may be jealous. Be happy anyway. The good you do today may be forgotten tomorrow. Do good anyway. Give the world the best you have and it may never be enough. Give your best anyway. For you see, in the end, it is between you and God. It was never between you and them anyway.”
  3. 3. INTRODUCTION • Number of personals works in a hospital, • Human resource is treasure and most important than all other resources, as it converts all other resources in productive one, • is the only source which can think and have brain which is self sufficient, • These Human Resources in organizations are well known as “Employees “or “Talent”. • Undoubtedly, Human Resources or the Employees are the backbone of any organization.
  4. 4. Health care industry is world’s largest industry today. • It is no more the era of charity, either by social organization, or government. • This has earning potential and there is felt need to maximize the use of resources to build surplus to support the needy.
  5. 5. Determinants of Healthcare Success Healthcare Customers Internal Customer (Employees) External Customer (Patients) Organizational Success Patient satisfaction Employee Satisfaction
  6. 6. DEFINITION “Human resource management is the effective use of human resources in order to enhance organizational performance.” It is an art and science which controls workers, employees; and also known as man management, personnel management, industrial relationship or industrial management. .
  7. 7. Evolution of HRM why we felt need of HRM: • Rapid industrialization in country • labor legislation • growing pressure of trade unionism • new outlook and techniques of progressive management • Human resource management is comparatively new and rapidly growing profession in India. personnel management Human resource management strategic human resource management
  8. 8. Period Status Emphasis 1920-1939 Clerical Statutory, welfare, paternalism 1940-1969 Administrative Introduction of rules, procedures, etc 1970-1989 Managerial Regulatory conformance, imposition of standards 1990-continuing executive Human values, productivity through people, employee commitment Table (A): evolution of hospital HRM functions in India
  9. 9. VARIOUS FEATURES OF HRM INCLUDE: • It is pervasive in nature as it is present in all enterprises. • Its focus is on results rather than on rules. • It tries to help employees develop their potential fully. • It encourages employees to give their best to the organization. • It is all about people at work, both as individuals and groups.
  10. 10. • It tries to put people on assigned jobs in order to produce good results. • It helps an organization meet its goals in the future by providing for competent and well-motivated employees. • It tries to build and maintain cordial relations between people working at various levels in the organization. • It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.
  11. 11. Human Resource Management: Objectives • help the organization reach its goals. • ensure effective utilization and maximum development of HRM • ensure respect for human beings and identify and satisfy the needs of individuals. • achieve and maintain high morale among employees. • provide the organization with well-trained and well- motivated employees.
  12. 12. • increase to the fullest the employee's job satisfaction and self-actualization. • develop and maintain a quality of work life. • develop overall personality of each employee in its multidimensional aspect. • enhance employee's capabilities to perform the present job. • inculcate the sense of team spirit, team work and inter-team collaboration.
  13. 13. Human Resource Management: Functions In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1.Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another.
  14. 14. 6. Remuneration of employee. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational Relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels.
  15. 15. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing manpower management in the organization 14. Potential Appraisal, Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life.
  16. 16. The scope of HRM • Personnel aspect • Welfare aspect • Industrial relations aspect
  17. 17. VARIOUS OPERATIVE HR PROCESSES: (A) •Job Design (JD) •Job Analysis - Job description - Job specification - Person specification
  18. 18. JOB DESIGN (JD) JD can be defined as the function of arranging tasks duties and responsibilities in to an organizational unit of work for the purpose of accomplishing a certain objective. Techniques of job design Scientific Techniques: observing past performances. Job Enlargement: Adding more duties to a job(Horizontal Loading) Job Rotation: Shifting from one job to another periodically Job enrichment: increasing authority and responsibility for planning Group Technique: job designed so that a group of individuals can perform it,
  19. 19. JOB ANALYSIS This includes the systematic analysis of the job and the characteristics of the desired job holders. The information collected through a Job Analysis is of three forms; Job Description: Describes tasks, responsibilities and service conditions Job Specification: requirements, abilities, educational qualifications, special Personal specification: needed to perform the job effectively. Physical and mental skills, training, experience.
  20. 20. FOM 9.21 Human Resource Planning Assessing Future Human Resource Needs Assessing Current Human Resources Developing a Program to Meet Needs
  21. 21. HR Planning • We have found the gap, how do we fill this void? • How much time should we spend on identifying the right person? • Lets follow the trail of what it takes to hire a new team member in an organization.
  22. 22. (B) Human Resource Planning (HRP) •Manpower estimation •Recruitment •Selection •Hiring •Induction •Placement
  23. 23. MANPOWER ESTIMATION • HR planning is a continuous activity in any organization because people come and go. • As estimation of the future requirements of manpower in a hospital, department wise, by specialization, by grade, etc. is made by applying many simple and complex statistical methods.
  24. 24. •Employee turnover index = number leaving in year / average number employed x 100 •Absenteeism index = number of man hours lost / total possible men hours worked x 100 •Employee stability index = number of employee exceeding one year’s service/number of employee employed one year x 100 •Accidents index of frequency = number of lost time accidents/number of man hour worked x 100,000* *100,000 is the number of working hours in average working life.
  25. 25. Recruitment • Process of locating, identifying, and attracting capable candidates • Can be for current or future needs • Critical activity for some corporations. • What sources do we use for recruitment
  26. 26. Recruitment Sources Internal Searches Employee Referrals Employee Leasing Temp Services Employment Agencies Advertisements School Placement
  27. 27. INTERNAL EXTERNAL Job posting Advertising Intranet Job Placement Agencies Succession plans Internet Referrals Placement through Colleges and Universities
  28. 28. FOM 9.29 Selection • It is a systematic process of selecting the most appropriate and suitable person to a particular job. In other words, Selection is choosing an individual to hire from all those who have been recruited/ attracted
  29. 29. Methods of Selection • Application Evaluation: choosing the most appropriate person through evaluating the applications • Interviews: this is to face a meeting with a member/s of the management. E.g.: One on one interviews, Panel interviews, Sequence interviews • Tests: E.g.: Knowledge Tests, Aptitude Tests, Practical Tests, and IQ Tests. • Background Investigations: assessing the appropriateness of an applicant by investigating into his/her family, financial positions, Residential Background, criminal background etc. • Medical Tests
  30. 30. The Effectiveness of Interviews • Prior knowledge about an applicant • Attitude of the interviewer • The order of the interview • Negative information • The first five minutes • The content of the interview • The validity of the interview • Structured versus unstructured interviews
  31. 31. Common Types of Interviews • Non-directive – Most Latitude – Questions are open ended – This can get you into trouble • Behavioral Description – As about a situation you have experienced. • Structured – Panel – Situational
  32. 32. Hiring process of appointing the person selected for a particular job. • letters of appointments will be prepared, • employment contracts will be signed • new employee will be sent in for a probationary period. (Probationary period: the time period where the newly appointed employee will have to work till he/she is made permanent) Induction introducing an employee to the company, job and staff in a systematic way.
  33. 33. Placement • This is the last in the series of activities • Ensures that the selection of the right man for the right job, as a principle, is followed through. • incumbents need to be put through an intensive training programme in various departments • This helps in proper placement
  34. 34. C) Development of human resources •Performance Evaluation •Training and Development (D)Compensation Management (E) Management of industrial relations •Discipline Administration •Grievance Handling •Labor Relations
  35. 35. Performance Management • Integration of management practices that includes a formal review of employee performance –How often should this take place? • Includes establishing performance standards and reviewing the performance • Means to ensure organizational goals are being met
  36. 36. FOM 9.37 Multiperson Graphic Rating Scales Critical Incidents Written Essay Behaviorally anchored rating scales Performance Review Methods 360-Degree Review Management By Objectives
  37. 37. FOM 9.38 If Performance Falls Short • Train • Discipline • Coach and develop • Out the Door
  38. 38. FOM 9.39 Employee Training What deficiencies, if any, does job holder have in terms of skills, knowledge, abilities, and behaviours? What behaviours are necessary? Is there a need for training? What are the strategic goals of the organization? What tasks must be completed to achieve goals?
  39. 39. TRAINING AND DEVELOPMENT • Training is the act of increasing the knowledge and skills of an employee, for doing a particular job. • It is necessary -to improve and maintain standards -develop necessary attitude in trainees -equips the trainee with skills and knowledge - enhance efficiency to achieve targets.
  41. 41. Advantages of training • Training develops employees versatility • It reduces the waste and spoilage • It improves the efficiency • It brings confidence in employees • It improves quality if work • Training enables employee to adjust according to changed situations • It reduces supervisory burden
  42. 42. FOM 9.43 Compensation Management • Process of determining cost- effective pay structure • Designed to attract and retain • Provide an incentive to work hard • Structured to ensure that pay levels are perceived as fair
  43. 43. Factors That Influence Compensation Unionization Level of Compensation and Benefits Employee’s tenure and performance Kind of job performedSize of company Management philosophy Kind of businessGeographical location Labour- or capital-intensive Company profitability FOM 9.29
  44. 44. (F) Maintenance of human resources • Welfare Administration • Health and safety Administration (G) Integration of human resource • Building morale • motivation
  45. 45. FOM 9.46 Employee Benefits • Indirect financial rewards • Designed to enrich employees’ lives • Vary widely in scope • Costs range from 30% to 40% of payroll costs
  46. 46. FOM 9.47 Health and Safety • Employers are responsible for ensuring a healthy and safe work environment • Employees are required for follow instructions and any legal requirements • Workplace violence is a growing concern
  47. 47. FOM 9.48 Labour Relations • Relationship between union and employer • Union functions as the voice of employees • Collective bargaining is a process to negotiate terms and conditions of employment • Bargaining produces a written document called a collective agreement
  48. 48. (G) Integration of human resource • Building morale • motivation
  50. 50. CRITERIA ESSENTIAL DESIRABLE KNOWLEDGE Knowledge of needs of patients with long-term conditions Aware of accountability of own role and other roles in a nurse lead service Knowledge of health promotion strategies Awareness of clinical governance issues in primary care Knowledge of patient group directions and associated policy Ability to identify determinants on health in the local area Knowledge of public health issues in the local area Awareness of local and national health policy Awareness of issues within the wider health economy
  51. 51. SKILLS Clinical skills – cervical cytology, immunization and vaccination, ear care, minor surgery Change- management skills and ability to support patients to change lifestyle Communication skills, both written and verbal Ability to communicate difficult messages to patients and families Negotiation and conflict management skills IT skills Uses initiative Gets on well with people at all levels
  52. 52. QUALIFICATIONS Ability to work core hours Flexibility for cover Membership of a professional body OTHER Flexibility Enthusiasm Team player Positive role model
  53. 53. PATIENT/POPULATION CLASSIFICATION SYSTEM • Most of the hospital today is following the S.I.U.( staff inspection unit) norms. In this the post of the Nursing Sisters and the Staff Nurses has been clubbed together and the work of the ward sister is remained same as staff nurse even after promotion. • It is recommended that 45% posts added for the area of 365 days working including 10% leave reserve (maternity leave, earned leave, and days off as nurses are entitled for 8 days off per month and 3 National Holidays per year when doing 3 shift duties).
  54. 54. 1. General Ward 2. Special Ward - ( pediatrics, burns, neuro surgery, cardio thoracic, neuro medicine, nursing home, spinal injury, emergency wards attached to casuality) 1:6 1:4 3. Nursery 1:2 4. I.C.U. 1:1(Nothing mentioned about the shifts) 5. Labour Room 1:l per table 6. O.T. Major - 1 :2 per table Minor - 1:l per table
  55. 55. 7. Casualty- a. Casualty main attendance up to 100 patients per day thereafter b.for every additional attendance of 35 patients c. gynae/ obstetric attendance d. thereafter every additional attendance of 15 patients. 3 staff nurses for 24 hours, 1:1per shift. 1:35 ·3 staff nurses for 24 hours, 1:1/ shift 1:15
  56. 56. 8. Injection room OPD Attendance upto 100 patients per day 1 staff nurse 120-220 patients: 2 staff nurses 221-320 patients: 3 staff nurses 321-420 patients: 4 staff nurses
  57. 57. 9. OPD NAME OF THE DEPARTMENT · Blood bank · Paediatric · Immunization · Eye · ENT · Pre anaesthetic · Cardio lab · Bronchoscopy lab · Vaccination anti rabis · Family planning · Medical 1 2 2 1 1 1 1 1 1 2 1
  58. 58. · Dental · Central sample collection centre · Orthopaedic · Gyne · Xray · Skin · V D centre · Chemotherapy · Neurology · Microbiology · Psychiatry · Burns 1 1 1 2 2 3 2 2 2 1 2 1 2
  59. 59. The norms are based on Hospital Beds. •Chief Nursing Officer :1 per 500 beds •Nursing Superintendent :1 per 400 beds or above •D.NS. :1 per 300 beds and 1 additional for evcry 200 beds •A.N.S. :1 for 100-150 beds or 3-4 wards •Ward Sister :1 for 25-30 beds or one ward. 30% leave reserve •Staff Nurse :1 for 3 beds in Teaching Hospital in general ward& 1 for 5 beds in Non-teaching Hospital +30% Leave reserve •Extra Nursing staff to be provided for departmental research function. •For OPD and Emergency :1 staff nurse for 100 patients (1 : 100 ) + 30% leave reserve •For Intensive Care unit: (I.C.U.)- 1:l or (1:3 for each shift ) +30% leave reserve. •It is suggested that for 250 beded hospital there should be One Infection Control Nurse (ICN).
  60. 60. THANK YOU