Laboratory Management

Bachelor Of Science In Medical Laboratory Science

Personnel Management SELECTION

•Qualifications
review
•Job offer: salary
Personnel Policies
and benefits
− Guidelines that an EMPLOYMENT
organization or company •Pre-employment
screening
creates to manage its
•Payroll registration
workers.
ORIENTATION
− Describe the type of job •Company/
performance and workplace department policies
behavior an organization •Job description/
expects from its employees, duties
and what type of •Workplace/staff
advancement it is offering in HUMAN RESOURCES MANAGEMENT
return. •Salary and wage
administration
Example •Staffing/scheduling
1. Hiring and firing •Performance monitoring
2. Benefits and evaluation
3. Compensation •Labor relations
4. Rights of privacy •Professional growth and
5. Discrimination development
6. Harassment SEPARATION
7. Wrongful termination, etc. •Exit interview
•Payroll severance
EMPLOYEE TERMINATION
Personnel Process •References
NEEDS •File maintenance
ASSESSMENT
•Job specifications
•Budget Needs Assessment
authorization
RECRUITMENT ◼ ‘At the root of any employment is
•Application pool: a need.”
file/advertisement
•Employee tests ◼ Manager must justify the need
•Reference/records
verification 1. Another employee’s
•Interview departure
•Legal/regulatory 2. Increase in work load
requirements 3. Change in work process,
etc.
◼ Manager must specify the type of
person required and obtain
authorization to fill the post

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Recruitment • Common for third
party interviewers
◼ “Hiring process” or “searching
stage” • Each party is free to
◼ Process of locating and attracting Unstructured discuss any issue
qualified job applicants Interviews • Allows spontaneity
◼ A major function of the HRD and candor

LABOR MARKET: the total number or • Often used to

pool of potential employees qualified identify traits and
to perform a job characteristics
needed for jobs in
A. INSIDE SOURCES which the individual
◼ Lateral move or vertical move will be exposed to
◼ Promote from within to reward highly dangerous or
Stress
dedicated and deserving employees intimidating
Interviews
situations
B. OUTSIDE RECRUITMENT
◼ Advertising, sign-up bonuses, • Has many forms
employee agencies, educational (e.g.
institutions, unsolicited applications or problem-solving
chance walk-ins, professional sessions, panel
organizations interviews)

Selection
The Interview Process
A. Reference checks 1. Preparation
Often viewed as a waste of time by
many experts •Review information about job and data
submitted by candidate
B. Employee tests 2. Establishing rapport
For jobs that require specific manual
skills (e.g. computer •Make candidate relaxed and comfortable
processing, machine tool work) 3. Questioning and information
Different from pre-employment tests exchange
(e.g. medical/drug test)
•Three types of question: open, reflective
C. Employment Interview and directive
Preferably conducted in person 4. Listening

Three Basic Types of Employment •Assures understanding, clarifies intent

Interview and demonstrates intent
• Have predetermined 5. Closing and follow-up
format and list of
Structured •End with strong sense of congeniality
questions (checklist or
or and clear understanding of what to expect
interview form)
Patterned
• Allows easier 6. Evaluation
Interviews •Done asap after the close of the meeting
comparison between
candidates (checklist or fill-in section)

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 Orientation Topics
ORGANIZATIONAL OVERVIEW
• Company history and mission
• Products and services
Selection: Matching Jobs with People • Organizational structure
• Tour of facilities
1. Process of elimination or • Salary and wage program
comparison • Benefit plans
- Applicants are weeded out • Employee recognition program
and most desirable person is • Payday
identified • Quality improvement philosophy and
program
2. Prioritizing or ranking • General fire and safety plans
procedure • Employee handbook
-Candidates are placed in
DEPARTMENT ORIENTATION
order according to their
• Welcoming functions
desirability
• Tour of department
• Organization of laboratory
Employment • Introduction to staff and coworkers
• Safety rules and enforcement policies
◼ Job offer and hiring • Quality improvement program
decision • Dress code
1. Determining salary level • Scheduling policies
2. Setting starting date • Purchasing and
3. Completing supply requisitioning
pre-employment tests • Training and continuing education
4. Signing up for benefits opportunities
and payroll registration • Punch in/punch out records
• Locker, breaks and restroom facilities
Orientation JOB DUTIES ORIENTATION
◼ Introduction of new employees to • Job descriptions
the organization and their duties • Performance standards
◼ Rights, privileges, responsibilities, • Orientation agenda and schedule
and expectations of bath parties • Reporting network
should be clarified • Performance appraisal system
• Tour and introduction to workplace
• Work assignments
• Relationship to coworkers and other jobs
• Scheduling policies
• Breaks and lunch periods
• Leaving the premises

Human Resource Management

◼ The process of managing and
integrating human
resources with the goals and
objectives of the
organization
◼ Components:
1. Wage and salary administration
2. Staffing and scheduling
3. Performance monitoring
4. Labor relations

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Labor Relations 3. Perquisites
◼ Refers to the companies dealings ◼ “Perks”; Ex: job title, private
with labor unions secretaries, use
◼ Way of handling grievances and of company car, offices with a view
applying its policies in a fair, equitable and attractive furniture, etc.
and consistent manner
◼ Labor unions Organizations
frequently provide the
a. Open shop – employees do not following benefits:
need to be members of a union to
work there ◼ Medical, disability and life
b. Closed shop – union membership insurance
is required ◼ Retirement plans, including
contributions from both employer and
Professional Growth and employee
Development ◼ Paid time off for sickness,
vacations, holidays and
◼ To ensure that laboratory has a continuing education
staff capable of delivering the service ◼ Tuition reimbursement
expected of it, managers must pay ◼ Social security
attention to the continuing
education of their employees

Wage and Salary Plan

Compensation Package
Mandatory Benefits and Contributions
1. Actual paycheck 1. Thirteenth month pay equivalent to
◼ Amount of money the employee one (1) month of their annual
can take home salary
◼ Discretionary income: net salary 2. Service incentive leave of at least 5
after mandatory payments days with pay for every year
2. Benefit package of service
3. Employees have a right to a
◼ Makes the company a more
weekly rest period of not less than 24
attractive place to work
consecutive hours after every 6
◼ Some mandated by law consecutive normal work days
4. Withholding a portion of an
employee’s monthly salary to remit as

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contributions to government
agencies:
a. Social Security System (SSS)
b. Home Development Mutual Fund
(HDMF)
c. Philhealth
5. Provision of holiday pay
6. Paternity and maternity leave
benefits
exclusive of overtime, holiday,
and night shift differential pay
divided by 12 = 13th month pay
Separation and Employee
Termination
◼ Conclusion of formal relationship
between employee and organization

a. Voluntary – retires or accepts

position at other institutions

b. Involuntary – disciplinary
dismissal; layoff

CONSIDERATIONS:

1. Exit interview
◼ may be conducted during final
week of employment
◼ Method of identifying why
personnel are leaving the institution
Computing Night Shift Premium
Where Night Shift Is A Regular Work 2. Maintain record for any possible
future use
◼ Ordinary Day
✓ 110% x basic hourly Corrective Action and Discipline
rate Program
◼ Rest Day, Special Day
or Regular Holiday
✓ 110% of regular
hourly rate

Computing 13th Month Pay

◼ Total basic salary
earned for the year

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Theories of Motivation

Process Motivational
Theories

Analyze how the person reacts

to external stimuli.
1. Vroom’s expectancy
theory
2. Adam’s equity theory
3. Skinner’s reinforcement
theory

Content Motivational
Theories

Examine the internal forces that drive

the individual to specific actions. Alderfer’s ERG Needs Theory
1. Maslow’s hierarchy of needs ◼ Similar to Maslow’s Theory,
2. Alderfer’s ERG needs theory has only three categories
3. Herzberg’s two-factor theory 1. Existence (E) needs:
4. McClelland’s achievement physiological, safety and
Motivation other elements
necessary to support
CONTENT MOTIVATIONAL existence
THEORIES 2. Relatedness (R) needs:
interpersonal
Dependent on the personality of the relationships,
individual. acceptance, and
belonging
3. Growth (G) needs:
creativity, challenge,
and personal growth

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Herzberg’s Two-Factor Theory

PROCESS MOTIVATIONAL
THEORIES
Dependent on the individual’s
interaction with the
external environment.

Vroom’s Expectancy Theory

◼ Suggests that people believe:
1. Effort will bring reward
2. The effort expended will be related
to the
perceived value of the reward to the
person

✓ Both factors are independent – to

allow motivation, manager must Adam’s Equity Theory
attend to both element ◼ Employees are motivated by the
degree of
McClelland’s equity that they perceive in their work
Achievement Motivation situation
✓ Key concepts: comparison and
◼ Individuals have three work- perception
related needs: ◼ Comparison can be:
1. Need for achievement (job 1. Inside the organization
and career success) (e.g. salaries of
2. Need for power (control coworkers)
and influence) 2. External (e.g. wage rate of
3. Need for affiliation (warm, other laboratories)
friendly relationships)
◼ Strength of a specific motive is
directly linked to
opportunities offered by the situation.

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Skinner’s Reinforcement Theory
◼ “We tend to behave
according to the way
we are treated.”
✓ We repeat performance
for which we are
positively rewarded
✓ We avoid actions that
bring about undesirable
consequences
Application of Motivation
Theories to the Workplace
1. Leadership is the application of
motivational
principles to the workplace.
2. Important in job satisfaction (the
degree to which
employees feel their jobs meet their
needs and
wants).
3. Goal setting incorporates the
themes in motivational
proposals.
4. Consideration to material pay and
psychic pay.

WORK GROUP
A collection of individuals who share
the characteristics of
all groups and are gathered together
to perform specific
functions that benefit the whole
organization.

Work Group Functional Factors

1. Shared values of the
Relationship
members and their
between
commitment to the goals and
Maturity and
objectives of the
Motivation
work group.
Life Cycle
2. The success of the group in
of
achieving its mission.
Workers
The more successful the group,
and the more it this success is
recognized, the more it
influences and encourages
positive
emergent behavior.
3. The status of the group within
the organization, as
viewed by its member and
peers.
4. The amount and quality of
participation in the
decision-making process.

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 Work Group Dysfunctional Factors
1. Lack of self-esteem and group
esteem
2. Failure in reaching goals
3. Poor physical working conditions
4. Dictatorial management styles
5. Members with divergent and
conflicting social norms
6. Personal inequalities in social
and organizational
status
7. Friendship and informal group
clashes
8. Disagreement to the goals of the
group and with how
things are done
9. Difficulty in relationships with
other groups and
organizational competition for
limited resources.
Group Building and Teamwork
◼ Teamwork
✓ Team spirit or esprit de corps
✓ Focusing of the group’s united and
shared energy on a common goal
✓ Arises from good management and
Leadership
Group Building and Teamwork
Main Features of Team Building
1. Making sure that each member
understands
his/her duties and role in
accomplishing the goals of the
group.
2. Reducing and eliminating any
conflict between
members over issues of personal
worth, jealousy, or status within
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the group.
3. Enhancing interpersonal relations
through recognition
of the contribution of each member
and encouraging the sense
of belonging so important in satisfying
the social needs of the
individual.
4. Boosting the identity of the group
as a unified body by
heightening the attractiveness of
association through programs
that advance the problem solving
skills of the group as a whole,
promote participation in decision
making, and support personal
growth
Leadership Strategies
◼ Leaders have tow responsibilities:
production (tasks) and people.
◼ Leaders should develop among
the staff a spirit of trust and
confidence in their ability to do the
jobs assigned
Intergroup Management
◼ Techniques:
1. Integrate services that are highly
dependent and must be closely
coordinated.
2. Obtain mutual input and
approval
from a family of groups that require
close coordination.
3. Designate someone to
coordinate
common concerns between
several
groups.
4. Develop interdisciplinary’ teams
responsible for resolving continuing
problems
The group must comprehend that it
is a part of a larger organization.
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