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LabMan > (2) Lesson 7: Personnel Management > Flashcards

(2) Lesson 7: Personnel Management Flashcards

1
Q

concerned with the engagement

A

Personnel Management

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1
Q

effective utilization of manpower

A

Personnel management

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2
Q

optimum efficiency of human resources

A

Personnel management

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3
Q

consists of series of activities

A

Personnel program

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4
Q

personnel policies of the laboratory

A

Personnel program

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5
Q

purpose of realizing objectives of the organization

A

Personnel program

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6
Q

___ is a pre-determined selected course established as a guide towards accepted goals and objectives; according to ___

A

Personnel policies
Dale Yoder

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7
Q

the statement of intention

A

Personnel policies

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8
Q

commits the laboratory manager

A

Personnel policies

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9
Q

general course of action

A

Personnel policies

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10
Q

to accomplish a specific purpose

A

Personnel policies

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11
Q

Functions of personnel manager:

  • Create recruitment strategies (Internal/External)
  • Screen and interview job applicants
  • Administer employment tests to job applicants
  • Selection and Hiring
A

Recruitment, selection, employment

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12
Q

Functions of personnel manager:

  • Indoctrinate new employees on laboratory history, objectives, policies and rules
  • Introduce the new employees to his supervisor, the officers of the organization, his associates and subordinates
A

Orientation of new staff

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13
Q

Functions of personnel manager:

Establish Total Compensation Package (Competitive Salary, benefits, incentives)

A

Wage and salary administration

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14
Q

Functions of personnel manager:

  • 201 Files (Personal, Memos, etc.)
  • Training Certificates/ CPD records/Certifications
  • Ensure updated licenses/ professional registrations
A

Keep employee records

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15
Q

Functions of personnel manager:

  • Spearhead Annual Performance Evaluation
  • Oversee Job Evaluation and Appraisal
A

Employee rating and promotion

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16
Q

Functions of personnel manager:

  • Training Needs Assessments
  • Provide Soft Skills training (Time Management, Professional Image, Service Architecture Trainings)
A

Professional growth and development

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17
Q

Functions of personnel manager:

  • Assist in transferring, promoting, demoting, discharging, or retiring employees.
  • Handle complaints: grievances and disciplinary action cases.
  • Motivate employees to do better
A

Corrective action/employee discipline

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18
Q

Functions of personnel manager:

  • Negotiate with the labor unions or union officials
  • Townhall Meetings
A

Employees integration

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19
Q

Functions of personnel manager:

Provide personnel services, medical, social, and recreational. (Family Day, Sportsfest, Teambuilding Activities)

A

Services for employees

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20
Q

Source of labor:

refer to the employees actively working in the laboratory

A

Internal sources

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21
Q

Source of labor:

include persons who apply in person, who answer advertisement and who are recommended by schools

A

External sources

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22
Q

necessary in order to increase the accuracy of prediction on the applicant

A

Pre-employment interview

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23
Q

the introduction of the employee to this new environment

A

Personnel orientation

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24
Q

consists of periodic written reports on employees’ performance

A

Personnel evaluation

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25
Q

The most frequently measured attributes are quantity of work (___), judgment, knowledge, adaptability, initiative, personal relations (___), work habits (attendance, compliance with rules and regulations, orderliness), communication (___ __ ___ expression), creativity, quality of work and other factors.

A

productivity
interaction with others
oral or written

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26
Q

the advancement of an employee to better job in terms of greater responsibility, more prestige, or “status”, greater skill, and especially increase rate of pay or salary

A

Promotion

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26
Q

___ is a factor only when there is more than one candidate of equal capabilities

A

Seniority

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27
Q

Requires documented facts sufficient to support the contemplated action

A

Discipline and dismissal (discharging)

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28
Q

T/F: when an employee becomes a liability, rather than an asset, he should be dismissed

A

T

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29
Q

Provides a ready references to an employee, job description, education, experience, qualifications, length of employment, job references, written reprimands, comments and personal list

A

Personnel record

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30
Q

___ should be centralized with accessibility limits to appropriate supervisor and employee in order to maintain confidentiality of information.

A

Records

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31
Q

Medical laboratories should maintain ___ that contain information integral to their laboratory-related work

A

employee records

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32
Q

The personnel file should be kept in a secure site to protect confidentiality

A

Storage/filing

33
Q

a process to provide and develop knowledge, skills, and behaviors to meet requirements

A

Training

34
Q

an educational program that brings employees up- to-date in a particular area of knowledge or skills

A

Continuing education

35
Q

When organizing internal continuing education programs, local resources available from the health care community should be considered

A

Local resources

36
Q

External continuing education programs can also be presented by topic experts

A

External resources

37
Q

Conflict Mediation Techniques:

The mediator must therefore guide both parties into perceiving their disagreement as the problem rather than each other

A

Phase 1: clarifying the problem

38
Q

Conflict Mediation Techniques:

The mediator must ask both parties exactly what they want from one another. By writing down the wants of both sides, the mediator shows that they have been heard

A

Phase 2: Finding out what each side wants from the other

39
Q

Conflict Mediation Techniques:

The supervisor asks each party what items on the list of wants they can agree upon

A

Phase 3: Reaching an agreement

40
Q

a general term applying to drives, desires, needs and wishes of an individual in order to perform

A

Motivation

41
Q

involves a chain reaction starting out with felt needs, resulting in wants or goals sought which gives rise to tensions (that is unfulfilled desires), then causing action toward achieving goals and finally satisfying wants

A

Motivation

42
Q

Job enlargement/Job enrichment:

Is the process of increasing job scope

A

Job enlargement

43
Q

Job enlargement/Job enrichment:

a system of job rotation may be initiated, so that workers move from one job to a completely different one

A

Job enlargement

44
Q

Job enlargement/Job enrichment:

the process of increasing job depth

A

Job enrichment

45
Q

Job enlargement/Job enrichment:

Individual employees maybe given responsibility for setting their own work space, for correcting their own errors, and/or for deciding on the best way to perform in a particular task

A

Job enrichment

46
Q

Employees should have a periodic formal appraisal of their overall performance

A

Job performance appraisal

47
Q

Filling out the information sheet or the application blanks or sending the information sheets or application blanks by mail and returning the same to the laboratory

A

Screening

48
Q

In the selection process, ___/___ will set a criteria for selection

A

Interviewers/ Direct managers

49
Q

Job offer/ Hiring consists of ___ and ___

A

Medical examination
Contract signing

50
Q

T/F: job applicants who fall short of the required qualifications for the job in question or who may be overqualified may be rejected

A

T

51
Q

Basics in the interview

A

Prepare
Establish rapport
Respect individuality
Obtain as much information as you can
Listen
Close the interview

52
Q

Process in the interview:

Set the stage in advance so the interview will be in control and not be interrupted by other visitors

A

Prepare

53
Q

Process in the interview:

Asking general questions to set the applicant at ease

A

Establish rapport

54
Q

How to close the interview?

A

Give the applicant a chance to ask questions they may have

55
Q

The final caution in interviews

A

“Do not jump into conclusion”

56
Q

Three things about impressions

A

*Sometimes close to truth
*Sometimes dangerous
*Always based on limited information

57
Q

T/F: An applicant who has held 3-4 jobs within the past five years is not high risk

A

F

58
Q

T/F: An applicant who has held 3-4 jobs within the past five years could be a job hopper

A

T

59
Q

T/F: Emotional instability can be rooted from recent emotional crises of an individual

A

T

60
Q

If the writing of the applicant is sloppy, it may indicate a generally ___ attitude

A

Careless

61
Q

Unanswered items in the application form indicate ___ or ___

A

Forgetfulness
Evasiveness

62
Q

T/F: You may check if the reference is a close friend or relative of the applicant

A

T

63
Q

T/F: If the medical history is lengthy or ambiguous, there is a good chance that the applicant is healthy and goes to regular check up

A

F (in poor health or somewhat neurotic)

64
Q

T/F: Hiring relatives or close friends is encouraged to make the working environment more comfortable to everyone

A

F (discouraged)

65
Q

T/F: If other things are equal, hire people you instinctively like

A

T

66
Q

T/F: The person who works for financial reasons is likely to be more stable than the person who is economically independent

A

T

67
Q

It is a good policy to have a probation of usually about __ months

A

3

68
Q

Provides basis for counseling interview with the employee

A

Personnel Evaluation

69
Q

Provides a resource document for appraisal for promotion, transfer, separation, and references

A

Personnel Evaluation

70
Q

A way to summarize day-to-day and week-to-week evaluation

A

Personnel Evaluation

71
Q

Qualities considered in promotion

A

Honesty
Ambition
Initiative
Determination
Enthusiasm
Common sense
Knowledge
Originality
Understanding
Communicative ability

72
Q

Steps before dismissal

A

Awareness&raquo_space; Troubleshooting&raquo_space; Verbal Warning&raquo_space; Written warning&raquo_space; Suspension&raquo_space; Dismissal

73
Q

Where should the personnel file be kept to protect confidentiality?

A

Secure site; within the laboratory and/or the HRD

74
Q

Considerations for training or CPE

A

*Identification of training needs
*Design of training
*Provision of training
*Evaluation of training results

75
Q

Local resources for training

A

*Quality assurance committee
*Clinicians
*Nurses
*Pathologists
*Infection control personnel
*Epidemiologists/ Surveillance officers
*External assessors

76
Q

Associated with proficiency testing services, manufacturers, scientific societies, WHO, USCDCP, NGO

A

External resources

77
Q

T/F: In solving conflicts, you may nod if an employee has a logical argument about the issue

A

F (do not nod in agreement)

78
Q

According to Herzber, Job satisfaction is influenced by ___ factors, while job dissatisfaction is influenced by ___ factors

A

Motivator
Hygiene

79
Q

Two motivational theories

A

Maslow’s hierarchy of needs
Herzberg’s two-factor principles

80
Q

Performance may be affected by

A

*Distractions
*Financial problems
*Excessive workloads
*Insufficient initial orientation or training
*Resistance to change

81
Q

“We’ve always done it this way, why change” is ___

A

Resistance to change

LabMan (11 decks)

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