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management > Man: Test 3 recruitment and socialization Ch 15, 16 > Flashcards

Man: Test 3 recruitment and socialization Ch 15, 16 Flashcards

1
Q

•Predict staffing needs to avoid staffing crisis
•Recruit the right members for the team-Diversity of hires/ talent
•Time to orient a new hire
•Economy improves , shortages occur=cutbacks
-the third phase of management process - Planning and organizing first 2

A
  1. Staffing-Management
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2
Q

= Recession

- Economy=Put off retirement (Nursing employment bubble – but all bubbles burst), Increase 	employment to full, haven’t been working will come back 
- Good= shortage of nurses
- Seeking experienced nurses bc less orientation
- bigger majority of women often work more part time bc of children or not primary bread 	winner
- greater need for nurses currently bc change increase of elderly, shift to outpatient, change 	of type of nurses
A
  1. Nursing Shortage
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3
Q
  • job duties, what do I need for that, responsibilities, skill set, work enviro
A

Job analysis

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4
Q

recruitment= Attracting applicants for the existing positions, words ppl know

A

Position posting

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5
Q
  • market so people want to come
    • Creative/Innovative Ideas
    •4 ps
A

Advertise

  • Product
  • Price
  • Place-
  • Promotion-
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6
Q

-To determine if applicant has the qualifications for the job, who does manager, nurse recruiter, pcc (1st contact is phone=stop what doing pay attention, speak to point don’t ramble, interested in job)

A

Screening

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7
Q
  • Education, how much
    • Licensure status
    • Experience, what kind
    • Application, in order, sloppy
    • References, who you put down
A

Screening

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8
Q
  • First impressions=decide 1st few min, major defect or problem
A

Limitations of interviews

Bias

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9
Q
  • Better if structured and same format=higher value, sheet of paper, list of questions=all same, what you say to people, consistency/ I interviewed then someone else did both would have same result rate same way
A

Limitations of interviews

Inter-rater reliability

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10
Q

Measures potential for productivity, want high, more structured=prep before and plan on how to interview, standard set of questions= so compare applicants/ measures fit for that person in the organization

A

Limitations of interviews

Validity

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11
Q
    • structure, format
    • ppl to fall back on, other ppl to talk about, help with judging (edu, pcc, staff), worry about being bias (trained)= make best first impression
  3. of interview questions
    • how do they critically think, what they would do, decision making, prioritize/ handle conflict= assertively take care, involve charge nurse
    • just in case bad day, judge better
    • on how to ask right questions, questions you can ask
A

Overcoming Limitations (as manager)

  1. Prepare-
  2. Team approach-
  3. Structure
  4. Scenarios-
  5. Multiple interviews-
  6. Training-
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12
Q
  • whole team, let them introduce self
A

Interview Process

1. Introduction

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13
Q
  • Job Analysis
  • Position Posting
  • Advertising
  • Screening
  • Interviewing
  • Selecting
  • Orienting
  • Counseling/ Coaching
  • Performance Evaluation
  • Staff Development
A

RECRUITMENT/SELECTION

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14
Q
  • Introduction
  • Description of position
  • Clarify information on application
  • Qualifications
  • Structured interview questions
  • Procedures for hiring
  • Termination of interview
A

INTERVIEW PROCESS

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15
Q
    • what it is like, what it entails
    • out of date
    • do they have
  4. Structured interview questions
A

Interview process

  1. Description of position
  2. Clarify information on application
  3. Qualifications
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16
Q
    • let them know what is going on, take a couple of weeks, this many applicants, don’t leave hanging
A

interview process

Procedures for hiring

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17
Q
    • plenty of time, give person time to ask if they have questions for us
A

interview process

Termination of interview

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18
Q
    • time with team to look over and discuss, good fit for team, you can write notes to remember but not whole time
A

interview process

Evaluation of the interview

19
Q 
o	Age
o	Marital status
o	Children
o	Race
o	Sexual preferences
o	Financial or credit status
o	National origin
o	Religion
A

Unacceptable interview questions

20
Q
  • Prepare in advance=Know philosophy, Be early, read about hospital
  • Practice responses: posture, gesture, body mov
  • Be attentive, look at interviews, listen, eye contact
  • Ask appropriate questions – never ask money, how are schedules made
  • Answer confidently and honestly, don’t lie
  • Send a brief thank-you, email
A

Tips for the Interviewee

21
Q
  • mature self-directed who learn from life experiences and are focused toward solving problems, need to know why they need to learn before willing
A

Adult Learning Theory

22
Q

Char: internally motivated experience valued and varied, task or problem centered, self-directed, choices

A

Adult Learning Theory

23
Q

Enviro- relaxed, informal, collaboration encourage, set goals, decisions made by teacher and student, process activities and inquire about projects, teach self-peer evaluation

A

Adult Learning Theory

24
Q

Obstacles- intuitional barriers, time, self-confidence, situational obstacles, family reaction

A

Adult Learning Theory

25
Q
  • learn from interactions of others, behavioral based, observe and reinforced by own behavior, established by feedback
A

Social Learning Theory

26
Q 
Anticipated reinforcement
                  ↓
 Select and observe a model 
                ↓
Retention  /  Cognitive learning
                 ↓
 Behavior reproduced
                   ↓
 Reinforcement of behavior
                    ↓
      New behavior
                    ↓
Behavior internalized
A

Social Learning Theory

27
Q
  • maturational and experiential factors in the learners background (foundation) that influence learning, not same as motivation to learn
  • no PICC class till you have IV skill
A

Readiness to learn

28
Q
  • do we need to provide info in advance about benefit of learning they are likely to be motivated to attend training sessions and learn, feeling important, or benefit
A

Motivation to learn

29
Q
  • new learning to work setting, similarity between training context and job, Adequate practice, overlearning is recommended, training variety of different situation so knowledge is generalized, important steps should be identified Ex: sim lab, capstone, clinical
A

Transfer of learning

30
Q
  • effective strategies chance for repeated rehearsal, group items to be learned=cluster, material presented well organized manner
A

Span of memory

31
Q

oThe process of learning and understanding how to use the skills learned in school, new person to unit feel comfortable how they fit as well, mentors in place

A

Socialization

32
Q

oThe process of learning new values, skills, attitudes, and social rules as a result of changes in the type of work, every time you have a job change, different skills and undertake new roles

A

Resocialization

33
Q
  • unusually effective in social role serves as model, experienced competent employees, more models greater possibility for new nurse to perform well, look to inspiration watch but not close to Ex: Payton Manning, Martin Luther King, Leader
A

Role Models

34
Q

 Active and purposeful, assigned through orientation
 An experienced nurse who provides emotional support
 Strong clinical skill role model, explain things well, quiz
 Close supervision- but not towering over, patience
 Nonjudgmental, friendly, stop if not doing correctly but nicely

A

Preceptors

35
Q
  • can’t be assigned organization can encourage experienced, voluntary, temporary, oriented towards personal growth, mutually beneficial, feedback
A

Mentors

36
Q

listen to grad and help dev appropriate coping behaviors have balanced life, work enviro zero tolerance for disrespect, after orientation when start on own= prevent with preceptor mentor, never really been on your own, so much to learn, heavy pt load

A

New Graduate

◦ Role Overload (Reality Shock)

37
Q

: one person helping the other to reach an optimum level of performance

  • One of the most important tools for empowering subordinates, changing behaviors, and developing a cohesive team
  • One of the most difficult for a manager to master
A

Coaching

38
Q

A. : effective as a teaching tool, for assisting with socialization, and for dealing with short term problems

A

Short term coaching

39
Q

B. : a tool for career management and in dealing with disciplinary problems

A

Long term coaching

40
Q
  • Watch signs for as manager, seem stressed, ask how they are feeling, how can we help you / don’t except enviro not supported need to go to someone to talk about charge, manager
A

Role Overload (Reality Shock)

41
Q
  • = quality care, good service
  • -what get paid for position (competitive insurance, pay, sign on bonus)
    • where it is, what can we market to sell it, easier for florida =beach, mountains/ parking for regional= how well lit, don’t pay, safe/ appearance how beautiful, enviro
  • -way you market=ways heard about: internet, facebook, job fairs, flyers, back of journals for higher positions, contact schools, Word of mouth, talk to ppl, why there is a bad apple=don’t want to work there
A
  • Product
  • Price
  • Place-
  • Promotion-
42
Q
  • manager/ one person does interview, if I was to interview person twice I would come to the same outcome each time
A

Limitations of interviews

Intra-rater reliability

42
Q
  • carried out in edu setting help prepare new nurses for their professional role, try to prepare for transition, before you get there, transfer well to real life, be able to help support for lacking Ex: in school
A
  1. anticipatory socialization

management (14 decks)

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