U7.1: Personnel Management (Functions, Processes, Orientation, Evaluation) Flashcards
1
Q
concerned with the engagement
A
Personnel Management/ Personnel Administration
2
Q
Personnel Administration
A
Personnel Management
3
Q
optimum efficiency of human resources
A
Personnel Management/ Personnel Administration
4
Q
effective utilization of manpower
A
Personnel Management/ Personnel Administration
5
Q
consists of series of activities
a. personnel program
b. personnel policies
A
a. personnel program
6
Q
purpose of realizing objectives of the organization
a. personnel program
b. personnel policies
A
a. personnel program
7
Q
personnel policies of the laboratory
a. personnel program
b. personnel policies
A
a. personnel program
8
Q
pre-determined selected course
established as a guide towards accepted goals and objectives (Dale Yoder)
a. personnel program
b. personnel policies
A
b. personnel policies
9
Q
the statement of intention
a. personnel program
b. personnel policies
A
b. personnel policies
10
Q
commits the laboratory manager
a. personnel program
b. personnel policies
A
b. personnel policies
11
Q
general course of action
a. personnel program
b. personnel policies
A
b. personnel policies
12
Q
to accomplish a specific purpose
a. personnel program
b. personnel policies
A
b. personnel policies
13
Q
employment
a. personnel program
b. personnel policies
A
a. personnel program
14
Q
safety
a. personnel program
b. personnel policies
A
a. personnel program
15
Q
employee relations
a. personnel program
b. personnel policies
A
a. personnel program
16
Q
research and standards
a. personnel program
b. personnel policies
A
a. personnel program
17
Q
employee services
a. personnel program
b. personnel policies
A
a. personnel program
18
Q
recruitment, selection, & planning
a. personnel program
b. personnel policies
A
b. personnel policies
19
Q
employee induction & training
a. personnel program
b. personnel policies
A
b. personnel policies
20
Q
employee rating & promotion
a. personnel program
b. personnel policies
A
b. personnel policies
21
Q
salary and wage administration
a. personnel program
b. personnel policies
A
b. personnel policies
22
Q
disciplining, handling conflicts
a. personnel program
b. personnel policies
A
b. personnel policies
23
Q
transfer, downgrading
a. personnel program
b. personnel policies
A
b. personnel policies
24
Q
changes in job specifications
a. personnel program
b. personnel policies
A
b. personnel policies
25
services for employees
a. personnel program
b. personnel policies
b. personnel policies
26
employees integration
a. personnel program
b. personnel policies
b. personnel policies
27
Functions of Personnel Manager:
Create recruitment strategies (Internal/External)
a. recruitment, selection, and employment
b. orientation of new staff
c. employees integration
d. services for employees
a. recruitment, selection, and employment
28
Functions of Personnel Manager:
Screen and interview job applicants
a. recruitment, selection, and employment
b. orientation of new staff
c. employees integration
d. services for employees
a. recruitment, selection, and employment
29
Functions of Personnel Manager:
Administer employment tests to job applicants
a. recruitment, selection, and employment
b. orientation of new staff
c. employees integration
d. services for employees
a. recruitment, selection, and employment
30
Functions of Personnel Manager:
Selection and hiring
a. recruitment, selection, and employment
b. orientation of new staff
c. employees integration
d. services for employees
a. recruitment, selection, and employment
31
Functions of Personnel Manager:
Indoctrinate new employees on laboratory history, objectives, policies and rules
a. recruitment, selection, and employment
b. orientation of new staff
c. employees integration
d. services for employees
b. orientation of new staff
32
Functions of Personnel Manager:
Introduce the new employees to his supervisor, the officers of the organization, his associates and subordinates
a. employee rating and promotion
b. orientation of new staff
c. wage and salary administration
d. services for employees
b. orientation of new staff
33
Functions of Personnel Manager:
201Files (Personal, Memos, etc.)
a. employee rating and promotion
b. services for employees
c. employees integration
d. keep employee records
d. keep employee records
34
Functions of Personnel Manager:
Training Certificates/ CPDrecords/ Certifications
a. employee rating and promotion
b. professional growth and development
c. employees integration
d. keep employee records
d. keep employee records
35
Functions of Personnel Manager:
Ensure updated licenses/ professional registrations
a. employee rating and promotion
b. professional growth and development
c. employees integration
d. keep employee records
d. keep employee records
36
Functions of Personnel Manager:
Spearhead Annual Performance Evaluation
a. employee rating and promotion
b. professional growth and development
c. employees integration
d. keep employee records
a. employee rating and promotion
37
Functions of Personnel Manager:
Oversee Job Evaluation and Appraisal
a. employee rating and promotion
b. professional growth and development
c. employees integration
d. keep employee records
a. employee rating and promotion
38
Functions of Personnel Manager:
Training Needs Assessments
a. employee rating and promotion
b. professional growth and development
c. employees integration
d. keep employee records
b. professional growth and development
39
Functions of Personnel Manager:
Provide Soft Skills training (TimeManagement, Professional Image, Service Architecture Trainings)
a. employee rating and promotion
b. professional growth and development
c. employees integration
d. keep employee records
b. professional growth and development
40
Functions of Personnel Manager:
Assist in transferring, promoting, demoting, discharging, or retiring employees
a. professional growth and development
b. services for employees
c. employees integration
d. corrective action/ employee discipline
d. corrective action/ employee discipline
41
Functions of Personnel Manager:
Handle complaints: grievances and disciplinary action cases
a. professional growth and development
b. services for employees
c. employees integration
d. corrective action/ employee discipline
d. corrective action/ employee discipline
42
Functions of Personnel Manager:
Motivate employees to do better.
a. professional growth and development
b. services for employees
c. employees integration
d. corrective action/ employee discipline
d. corrective action/ employee discipline
43
Functions of Personnel Manager:
Negotiate with the labor unions or union officials
a. professional growth and development
b. services for employees
c. employees integration
d. corrective action/ employee discipline
c. employees integration
44
Functions of Personnel Manager:
Townhall Meetings
a. professional growth and development
b. services for employees
c. employees integration
d. corrective action/ employee discipline
c. employees integration
45
Functions of Personnel Manager:
Provide personnel services, medical, social, and recreational (FamilyDay, Sportsfest, Teambuilding Activities)
a. professional growth and development
b. services for employees
c. employees integration
d. corrective action/ employee discipline
b. services for employees
46
Sources of Labor:
refer to the employees actively working in the laboratory
a. internal sources
b. external sources
a. internal sources
47
Sources of Labor:
include persons who apply in person, who answer advertisement and who are recommended by schools
a. internal sources
b. external sources
b. external sources
48
Process of Personnel Selection:
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. reception of applications/applicants either in person or in writing
b. screening
c. employment tests
d. reference checks
b. screening
49
Process of Personnel Selection (Interview):
Applicant is interviewed by?
Personnel Manager, Immediate
Supervisor, and/or Chief Medical Technologists/ Lab Manager
50
Process of Personnel Selection (Types of Interview):
structured
a. planned and patterned
b. non-directive
c. depth interview
d. group interview
a. planned and patterned
51
Process of Personnel Selection (Types of Interview):
unstructured
a. planned and patterned
b. non-directive
c. depth interview
d. group interview
b. non-directive
52
Process of Personnel Selection (Types of Interview):
stress
a. planned and patterned
b. non-directive
c. depth interview
d. group interview
c. depth interview
53
Process of Personnel Selection (Types of Interview):
panel
a. planned and patterned
b. non-directive
c. depth interview
d. group interview
d. group interview
54
Process of Personnel Selection:
General/Performance Tests, Aptitude Tests, Personal Interests tests, Psychological Tests
a. reception of applications/applicants either in person or in writing
b. screening
c. employment tests
d. reference checks
c. employment tests
55
Process of Personnel Selection:
Who will set a criteria for selection?
Interviewers/ Direct Managers
56
Process of Personnel Selection:
Match applicants with the criteria (By process of elimination/comparison, or by ranking/ prioritizing)
a. reception of applications
b. screening
c. selection
d. job offer/ hiring
c. selection
57
Process of Personnel Selection:
medical examination/ contract signing
a. reception of applications
b. screening
c. selection
d. job offer/ hiring
d. job offer/ hiring
58
T/F:
Job applicants who fall short of the required qualifications for the job in question or who are all rejected.
F;
may be rejected or overqualified
59
T/F:
Pre-employment interview by the manager is necessary in order to increase the accuracy of prediction on the applicant.
T
60
T/F:
The interview questions should be well thought in advance and should be in areas of interest as personal, history, education background, volunteer activities, work experience, aspirations and objectives, self-assessment and strength and weakness.
T
61
Interview Basics:
Setting the stage in advance so the interview will be in control and not be interrupted by other visitors.
a. prepare
b. establish rapport
c. respect individuality
d. obtain information
e. listen
f. close the interview
a. prepare
62
Interview Basics:
Asking general questions to set the applicant at ease
a. prepare
b. establish rapport
c. respect individuality
d. obtain information
e. listen
f. close the interview
b. establish rapport
63
Interview Basics:
Do not discriminate.
a. prepare
b. establish rapport
c. respect individuality
d. obtain information
e. listen
f. close the interview
c. respect individuality
64
Interview Basics:
to make a decision about employment
a. prepare
b. establish rapport
c. respect individuality
d. obtain information
e. listen
f. close the interview
d. obtain information
(as much info as you can)
65
Interview Basics:
assures understanding, demonstrates interest and clarifies intent
a. prepare
b. establish rapport
c. respect individuality
d. obtain information
e. listen
f. close the interview
e. listen
66
Interview Basics:
by giving the applicant the chance to ask questions they may have
a. prepare
b. establish rapport
c. respect individuality
d. obtain information
e. listen
f. close the interview
f. close the interview
67
T/F:
In interviews, there is a final caution “do not jump into conclusion”.
T
68
T/F:
There are three things about impressions: sometimes close to truth, sometimes dangerous and always based on limited information.
T
69
T/F:
Pointers in Personnel Selection:
An applicant who has held 1 to 2 jobs within the past 5 years is a high risk. Chances are this person is a job hopper.
F;
3-4 jobs in the past 5 years
70
T/F:
Pointers in Personnel Selection:
Recent emotional crises in an individual may lead to emotional instability for a period of time.
T
71
T/F:
Pointers in Personnel Selection:
If the writing is sloppy, it may indicate a generally careful attitude.
F;
careless attitude
72
T/F:
Pointers in Personnel Selection:
Unanswered items in the application form indicate forgetfulness or evasiveness.
T
73
T/F:
Pointers in Personnel Selection:
Over-qualification is better than under-qualification.
F;
as bad as under-qualification
74
T/F:
Pointers in Personnel Selection:
Check if the reference is a close friend or relative of the applicant.
T
75
T/F:
Pointers in Personnel Selection:
If the medical history is lengthy or ambiguous, there is a good chance that the applicant is healthy.
F;
either in poor health or somewhat neurotic
76
T/F:
Pointers in Personnel Selection:
Hiring relatives or close personal friends must be encouraged.
F;
discouraged
77
T/F:
Pointers in Personnel Selection:
If other things are equal, hire people you instinctively like.
T
78
T/F:
Pointers in Personnel Selection:
Generally, the person who works for financial reasons is likely to be a more stable employee than the person who is economically independent.
T
79
the introduction of the employee to this new environment
a. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation
d. personnel orientation
80
T/F:
Personnel orientation must include briefing of the history, objectives, policies, rules and regulations of the laboratory, and description of his duties and responsibilities.
T
81
T/F:
Personnel orientation must include introduction to his associates and subordinates and to laboratory facilities and services.
T
82
T/F:
Personnel orientation must include briefing on mechanism of setting problems, briefing on opportunities for education, and briefing on policies.
T
83
T/F:
Personnel orientation includes briefing and introduction, which excludes the try-out of the employee’s new job.
F;
includes try-out
84
T/F:
Personnel orientation must include another meeting between the new employee and the personnel manager before dismissal from work for the day.
T
85
Personnel Orientation:
It is a good policy to have a period of probation-usually about ___ months.
3
86
consists of periodic written reports on employees’ performance
a. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation
b. personnel evaluation
87
necessary because it provides a basis for counseling interview with the employee
a. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation
b. personnel evaluation
88
necessary because it provides a resource document for appraisal for promotion, transfer, separation, and references
a. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation
b. personnel evaluation
89
necessary because it is a way to summarize day-to-day and week-to-week evaluation
a. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation
b. personnel evaluation
90
Personnel Evaluation:
4 most frequently measured attributes
quantity of work
personal relations
work habits
quality of work
91
Personnel Evaluation:
Rating scales from 1 to 5
outstanding
above average
below average
unsatisfactory
92
Personnel Evaluation:
How often must each employee be evaluated?
at regular interval: twice a year
93
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. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation
c. promotion
94
T/F:
Employees should even be promoted solely on the basis of seniority.
F;
Seniority is a factor only when there is more than one candidate of equal capabilities
95
Requires documented facts sufficient to support the contemplated action
a. discipline and dismissals (discharging)
b. personnel evaluation
c. promotion
d. personnel orientation
a. discipline and dismissals (discharging)
96
T/F:
Discipline and Dismissals:
document should include high performances or proper conduct
F;
poor performances. misconduct
97
T/F:
Discipline and Dismissals:
document should include circumstances surrounding performances or misconduct (dates, times, places and names and titles, whether the employee knew what he was supposed to do; when and how bad he had been told).
T
98
T/F:
Discipline and Dismissals:
document should include prior misconduct, if there is any.
T
99
T/F:
Discipline and Dismissals:
document should include evidence of warning that the misconduct should not be repeated or that the poor performance could not continue
T
100
T/F:
Discipline and Dismissals:
document should include records where definite time limit was set for improvement and follow-up
T
101
T/F:
Discipline and Dismissals:
Don’t neglect the employees’ side of the story. Consider all the facts before taking disciplinary action, especially if the action is to be contested by the union, in the courts or before civil rights agencies.
T
102
T/F:
Discipline and Dismissals:
When an employee becomes an asset, rather than a liability, he should be dismissed.
F;
When an employee becomes a liability, rather than an asset, he should be dismissed.
