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Lab Man > U7.2: Personnel Management (Record > Flashcards

U7.2: Personnel Management (Record Flashcards

1
Q

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

a. personnel programs
b. personnel policies
c. personnel documents
d. personnel records

A

d. personnel records

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2
Q

T/F:
The personnel file should be kept in a secure site to protect confidentiality.

A

T

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3
Q

Where should the personnel files be kept?

A

within the laboratory, and/or the HRD

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4
Q

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

a. training
b. continuing education

A

a. training

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5
Q

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

a. training
b. continuing education

A

b. continuing education

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6
Q

Odd one out:
Reasons for Training and Continuing Education

a. achieve quality practices in the laboratory and produce accurate, reliable and timely test results
b. help staff achieve personal career goals
c. encourage competition among staff members or personnel
d. improve the organization’s capabilities and achievement of quality objectives.

A

c. encourage competition among staff members or personnel

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7
Q

Odd one out:
Consideration for Training or CPE

a. assessment of trainees
b. identification of training needs
c. design of training
d. provision of training
e. evaluation of training results.

A

a. assessment of trainees

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8
Q

Resources of training:
When organizing internal continuing education programs, these resources available from the health care community should be considered

a. local resources
b. external resources

A

a. local resources

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9
Q

Resources of training:
External continuing education programs can also be presented by topic experts

a. local resources
b. external resources

A

b. external resources

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10
Q

Resources of training:
quality assurance committee

a. local resources
b. external resources

A

a. local resources

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11
Q

Resources of training:
clinicians, nurses, pathologists

a. local resources
b. external resources

A

a. local resources

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12
Q

Resources of training:
infection control personnel

a. local resources
b. external resources

A

a. local resources

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13
Q

Resources of training:
epidemiologists or surveillance officers

a. local resources
b. external resources

A

a. local resources

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14
Q

Resources of training:
external assessors

a. local resources
b. external resources

A

a. local resources

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15
Q

Resources of training:
proficiency testing services

a. local resources
b. external resources

A

b. external resources

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16
Q

Resources of training:
manufacturers

a. local resources
b. external resources

A

b. external resources

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17
Q

Resources of training:
scientific societies

a. local resources
b. external resources

A

b. external resources

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18
Q

Resources of training:
World Health Organization

a. local resources
b. external resources

A

b. external resources

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19
Q

Resources of training:
United States Centers for Disease Control and Prevention

a. local resources
b. external resources

A

b. external resources

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20
Q

Resources of training:
nongovernmental organizations

a. local resources
b. external resources

A

b. external resources

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21
Q

T/F:
Employees conflict warning signs:
Discussions between two people that flare up into arguments

A

T

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22
Q

T/F:
Employees conflict warning signs:
Open backbiting remarks by one about the other

A

T

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23
Q

T/F:
Employees conflict warning signs:
Praises from one about the other.

A

F;
Complaints

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24
Q

T/F:
Employees conflict warning signs:
Direct contact between two people.

A

F;
no direct contact

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25
Q

T/F:
Employees conflict warning signs:
They take pains to exchange information thru co-workers.

A

T

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26
Q

T/F:
Employees conflict warning signs:
A request for transfer

A

T

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27
Q

T/F:
Employees conflict warning signs:
Other employees talking about the feud.

A

T

28
Q

T/F:
Employees conflict warning signs:
Decreased absenteeism for no apparent reason

A

F;
increased absenteeism

29
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
b. Phase 2: Finding out what each side wants from the other
c. Phase 3: Reaching an agreement

A

a. Phase 1: Clarifying the problem

30
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 1: Clarifying the problem
b. Phase 2: Finding out what each side wants from the other
c. Phase 3: Reaching an agreement

A

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

31
Q

Conflict Mediation Techniques:
The supervisor asks each party what items on the list of wants they can agree upon.

a. Phase 1: Clarifying the problem
b. Phase 2: Finding out what each side wants from the other
c. Phase 3: Reaching an agreement

A

c. Phase 3: Reaching an agreement

32
Q

T/F:
Pointers in solving conflicts:
Do not affix blame on another.

A

T

33
Q

T/F:
Pointers in solving conflicts:
Do not threaten to fire anyone.

A

T

34
Q

T/F:
Pointers in solving conflicts:
Jump in and suggest solutions before you’ve gathered all the pertinent information.

A

F;
Do not jump in and suggest solutions before you’ve gathered all the pertinent information.

35
Q

T/F:
Pointers in solving conflicts:
Nod in agreement as an employee explain his side of the conflict.

A

F;
Do not nod in agreement as an employee explain his side of the conflict.

36
Q

T/F:
Pointers in solving conflicts:
Do not rush the process. It may take several meetings to reach an agreement that is satisfactory to both sides.

A

T

37
Q

Odd one out:
Basic standpoints for reviewing salary structure

a. Requirements of laws and regulations
b. Correlation between salaries in the lab and those in other competing organization
c. Relationship among salary levels
d. External pay structure
e. General salary distribution
f. Financial conditions of the organization

A

d. External pay structure

38
Q

T/F:
The non-monetary compensation should be included. Such benefits like retirement plans, insurance, annual and sick leaves and free or discounted services play an important part in the total compensation plan.

A

T

39
Q

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

A

motivation

40
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

41
Q

Maslow’s Hierarchy of Needs:
desire to become the most that one can be

a. self-actualization
b. esteem
c. love and belonging
d. safety needs
e. physiological needs

A

a. self-actualization

42
Q

Maslow’s Hierarchy of Needs:
respect, self-esteem, status, recognition, strength, freedom

a. self-actualization
b. esteem
c. love and belonging
d. safety needs
e. physiological needs

A

b. esteem

43
Q

Maslow’s Hierarchy of Needs:
friendship, intimacy, family, sense of connection

a. self-actualization
b. esteem
c. love and belonging
d. safety needs
e. physiological needs

A

c. love and belonging

44
Q

Maslow’s Hierarchy of Needs:
personal security, employment, resources, health, property

a. self-actualization
b. esteem
c. love and belonging
d. safety needs
e. physiological needs

A

d. safety needs

45
Q

Maslow’s Hierarchy of Needs:
air, water, food, shelter, clothing, reproduction

a. self-actualization
b. esteem
c. love and belonging
d. safety needs
e. physiological needs

A

e. physiological needs

46
Q

Hezberg’s Two-Factor Principle:
influenced by motivator factors

a. job satisfaction
b. job dissatisfaction

A

a. job satisfaction

47
Q

Hezberg’s Two-Factor Principle:
influenced by hygiene factors

a. job satisfaction
b. job dissatisfaction

A

b. job dissatisfaction

48
Q

Hezberg’s Two-Factor Principle:
Improving the motivator factors increases _________.

a. job satisfaction
b. job dissatisfaction

A

a. job satisfaction

49
Q

Hezberg’s Two-Factor Principle:
Improving the hygiene factors decreases _________.

a. job satisfaction
b. job dissatisfaction

A

b. job dissatisfaction

50
Q

Hezberg’s Two-Factor Principle:
achievement (completing an important task successfully)

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

a. job satisfaction (intrinsic motivation Factors)

51
Q

Hezberg’s Two-Factor Principle:
recognition (being single or out of praise)

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

a. job satisfaction (intrinsic motivation Factors)

52
Q

Hezberg’s Two-Factor Principle:
responsibility for one’s own or other’s work

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

a. job satisfaction (intrinsic motivation Factors)

53
Q

Hezberg’s Two-Factor Principle:
the work itself

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

a. job satisfaction (intrinsic motivation Factors)

54
Q

Hezberg’s Two-Factor Principle:
advancement (changing status through promotion)

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

a. job satisfaction (intrinsic motivation Factors)

55
Q

Hezberg’s Two-Factor Principle:
personal growth

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

a. job satisfaction (intrinsic motivation Factors)

56
Q

Hezberg’s Two-Factor Principle:
Working condition or physical surrounding

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

b. job dissatisfaction (extrinsic factors/ hygiene factors)

57
Q

Hezberg’s Two-Factor Principle:
Job security

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

b. job dissatisfaction (extrinsic factors/ hygiene factors)

58
Q

Hezberg’s Two-Factor Principle:
human or coworker relations

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

b. job dissatisfaction (extrinsic factors/ hygiene factors)

59
Q

Hezberg’s Two-Factor Principle:
Organization policy and administration (policies and rules)

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

b. job dissatisfaction (extrinsic factors/ hygiene factors)

60
Q

Hezberg’s Two-Factor Principle:
Technical supervision, having a competent superior, supervisor quality

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

b. job dissatisfaction (extrinsic factors/ hygiene factors)

61
Q

Hezberg’s Two-Factor Principle:
pay, salary increase, base wage

a. job satisfaction (intrinsic motivation Factors)
b. job dissatisfaction (extrinsic factors/ hygiene factors)

A

b. job dissatisfaction (extrinsic factors/ hygiene factors)

62
Q

the process of increasing job scope

a. job enlargement
b. job enrichment

A

a. job enlargement

63
Q

the process of increasing job depth

a. job enlargement
b. job enrichment

A

b. job enrichment

64
Q

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

a. job enlargement
b. job enrichment

A

a. job enlargement

65
Q

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 enlargement
b. job enrichment

A

b. job enrichment

66
Q

T/F:
Employees should have a periodic formal appraisal of their overall performance.

A

T

67
Q

T/F:
Performance may be affected by distractions, financial problems, excessive workloads, insufficient initial orientation or training, and resistance to change.

A

T

Lab Man (12 decks)

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