Human Resources

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Human Resources by Mind Map: Human Resources

1. Employee Participation and Input: Some managers speak of their belief in participation, but in practice, they only superficially tolerate it. Rather than participative, their style is consultative. A consultative manager is usually honest, conscientious, and completely well intended. However, such a person can rarely relinquish enough control to allow employees to participate or realize their full potential. For managers who behave in this fashion, any experience or process that involves sharing authority or control with employees smacks of abrogating responsibility and is perceived as weakness.

1.1. Department managers should always make it clear to subordinates that employees’ ideas are valued and that their input is not only welcome but also needed. Employee participation should be valued and promoted. Even consultative managers who reserve the right of final decision are well advised to solicit employee input, consider it carefully, and occasionally use employee ideas. In the end, such an approach or strategy usually pays dividends for both individuals and organizations.

1.2. When it comes to sources of knowledge about how to perform work better, faster, or more economically, the person who knows the inner workings of a job best is someone who performs the duties day in and day out. Successful department managers remember this fact; the most successful managers are those who have learned how to tap into this source of knowledge.

2. Employee Relations: concepts of management may be described as production-centered. They are concerned first, foremost, and always with getting the work done. Senior managers in most healthcare departments can be counted on to support and praise the value of continuing education.

2.1. Human resources can contribute information relevant to determining training and development needs from direct contact with people on the job, both managers and rank-and-file employees; from reviewing performance appraisals, performance improvement records, and disciplinary actions; and from monitoring trends in public health.

2.2. Manager's Role in Employee Training: Managers are likely to have a greater depth and breadth of technical knowledge and expertise in the areas or activities they manage than is found anywhere else in an organization. Managers tend to be educated in the fields in which they work. In addition, they have the advantage of practical education acquired through experience. Therefore, managers are primary resources for information about their departments and the work they perform. Department managers are uniquely positioned to pass on their knowledge and expertise to others. Department managers have the responsibility for maintaining and improving the capability and competence of their staff.

3. Production centered:

3.1. Homogenous

3.2. The Process

3.3. More Manual

3.4. More Predictable

3.5. Predictable Intervals

3.6. Repetitive

4. Nature of Work =

5. Nature of the output =

6. Pace controlled by =

7. Character of labor =

8. Manager’s primary focus =

9. Arrival of work =

10. Completion of work =

11. People Centered:

11.1. Variable

11.2. Heterogeneous

11.3. Employees

11.4. More Intellectual

11.5. Less Predictable

11.6. Irregular Intervals

12. Elements of a position description

12.1. Job Identification Information

12.1.1. Job identification information must include, at a minimum, the position title, the department location, and the last date on which the content of the position description was verified. Other data, such as the title of the supervisor, help to show how the position fits within a larger organization.

12.2. Job Summary

12.2.1. The job summary provides an overall rendering of the purpose, nature, and extent of the tasks performed by the person in the position. In a well-constructed system, the job summary should relate to the mission statement of the department in which the position is located and to the global mission of the organization.

12.3. Principal Duties Performed

12.3.1. This section presents job facts in an organized and orderly fashion. When preparing the principal duties performed section, a job is normally broken down into approximately five to eight different tasks or functions for the purpose of describing the position. The job tasks should be listed in order of decreasing frequency or occurrence. This means the task that requires the most time to complete or that is the most critical for a given position should be listed first. For each duty listed in this section, a description of the job’s activities (i.e., what is done on the job), how the task is accomplished, and why it is necessary should be provided.

12.4. Job Specification

12.4.1. The job specification section outlines the minimum specific skills, effort, and responsibilities required of an incumbent in the job. Job specifications provide the basis and justification for values that will be assigned to factors used in evaluating a position. Factors are elements created by a job analyst and subsequently used when comparing different positions within a single organization. Job specification statements must describe the extent to which a given factor is present and the degree of difficulty encountered in the position for that factor.