Here I am trying to conceptualize HUMAN RESOURCE MANAGEMENT in Health Industry in context of nursing personnel. your suggestions are welcome. In order to make my next try to be better than this one. thank you !!!

1. HUMAN RESOURCE MANAGEMENT
BY STUDENT NURSE BHUSHAN R. JOSHI
(IV YEAR BASIC BSC NURSING)

2. “People are often unreasonable and self-centered. Forgive
them anyway.
If you are kind, people may accuse you of ulterior motives.
Be kind anyway.
If you are honest, people may cheat you. Be honest anyway.
If you find happiness, people may be jealous. Be happy
anyway.
The good you do today may be forgotten tomorrow. Do
good anyway.
Give the world the best you have and it may never be
enough. Give your best anyway.
For you see, in the end, it is between you and God. It was
never between you and them anyway.”

3. INTRODUCTION
• Number of personals works in a hospital,
• Human resource is treasure and most important than
all other resources, as it converts all other resources
in productive one,
• is the only source which can think and have brain
which is self sufficient,
• These Human Resources in organizations are well
known as “Employees “or “Talent”.
• Undoubtedly, Human Resources or the Employees
are the backbone of any organization.

4. Health care industry is world’s largest industry
today.
• It is no more the era of charity, either by
social organization, or government.
• This has earning potential and there is felt
need to maximize the use of resources to
build surplus to support the needy.

5. Determinants of Healthcare Success
Healthcare
Customers
Internal Customer
(Employees)
External Customer
(Patients)
Organizational
Success
Patient satisfaction Employee Satisfaction

6. DEFINITION
“Human resource management is the effective
use of human resources in
order to enhance organizational
performance.”
It is an art and science which controls workers,
employees; and also known as man management,
personnel management, industrial relationship or
industrial management. .

7. Evolution of HRM
why we felt need of HRM:
• Rapid industrialization in country
• labor legislation
• growing pressure of trade unionism
• new outlook and techniques of progressive management
• Human resource management is comparatively new and rapidly
growing profession in India.
personnel management
Human resource management
strategic human resource management

8. Period Status Emphasis
1920-1939 Clerical Statutory,
welfare,
paternalism
1940-1969 Administrative Introduction of
rules,
procedures, etc
1970-1989 Managerial Regulatory
conformance,
imposition of
standards
1990-continuing executive Human values,
productivity
through people,
employee
commitment
Table (A): evolution of hospital HRM functions in India

10. VARIOUS FEATURES OF HRM INCLUDE:
• It is pervasive in nature as it is present in all
enterprises.
• Its focus is on results rather than on rules.
• It tries to help employees develop their potential fully.
• It encourages employees to give their best to the
organization.
• It is all about people at work, both as individuals and
groups.

11. • It tries to put people on assigned jobs in order to
produce good results.
• It helps an organization meet its goals in the future
by providing for competent and well-motivated
employees.
• It tries to build and maintain cordial relations
between people working at various levels in the
organization.
• It is a multidisciplinary activity, utilizing knowledge
and inputs drawn from psychology, economics, etc.

12. Human Resource Management: Objectives
• help the organization reach its goals.
• ensure effective utilization and maximum
development of HRM
• ensure respect for human beings and identify and
satisfy the needs of individuals.
• achieve and maintain high morale among
employees.
• provide the organization with well-trained and well-
motivated employees.

13. • increase to the fullest the employee's job
satisfaction and self-actualization.
• develop and maintain a quality of work life.
• develop overall personality of each employee in its
multidimensional aspect.
• enhance employee's capabilities to perform the
present job.
• inculcate the sense of team spirit, team work and
inter-team collaboration.

14. Human Resource Management: Functions
In order to achieve the above objectives, Human
Resource Management undertakes the following
activities:
1.Human resource or manpower planning.
2. Recruitment, selection and placement of personnel.
3. Training and development of employees.
4. Appraisal of performance of employees.
5. Taking corrective steps such as transfer from
one job to another.

15. 6. Remuneration of employee.
7. Social security and welfare of employees.
8. Setting general and specific management
policy for organizational Relationship.
9. Collective bargaining, contract
negotiation and grievance handling.
10. Staffing the organization.
11. Aiding in the self-development of
employees at all levels.

16. 12. Developing and maintaining motivation for
workers by providing incentives.
13. Reviewing and auditing manpower management
in the organization
14. Potential Appraisal, Feedback Counseling.
15. Role Analysis for job occupants.
16. Job Rotation.
17. Quality Circle, Organization development and
Quality of Working Life.

17. The scope of HRM
• Personnel aspect
• Welfare aspect
• Industrial relations aspect

18. VARIOUS OPERATIVE HR PROCESSES:
(A)
•Job Design (JD)
•Job Analysis
- Job description
- Job specification
- Person
specification

19. JOB DESIGN (JD)
JD can be defined as the function of arranging tasks duties and
responsibilities in to an organizational unit of work for the
purpose of accomplishing a certain objective.
Techniques of job design
Scientific Techniques: observing past performances.
Job Enlargement: Adding more duties to a job(Horizontal Loading)
Job Rotation: Shifting from one job to another periodically
Job enrichment: increasing authority and responsibility for planning
Group Technique: job designed so that a group of individuals can
perform it,

20. JOB ANALYSIS
This includes the systematic analysis of the job and the
characteristics of the desired job holders. The information
collected through a Job Analysis is of three forms;
Job Description:
Describes tasks, responsibilities and service conditions
Job Specification:
requirements, abilities, educational qualifications, special
Personal specification: needed to perform the job effectively.
Physical and mental skills, training, experience.

21. FOM 9.21
Human Resource Planning
Assessing Future
Human Resource
Needs
Assessing Current
Human Resources
Developing a
Program to Meet
Needs

22. HR Planning
• We have found the gap, how do we fill this
void?
• How much time should we spend on
identifying the right person?
• Lets follow the trail of what it takes to hire a
new team member in an organization.

23. (B) Human
Resource Planning
(HRP)
•Manpower
estimation
•Recruitment
•Selection
•Hiring
•Induction
•Placement

24. MANPOWER ESTIMATION
• HR planning is a continuous activity in any
organization because people come and go.
• As estimation of the future requirements of
manpower in a hospital, department wise, by
specialization, by grade, etc. is made by
applying many simple and complex statistical
methods.

25. •Employee turnover index
= number leaving in year / average number employed x 100
•Absenteeism index
= number of man hours lost / total possible men hours
worked x 100
•Employee stability index
= number of employee exceeding one year’s service/number
of employee employed one year x 100
•Accidents index of frequency
= number of lost time accidents/number of man hour worked
x 100,000*
*100,000 is the number of working hours in average working
life.

26. Recruitment
• Process of locating,
identifying, and attracting
capable candidates
• Can be for current or future
needs
• Critical activity for some
corporations.
• What sources do we use for
recruitment

27. Recruitment
Sources
Internal
Searches
Employee
Referrals
Employee
Leasing
Temp
Services
Employment
Agencies Advertisements
School
Placement

28. INTERNAL EXTERNAL
Job posting Advertising
Intranet Job Placement Agencies
Succession plans Internet
Referrals
Placement through
Colleges and Universities

29. FOM 9.29
Selection
• It is a systematic
process of selecting
the most
appropriate and
suitable person to
a particular job.
In other words,
Selection is choosing
an individual to hire
from all those who
have been recruited/
attracted

30. Methods of Selection
• Application Evaluation: choosing the most appropriate
person through evaluating the applications
• Interviews: this is to face a meeting with a member/s
of the management.
E.g.: One on one interviews, Panel interviews,
Sequence interviews
• Tests: E.g.: Knowledge Tests, Aptitude Tests, Practical
Tests, and IQ Tests.
• Background Investigations: assessing the
appropriateness of an applicant by investigating into
his/her family, financial positions, Residential
Background, criminal background etc.
• Medical Tests

31. The Effectiveness of Interviews
• Prior knowledge about an applicant
• Attitude of the interviewer
• The order of the interview
• Negative information
• The first five minutes
• The content of the interview
• The validity of the interview
• Structured versus unstructured interviews

32. Common Types of Interviews
• Non-directive
– Most Latitude
– Questions are open ended
– This can get you into trouble
• Behavioral Description
– As about a situation you have experienced.
• Structured
– Panel
– Situational

33. Hiring
process of appointing the person selected for a
particular job.
• letters of appointments will be prepared,
• employment contracts will be signed
• new employee will be sent in for a probationary
period. (Probationary period: the time period
where the newly appointed employee will have
to work till he/she is made permanent)
Induction
introducing an employee to the company, job and
staff in a systematic way.

34. Placement
• This is the last in the series of activities
• Ensures that the selection of the right man for
the right job, as a principle, is followed
through.
• incumbents need to be put through an
intensive training programme in various
departments
• This helps in proper placement

35. C) Development of human resources
•Performance Evaluation
•Training and Development
(D)Compensation Management
(E) Management of industrial relations
•Discipline Administration
•Grievance Handling
•Labor Relations

36. Performance Management
• Integration of management practices that
includes a formal review of employee
performance
–How often should this take place?
• Includes establishing performance standards
and reviewing the performance
• Means to ensure organizational goals are
being met

37. FOM 9.37
Multiperson
Graphic
Rating Scales
Critical
Incidents
Written
Essay
Behaviorally anchored
rating scales
Performance Review Methods
360-Degree
Review
Management By
Objectives

38. FOM 9.38
If Performance Falls Short
• Train
• Discipline
• Coach and develop
• Out the Door

39. FOM 9.39
Employee Training
What deficiencies, if any,
does job holder have in
terms of skills, knowledge,
abilities, and behaviours?
What behaviours are
necessary?
Is there a
need for
training?
What are
the strategic
goals of the
organization?
What tasks must
be completed
to achieve
goals?

40. TRAINING AND DEVELOPMENT
• Training is the act of increasing the knowledge
and skills of an employee, for doing a
particular job.
• It is necessary
-to improve and maintain standards
-develop necessary attitude in trainees
-equips the trainee with skills and knowledge
- enhance efficiency to achieve targets.

41. • PRE ENTRY TRAINING
• ORIENTATION TRAINING
• POST ENTRY TRAINING
• IN SERVICE EDUCATION
• FORMAL AND INFORMAL TRAINING
Kinds of training

42. Advantages of training
• Training develops employees versatility
• It reduces the waste and spoilage
• It improves the efficiency
• It brings confidence in employees
• It improves quality if work
• Training enables employee to adjust according
to changed situations
• It reduces supervisory burden

43. FOM 9.43
Compensation Management
• Process of
determining cost-
effective pay structure
• Designed to attract
and retain
• Provide an incentive
to work hard
• Structured to ensure
that pay levels are
perceived as fair

44. Factors That Influence Compensation
Unionization
Level of
Compensation
and
Benefits
Employee’s
tenure and
performance
Kind of job
performedSize of
company
Management
philosophy
Kind of
businessGeographical
location
Labour- or
capital-intensive
Company
profitability
FOM 9.29

45. (F) Maintenance of human
resources
• Welfare Administration
• Health and safety
Administration
(G) Integration of human
resource
• Building morale
• motivation

46. FOM 9.46
Employee Benefits
• Indirect financial rewards
• Designed to enrich employees’ lives
• Vary widely in scope
• Costs range from 30% to 40% of payroll costs

47. FOM 9.47
Health and Safety
• Employers are responsible for ensuring a
healthy and safe work environment
• Employees are required for follow instructions
and any legal requirements
• Workplace violence is a growing concern

48. FOM 9.48
Labour Relations
• Relationship between union and employer
• Union functions as the voice of employees
• Collective bargaining is a process to negotiate terms
and conditions of employment
• Bargaining produces a written document called a
collective agreement

49. (G) Integration of human resource
• Building morale
• motivation

50. PERSONNEL SPECIFICATION
CATEGORIES OF NURSING
PERSONNEL INCLUDING JOB
DESCRIPTION OF ALL LEVELS

51. CRITERIA ESSENTIAL DESIRABLE
KNOWLEDGE
Knowledge of needs of patients
with long-term conditions
Aware of accountability of own
role and other roles in a nurse
lead service
Knowledge of health promotion
strategies
Awareness of clinical
governance issues in primary
care
Knowledge of patient group
directions and associated policy
Ability to identify determinants
on health in the local area
Knowledge of public health
issues in the local area
Awareness of local and national
health policy
Awareness of issues within the
wider health economy

52. SKILLS
Clinical skills –
cervical cytology,
immunization and
vaccination, ear
care, minor surgery
Change-
management skills
and ability to
support patients to
change lifestyle
Communication
skills, both written
and verbal
Ability to
communicate
difficult messages
to patients and
families
Negotiation and
conflict
management skills
IT skills
Uses initiative
Gets on well with
people at all levels

53. QUALIFICATIONS
Ability to work core
hours
Flexibility for cover
Membership of a
professional body
OTHER
Flexibility
Enthusiasm
Team player
Positive role model

54. PATIENT/POPULATION CLASSIFICATION
SYSTEM
• Most of the hospital today is following the S.I.U.(
staff inspection unit) norms. In this the post of
the Nursing Sisters and the Staff Nurses has been
clubbed together and the work of the ward sister
is remained same as staff nurse even after
promotion.
• It is recommended that 45% posts added for the
area of 365 days working including 10% leave
reserve (maternity leave, earned leave, and days
off as nurses are entitled for 8 days off per month
and 3 National Holidays per year when doing 3
shift duties).

55. 1. General Ward
2. Special Ward - (
pediatrics, burns, neuro
surgery, cardio thoracic,
neuro medicine, nursing
home, spinal injury,
emergency wards attached
to casuality)
1:6
1:4
3. Nursery 1:2
4. I.C.U. 1:1(Nothing mentioned
about the shifts)
5. Labour Room 1:l per table
6. O.T. Major - 1 :2 per table
Minor - 1:l per table

56. 7. Casualty-
a. Casualty main
attendance up to 100
patients per day thereafter
b.for every additional
attendance of 35 patients
c. gynae/ obstetric
attendance
d. thereafter every
additional attendance of 15
patients.
3 staff nurses for 24 hours,
1:1per shift.
1:35
·3 staff nurses for 24 hours,
1:1/ shift
1:15

57. 8. Injection room OPD Attendance upto
100 patients per
day 1 staff nurse
120-220 patients:
2 staff nurses
221-320 patients:
3 staff nurses
321-420 patients:
4 staff nurses

58. 9. OPD
NAME OF THE DEPARTMENT
· Blood bank
· Paediatric
· Immunization
· Eye
· ENT
· Pre anaesthetic
· Cardio lab
· Bronchoscopy lab
· Vaccination anti rabis
· Family planning
· Medical
1
2
2
1
1
1
1
1
1
2
1

59. · Dental
· Central sample collection centre
· Orthopaedic
· Gyne
· Xray
· Skin
· V D centre
· Chemotherapy
· Neurology
· Microbiology
· Psychiatry
· Burns
1
1
1
2
2
3
2
2
2
1
2
1
2

60. The norms are based on Hospital Beds.
•Chief Nursing Officer :1 per 500 beds
•Nursing Superintendent :1 per 400 beds or above
•D.NS. :1 per 300 beds and 1 additional for evcry 200
beds
•A.N.S. :1 for 100-150 beds or 3-4 wards
•Ward Sister :1 for 25-30 beds or one ward. 30% leave
reserve
•Staff Nurse :1 for 3 beds in Teaching Hospital in general
ward& 1 for 5 beds in Non-teaching Hospital +30% Leave
reserve
•Extra Nursing staff to be provided for departmental research
function.
•For OPD and Emergency :1 staff nurse for 100 patients (1 :
100 ) + 30% leave reserve
•For Intensive Care unit: (I.C.U.)- 1:l or (1:3 for each shift )
+30% leave reserve.
•It is suggested that for 250 beded hospital there should be One
Infection Control Nurse (ICN).

61. THANK YOU