HM Unit-1,2 QB
HM Unit-1,2 QB
HM Unit-1,2 QB
PART-A
1. Define hospital.
Hospital is an institution for the care, cure and treatment of the sick and wounded, for
the study of diseases and for the training of doctors and nurses.
Hospitals are classified as general, specialty, or government depending on the sources
of income received.
Hospitals are usually funded by the public sector, health organizations (for profit or
nonprofit), health insurance companies, or charities, including direct charitable donations.
2. Define Hospital Administration.
Hospital management mainly relates to management of all aspects of a hospital; a
coordination of all elements of a hospital.
This may range from patient care to record keeping to inventory of medicines and
cleanliness.
As a hospital administrator, he has to carry out management functions of planning,
organizing, staffing, directing, controlling and coordinating.
3. What is the classification of Hospitals?
Classification of hospital based up on ownership and control:
4. Define management.
Management is a purposive activity. It is something that directs group efforts towards
the attainment of certain pre - determined goals.
According to F.W. Taylor, “Management is an art of knowing what to do, when to do
and see that it is done in the best and cheapest way”.
5. List the functions of a management.
Management as a function performs the following five functions:
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling
6. Write the functions of the Hospital in detail.
The main function of a hospital is to provide the population with complete health care;
it also functions as the center for the training of health workers.
Following are some of the broad categories of Hospital functions:
Medical care ‐ which involves the treatment and management of patients through the
staff of physicians.
Patient Support ‐ which relates directly to patient care and includes nursing, dietary
diagnostic, therapy, pharmacy and laboratory services.
Administrative ‐ which concerns the execution of policies and directions of the
hospital governing discharge of support services in the area of finance, personnel, materials
and property, housekeeping, laundry, security, transport, engineering and board and other
maintenance.
7. Write the Challenges in Hospital Administration.
1. Business and professional leaders who were initiated into the hospital scene as
trustees of voluntary hospitals;
2. The large number of physicians who are especially worry about the facilities and
services available for the care of their patients;
3. Professional organizations which prescribe various standards of hospital operation
while granting approval to the hospitals;
4. Academicians who are concerned about matching what they teach with the
requirements of the patients and hospital administration;
5. Labour demanding standards of employment and working conditions.
8. What are the differences between hospital and industry?
Hospitals tend to have very complex organizational structures compared to their
overall size. Industries having customized structures.
A large portion of the workforce- physicians, nurses, allied health and many technical
positions, are highly trained and have a high level of autonomy. But industries does
not need high trained professionals all the time.
Patient satisfaction scores is a critical success metric for hospitals. Every company
wants to improve customer service.
Poor quality in a hospital means harm to patients. Poor quality in a manufacturing
plant means a poor product and a weakened competitive advantage.
9. List the main duties of CEO.
The CEO of a hospital must be able to provide latest technology and vision.
The Chief Executive Officer of a hospital will have to serve as a catalyst for
relationship building between patients and employees.
His responsibilities include executive communication, budgeting, building
relationships, management, problem solving etc.
The hospital CEO has to collect sufficient funds.
10. Why healthcare costs are high?
Today, health care costs are rising dramatically. That is largely because of the
tremendous advances that have come about in treatment, technology and equipment.
For example, equipment such as the MRI, CT Scan, ultrasound, mammography,
simulator and linear accelerator are so common and so necessary in today‟s health care
treatment requires huge investment.
11. Why technology advances are needed in hospital?
In the early days, we talked of only general hospitals. There wasn‟t enough of treatment
and health care.
Hospital administrators must be prepared to set their hospitals apart through a
specialized care strategy.
For example, a person who at one time would have died of kidney failure now receives
dialysis at considerable cost; alternatively he can have a new kidney by technology advances.
12. List the members of a planning team.
• Hospital administrator
• Specialists from various clinical branches
• Nursing advisor
• HR manager
• Civil and electrical engineers
• Representative of local body
• Senior architect
13. What are the types of equipment?
Equipment for a new hospital may be classified into the following three groups based
on the usual methods of acquisition and on suggested accounting practices with regard to
depreciation.
1. Built-in Equipment
2. Depreciable Equipment
3. Non- depreciable Equipment
14. What are the categories of hospital functions? Explain them in detail.
Following are some of the broad categories of Hospital functions:
Medical care ‐ which involves the treatment and management of patients through the
staff of physicians.
Patient Support ‐ which relates directly to patient care and includes nursing, dietary
diagnostic, therapy, pharmacy and laboratory services.
Administrative ‐ which concerns the execution of policies and directions of the
hospital governing discharge of support services in the area of finance, personnel, materials
and property, housekeeping, laundry, security, transport, engineering and board and other
maintenance.
15. What are the activities of functional planning?
1. Determining approximate section wise workload.
2. Determining services to be provided.
3. Determining area and space requirement to accommodate.
4. Dividing the area into functional units.
5. Determining the number of workstations in each functional unit.
16. What is equipment planning?
The term “equipment” means all items necessary for the functioning of all services of
the hospital including accounting and records, maintenance of buildings and grounds,
laundry, public waiting rooms, public health and related services.
Healthcare Equipment Planning is a specialised process and requires not only a clear
understanding of the clinical need but also a knowledge of budgeting, architectural design and
building process.
17. What is built-in planning?
• This is usually included in the construction contracts.
• Examples are cabinets and counters in the pharmacy, laboratory and other parts of the hospital,
fixed kitchen equipment, laundry chutes, elevators, dumb waiters, boilers, cold rooms/walk-in coolers, deep
freezers, fixed sterilizing equipment and surgical lighting.
• The planning and design of fixed equipment built into the hospital facility is the architect‟s
responsibility.
18. Define depreciable equipment.
Equipment that has a life of five years or more is not normally purchased through construction
contracts.
Examples are surgical apparatus, diagnostic and therapeutic equipment, laboratory and pharmacy
equipment, office equipment, etc.
19. Explain non- depreciable equipment.
• Equipment having less than five years‟ life span is purchased through ways other than
construction contracts.
• These are generally small items of low unit cost under the control of the storeroom.
• Examples are kitchen utensils, chinaware, tableware, surgical instruments, catheters, linen, sheets,
blankets, lamps, wastebaskets, etc.
20. What is functional planning?
Functional planning in hospitals is important, and the key to this is the understanding that travel and
adjacencies affect the operational cost over the life of the building.
The main function of a hospital is to provide the population with complete health care; it also functions as the
center for the training of health workers.
PART-B
The hospital CEO has to collect sufficient funds from patients rather than from trustees, society
members,shareholders, etc. to run his hospital.A new challenge is that of being environment friendly.
Hospitals do not focus on safe environment.The CEO of a hospital must be able to provide latest
technology and vision. He should push for change when it is required in the interest of the patients,
employees and the community.The Chief Executive Officer of a hospital; will have to serve as a catalyst
for
relationship building between patients and employees, government agencies and his hospital and
between
hospitals and his own hospital;
It is also important for the hospital CEO to be a business practitioner first and then a technologist. His
responsibilities include executive communication, budgeting, building relationships, management,
problem solving etc.
CEO is primarily responsible to facilitate and communicate the hospital’s philosophy and vision.
The administrators of earlier hospitals usually were nurses were nurses who combined their nursing
tasks with the performance of supervision of supply of cloth, feeding of patients and housekeeping. As
the medical aspects of hospital service became more complex, physicians became administrators.
There's no doubt a hospital administrator's job is difficult and demanding, and it's only getting tougher.
Here are four challenges they must overcome in order to successfully improve patient care.
1. Compete for healthcare professionals
There is a real shortage of healthcare professionals, and it's hurting the profitability of hospitals as they
pay more for every employee they hire.
From 2008 and 2018, healthcare employment will grow by 23 percent, compared to only 9 percent in all
other employment sectors, according to the Bureau of Labor Statistics. During that time, hospitals will
be
forced to compete for:
Registered nurses (expected to grow 22.2 percent)
Licensed practice and licensed vocational nurses (expected to grow by 20.7 percent)
Home health aides (expected to grow by 50 percent)
Nursing aids, orderlies and attendants (expected to grow by 18.8 percent)
Physicians and surgeons (expected to grow by 21.8 percent)
With this in mind, hospital administrators must put a plan in place to address the shortage and compete
for the best employees. As they compete, they must be skilled at recruiting, hiring and retaining
qualified healthcare professionals.
Hospital administrators need to build strong relationships with schools that offer healthcare-related
degrees in their local communities and across the nation.
Additionally, they must make working at their hospital attractive, which means thinking beyond
competitive pay and benefits to ensuring each individual employee feels connected to the hospital and
has
a passion for working for the organization.
2. Specialize for growth
To compete for patients, hospital administrators must be prepared to set their hospitals apart through a
specialized care strategy.
Benchmarking best practices is essential; hospital administrators must take time to investigate other
specialty healthcare providers in their local communities, identify areas of opportunity and put a
strategic
plan in place for building renowned specialty practices. During this process, they typically take
numerous
factors into consideration, including local demographics and competitors' areas of specialization.
With a specialization strategy solidified, hospital administrators must focus their efforts on recruiting
specialized personnel and building a local reputation for excellence for the practice area.
3. Prepare for the future
As America's 78 million baby boomers come of age, hospitals are feeling the pressure to expand to meet
growing demand. At the same time, hospitals are facing changes in the way they are paid.
Reimbursements are shifting from a fee-for-service model to a model that is based on outcomes and
overall quality of care.
When patient satisfaction plays a role in the way hospitals are paid, you can bet hospital administrators
are
making it a priority.
Therefore, hospitals are conducting extensive market research to ensure their expansion efforts are
aligned
with what consumers expect.
For example, with the knowledge that women make most healthcare decisions in a family, one hospital
decided to build an 18,000-square-foot imaging center for women with a spa-like atmosphere and robes.
One children's rehabilitation hospital built a massive facility that comes complete with therapeutic
gardens, play areas and even an all-grades school for inpatients. Other hospitals are converting semi-
private rooms into private rooms, and there is a great deal of emphasis on making them safe,
comfortable
and cozy.
Having modern facilities with up-to-date medical equipment is crucial for hospitals that are competing
for
patients. With this in mind, hospital administrators must be prepared to balance current financial strain
while positioning for the future.
4. Improve patient care through technology
There's not a corner or crevice of healthcare that is not being affected somehow by technology. Medical
providers throughout the country, for instance, are spending millions of dollars on electronic medical
record systems that allow physicians and hospitals to seamlessly share patient information.
Ensuring that EMRs are effectively implemented within the healthcare organization is a critical role of
healthcare administrators.
Healthcare administrators need broad-based skills to integrate information and make
evidence-based decisions. From electronic communication to order entry systems to the
most advanced imaging technology, even the best technology is no good unless it's applied
to improving organizational and patient outcomes.
Hospital administrators are responsible for making sure hospitals operate efficiently and
provide quality medical care to patients.
As a result, they must keep up with advances in medicine, technology and government
regulations and policy changes.
1. Built-in Equipment:
This is usually included in the construction contracts.
Examples are cabinets and counters in the pharmacy, laboratory and other parts of the hospital,
fixed kitchen equipment, laundry chutes, elevators, dumb waiters,boilers, cold rooms/walk-in
coolers, deep freezers, fixed sterilizing equipment and surgical lighting.
The planning and design of fixed equipment built into the hospital facility is the
architect’s responsibility.
2. Depreciable Equipment:
Equipment that has a life of five years or more is not normally purchased
through construction contracts.
These large items of furniture and equipment have reasonable fixed location
in the hospital building but are capable of being moved.
Examples are surgical apparatus, diagnostic and therapeutic equipment,
laboratory and pharmacy equipment, office equipment, etc.
Equipment that is not included in the construction contract but which
require mechanical or electrical service connections or construction
modifications shall, as far as is practical, be identified on the design
development drawings to ensure its coordination with the architectural,
mechanical and electrical phases of construction.
3. Non- depreciable Equipment:
Equipment having less than five years’ life span is purchased through ways
other than construction contracts.
These are generally small items of low unit cost under the control of the
storeroom.
Examples are kitchen utensils, chinaware, tableware, surgical instruments,
catheters, linen, sheets, blankets, lamps, wastebaskets, etc.
The consultant must prepare a list of all the items under groups 2 and 3 given
above.
The first step in preparing this list is to consider each room as a separate entity and
prepare a comprehensive room-by-room equipment list, which should include
additional items that may be required for the hospital. Detailed specifications
must be given.This task must be undertaken at the stage of design development
itself. Working closely with the architect, the consultant should test the space
needed for each item of equipment on the list.The selection of technical,
scientific and medical equipment requires careful analysis of each department’s
needs and conscientious study that will result in selecting equipment that will
best meet the needs.Department heads and staff members should be fully
satisfied with the type and quality of the equipment. They should therefore be
consulted before purchase.It is necessary to consult with the architect designing
the building early so that the facilities planned will be of sufficient size to
accommodate the equipment and render the necessary service.
4.What is functional planning? Explain in detail.
Functional planning in hospitals is important, and the key to this is the
understanding that travel and adjacencies affect the operational cost over the life of
the building.The main function of a hospital is to provide the population with
complete health care; it also functions as the center for the training of health workers.
Following are some of the broad categories of Hospital functions:
Medical care ‐ which involves the treatment and management of patients through
the staff of physicians.
Patient Support ‐ which relates directly to patient care and includes nursing,
dietary diagnostic, therapy, pharmacy and laboratory services.
Administrative ‐ which concerns the execution of policies and directions of the
hospital governing discharge of support services in the area of finance,
personnel, materials and property, housekeeping, laundry, security, transport,
engineering and board and other maintenance.
Functional planning covers the following activites
Determining approximate section wise workload.
1.Determining services to be provided (for inpatients/
outpatients, for other departments, smaller hospitals and private
practitioners).
2. Determining area and space requirement to accommodate equipment,
furniture and personnel in technical, administrative and auxiliary functions.
3. Dividing the area into functional units, biochemistry, microbiology,
histopathology, urinalysis, etc.
4. Determining the number of workstations in each functional unit/division and
deciding the linear bench space allotted for each work station.
5. Determining the major equipment and appliances in each unit. This is
generally classified into:
i. Technical equipment peculiar to certain workstations
ii. Other equipment and appliances e.g. (refri•gerators, hot air ovens,
centrifuges) that can be jointly used by different workstations or units.
6. Determining the functional location of each section in relation to one
another, from the point of view of flow of work and technical work considerations.
7. Identifying the electrical and plumbing requirements for each area/work
station. Independent electric circuits are required for electronic equipment items.
Location of sinks and wash areas are vital for efficient performance of workstations.
8. Considering utilities, lighting, ventilation (forced or normal exhaust, air-
conditioning and air hygiene) and isolation of equipment or workstations.
9. Working out the most suitable laboratory space unit, which is a standard
module for work areas. A standard module facilitates rearrangement of work units with
least disruption and minimal structural changes.
UNIT II
PART-A
1. Give the Principles of Human Resource Manager.
1. Human resource management is concerned with integration by getting all the
members of the organization involved.
2. Human resource policies of the organization should be fair to all.
3. Human resources are the most important assets and their thoughtful
management is the key to success of an organization.
4. The culture and values of an organization effort broad influence on the
organization.
2. Give the Functions of Human Resource Manager.
• The following functions of the human resource department try to keep the
organization going smoothly and efficiently by supplying with the right type of
personnel in the right position.
1. Policy Formulation
2. Staff Function
3. Line Function
a) Procurement
b) Development
c) Compensation
d) Integration
e) Maintenance
f) Records and Research
g) Personnel Information System
4. Control
5. Managerial
a) Planning
b) Organizing
c) Directing
d) Controlling
3. Write the Profile of HRD Manager.
Human resource managers are particularly remembered when the hospital
administration is in trouble either due to strike/demonstration threat given by
the employees/their unions.
i. Whenever any replacement or extra person is required in any
department,
ii. Requisition for recruitment of personnel properly approved by
the hospital administrator if forwarded to the human resource
department,
iii. Primarily responsible to notify the vacancy in the employment
exchange or to place an advertisement in the newspapers.
iv. Conduct interviews and complete necessary formalities with
regard to the appointment.
4. What is Human Resource Inventory?
Detailed information should be collected about each employee. The data
necessary to know about the personnel may be gathered from payrolls and existing
employment records.
The human resource inventory will provide the following important information:
1. An overall picture of the personnel situation
2. Data for making a rough analysis of the turnover of personnel
3. Information as to the number and types of jobs in existence
4. The number of employees reporting to each supervisor
5. Data for making a rough study of salary schedules
6. Seniority list of personnel
7. Hobbies of personnel
5. What is Human Resource Management?
Human resources (HR) is the department within a business that is responsible
for all things worker-related. That includes recruiting, vetting, selecting, hiring,
onboarding, training, promoting, paying, and firing employees and independent
contractors.
HR professionals make sure that employees have everything they need to
perform their day-to-day tasks and they are also responsible for creating a healthy work
environment that attracts and retains qualified people.
6. List the application areas of Human Resource Inventory.
It serves as a check against existing records. It may be supplemented by such
information as the employee‟s new address, addition in family or any other details.
The inventory will also help in the following areas:
1. Determining the areas where short-term employment is needed
2. Studying the effects of transport facilities on employment
3. Assessing the ratio of supervisors to employees.
7. What is the need of human resource records?
There are several reasons for keeping human resource records:
1. Individual functional departments usually do not keep human resource
records of their employees with them.
2. Government agencies frequently ask for various kinds of information from
time to time.
3. Payroll is prepared from these records.
4. Training needs are determined from these records.
5. Human resource records are needed for the purpose of deciding promotions
and transfers.
8. What are the categories of forms?
Forms used in hospitals may be divided into three categories:
1. Permanent records concerned with employees‟ positions.
2. Forms which may become a part of the permanent records once their
immediate use is over.
3. Temporary forms which are destroyed once their immediate purpose has
been served.
9. Define Manpower Planning.
Manpower planning is the prime function of the hospital human resource
manager.
Manpower planning starts with the analysis of the future needs of the hospital
and its objectives. It determines organization structure, decides what jobs have to be
filled and what their requirements are.
Therefore, manpower planning is essential to know the present and future needs
of the health workers.
10. Give the nature and scope of Manpower Planning.
• Manpower planning is basically concerned with having the right type of
personnel for the right job at the right time.
• This is done by studying three types of forecasts:
- Economic forecast
- Hospital‟s expansion forecast
- Employee‟s market forecast.
• Systematic manpower planning is a must for dynamic organization.
11. Describe the need for Manpower Planning.
• Every hospital has to do manpower planning for the following reasons:
a. Shortage of certain categories of employees.
b. Advancement of medical science and technology resulting in need for
new skills and new categories of employees.
c. Changes in organization design and structure affecting manpower
demand.
d. Government policies in respect to reservation of seats for
SC/ST/OBC/handicapped persons/women, and others.
e. Labour laws affecting demand and supply of labour.
f. International scenario of employment.
g. Introduction of computers.
12. List the Benefits of Manpower Planning.
• The major benefits of manpower planning are that it:
1. Enables an organization to have the right person at the right place;
2. Provides scope for advancement and development of employees;
3. Helps in anticipating advertisement and salary budgets;
4. Predicts the need for redundancy and plan to eliminate it;
5. Plans for better working conditions, fringe benefits, training needs;
6. Gives an idea of the type of tests to be used and interview techniques.
13. Give the Objectives of Manpower Planning.
• The most important ones are:
1. Ensuring maximum utilization of personnel
2. Assessing future requirements of the organization
3. Determining recruitment sources
4. Anticipating from past records:
i. Resignations;
ii. Discharge simpliciter (simple discharge);
iii. Dismissals;
iv. Retirement.
5. Determining training requirements for management development and
organization development.
14. What are the steps involved in Manpower Planning.
• Manpower planning involves the following steps:
i. Scrutiny of the present personnel strength
ii. Anticipation of manpower needs
iii. Investigation of turnover of personnel
iv. Planning job requirements and job descriptions.
15. What is exit-interview?
The exit-interview is a useful tool to study labour turnover.
When an employee is leaving, he is generally willing to be candid and may share
his bitter experiences.
The organization‟s weak spots are revealed, which can ultimately help reduce
turnover and in building the morale of the remaining employees in the hospital.
16. Describe the steps in job analysis.
The steps in conducting job analysis are as follows:
1. The analysis should commence with a fairly brief statement of initial
requirements.
2. A description of the responsibilities under broad headings such as physical
effort, mental effort and responsibilities.
3. Environment and conditions of service are to be considered and analyzed.
4. The constraints, difficulties and pressure of the job should also be brought out.
17. What is job description?
Job description is a broad statement of the purpose, scope, duties and
responsibilities of a particular job.
It provides the detailed factual information required by candidates and
selectors alike in order to obtain a through knowledge of the requirements of a job.
To avoid confusion and misunderstanding, a job description should be prepared
jointly by the human resource department and the concerned department head.
18. What are the requirements in job specification?
A job specification can be defined as a list of various qualities which the person
doing the job should possess.
These requirements can be grouped under the heads:
1. Mental requirements
2. Physical requirements
3. Skills requirements
4. Responsibility requirements
5. Experience requirements
6. Working conditions requirements
19. Explain about stay in interview.
Stay in interview for Human Resource managers has become an indispensable
tool to retain their workforce by making them feel appreciated and motivated.
Contrary to exit interview, stay in interview is conducted to understand the
reasons why employees wish to continue working for the organization.
Stay in interview is held to understand the issues an employee may be facing.
20. Give the important factors for employees quitting their jobs.
Some of the important factors which result in employees quitting their jobs are:
1. Low salary
2. Better prospects in other hospitals
3. Poor working conditions
4. Transport problem
5. Housing problem
6. Marriage in case of female employees
7. Health grounds
8. Family circumstances
9. Further studies
10. Maltreatment by superiors
11. Unfriendly relations with colleagues
12. The attraction of going back to one‟s native place
13. The attraction of going to a foreign country.
PART-B
1.Managerial Responsibility
Staffing is a basic function of management. Every manager is
continuously engaged in performing the staffing.
2. Manpower Forecasting
It provides a basis for recruitment, transfer and training of employees.
3. Cost Saving
It reduces labour cost by avoiding surplus manpower, over-staffing
can be known quickly
4. Focusing Experts
It helps in identifying talented employee available in the
organization. Training for promotion could be given to the talented
employees
5. Business Diversification
It helps in the growth and diversification of business. Suitable
manpower is made available to handle jobs. It leads to greater
awareness of the significance of sound personnel management
throughout the enterprise.
Importance of Staffing
Continuous Function Staffing function is to be performed
continuously. Every manager is engaged in various staffing activities.
He is to guide and train the workers and also evaluate their performance
on continuous basis. Every manager should use human relations skill in
providing guidance and training to the subordinates.
Successful staffing function provides the following benefits:
1. Efficient Performance : The efficient performance of the
company depends on the quality of the people employed. This has
increased the significance of staffing.
2. Use of Latest Technology : Many significant changes are taking
place in technology. In order to make use of the latest technology,
the appointment of right type of persons is necessary.
3. Development of Manpower : The management has to train and
develop the existing personnel for future promotion. This will
meet the requirements of the company in future.
4. Optimum Use of Manpower : Management has to spend
money on recruitment and selection, training wages, salaries, etc.
In order to get the optimum out from the personnel.
5. Proper Motivation : The workers are to be motivated properly
through financial and non-financial incentives.
6. Higher Morale : Right type of atmosphere should be created for
the workers to contribute to the achievement of the organizational
objectives. This will increase the morale of the employees.
Managing people
The Human Resources Manager oversees the department (HR) responsible for the
hiring and firing of employees. This department also manages all the financial and
time-related factors concerning an employee’s work life. A Human Resources
Manager has responsibility making decisions that have a direct effect upon the
health, safety and financial well being of all employees. There are certain HR
managers that qualify as counselors who have received a specialized training that
may include receiving a bachelor’s degree in Counseling. This may involve
conducting one-on-one sessions helping employees deal with everyday challenges
including marital, drug, alcohol, family issues and workplace issues affecting both
their personal and employment well being and performance.
Visitors
Fig. 2.1 Parameters surrounding the hospital employee
the 18th century shifted economics from agriculture to factories and required
organizations to show absolute results for effort, relate them to costs, and sell them
competitively. It also required a system to hire,pay wages, record employee work
hours, and provide housing and health care. Worker oversight was managed by
Welfare Officers or the Welfare Department.
19th Century - “Personnel Management:” Business and factory expansion led to a
labor shortfall. Employees worked long hours under difficult conditions. To look for a
solution, scientific ideas were applied to increase labor outputs, specifically the
advocated by Frederick Taylor related to Personnel Management.
20th Century - “Human Resource Management:” Elton Mayo’s disproved Taylor’s
Scientific Management approach to increasing productivity, and found that the
primary drivers of motivation and productivity were not monetary factors. A host of
new theories emerged based on this behavioral perspective and the term human
resource management came into use.
21st Century - “Strategic Human Resource Management” and “Human Capital
Management:”
The increase in technology- and knowledge-based industries is intensifying global
competition. At the same time, there’s a shortage of workers with appropriate skill
sets. Consequently, many organizations have adopted strategic human resource
management practices to make a long term impact on corporate success, and refer to
their human resources activities as human capital management.
I. Managerial Functions
Managerial functions of personnel management involve planning, organising,
directing and controlling. All these functions influence the operative functions.
(i) Job Analysis : It is the process of study and collection of information relating to
the operations and responsibilities of a specific job. It includes :
Collection of data, information, facts and ideas relating to various aspects of jobs
including men, machines and materials.
Preparation of job description, job specifications, job requirements and employee
specifications which will help in identifying the nature, levels and quantum of
human resources.
Providing the guides, plans and basis for job design and for all operative
functions of HRM.
Human Resources Planning : It is a process for determination and assuring that the
organisation will have an adequate number of qualified persons, available at proper times,
performing jobs which would meet the needs of the organisation and which would
provide satisfaction for the individuals involved.
(v) Induction and Orientation : Induction and orientation are the techniques by
which a new employee is rehabilitated in the changed surrounding and
introduced to the practices, policies, purposes and people etc., of the
organisation.
Acquaint the employee with the company philosophy, objectives, policies,
career planning and development, opportunities, product, market share,
social and community standing, company history, culture etc.
Introduce the employee to the people with whom he has to work such as
peers, supervisors and subordinates.
Mould the employees attitude by orienting him to the new working and
social environment.