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UNIT I

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:

Classification of hospital based up on directory of hospital:

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

1. Explain how hospital is differ from industry.


Hospitals has some difference from industries.
 Hospital gives service to people provided by variety of skills.
 Hospitals exist because people need care, and nursing homes exist because of the need for
long-term health care.
 The nature of the demand for hospital services is also different. The patient made decision
that he is ill and requires services which cannot be provided at home.
 The patient leaves home, family, friends, his work-place, his way of life for a new
environment, i.e. the hospital.
 In this new environment, he becomes one of the many. In his home, he has a definite
role.
 In the hospital, his role is similar to 30 or 40 others in the ward or unit in which he is a
patient. He is subjected to a new set of values and a new way of life.
 A hospital deals daily with the life, suffering, recovery and death of human beings.
Hospital is different in many aspects:
1.Complexity
 Hospitals tend to have very complex organizational structures compared to their overall size.
 A 400-bed hospital might have over 1,000 different job titles.
2. Highly trained professionals
 A large portion of the workforce- physicians, nurses, allied health and many technical positions, are
highly trained and have a high level of autonomy.
3. A fragmented organization structure
 An auto manufacturer designs the entire workforce around production of the car.
 Hospitals have begun to take a service line or patient-centered approach to organizational
structure, built around the patient experience.
4. Customer Service is no longer a 'nice to have'
 Every company wants to improve customer service.
 But with the new HCAHPS (Hospital Consumer Assessment of Health care Providers and Systems)
requirements, patient satisfaction scores are a critical success metric for hospitals.
5. The nature of the Services
 Poor quality in a manufacturing plant means a poor product and a weakened competitive advantage.
 Poor quality in a hospital means harm to patients and the hospital’s ability to fulfill its mission.

2.What are the challenges of hospital administrator?


Challenges to administrative abilities have come from within the health field as well as from the public:
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.
6. Trustees of the Trust Hospitals, members of Registered Society Hospitals, shareholders of
Corporate Hospitals, and other who have been their own masters and have been operating
with no restraints so far will have to face increasing professionalism threatening their power
and existence.

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.

3.Explain about the equipment planning in hospital.


Hospital planning is not complete if careful attention is not given to the fixed and movable equipment
needed for the hospital. With the exception of items of current operating expense such as food, fuel,
drugs, dressings, paper, printed forms, soap, etc.,
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.
Medical equipment is a vital component in healthcare delivery. Equipping health facilities need detail
planning and coordination, clinical needs and the equipment requirements are met with the design and
function.The ultimate objective is to ensure all products selected are fit for purpose, within budget and,
procured, delivered and commissioned in accordance with projects build programme.
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.
Effective project planning can only be achieved by a successful team process. This cohesive team
generally consists of user groups, project managers, architects and other associated healthcare planners
such as equipment planners, whose responsibility is to balance the requirements of the clinical users and
the clients against available healthcare technology, budgetary targets and the realities of the design and
construction process.
A series of meetings are arranged with the medical staff and other personnel to discuss the equipment
needed. A room by room equipment list is then compiled and reviewed by the administrative, medical
and departmental staff.In an existing hospital, purchasing new equipment presents no particular problem
except perhaps securing .finances. Besides a purchasing department, there is usually a well-established
procedure and mechanism to authenticate the need for new equipment or to replace an old one. There are
trained people who can write specifications. The hospital administrator, generally an experienced
man, and his purchasing officer will easily accomplish these tasks.

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).Explain about manpower planning and its significance.


Manpower planning is a technique to estimate and forecast the
manpower requirements for an enterprise taking into consideration the
existing and future objects of the enterprise. The estimates of human
resources requirements are basedon the future plans of production
expansion, nature of technology and structure of enterprises.
Manpower planning means to see whether the person to whom some
work is assigned are capable to do it or not. The essence of manpower
planning is the right man on the right job and the right job for the right
man.
In other words , Manpower planning refers the process of determining
and assuring that the organization will have an adequate number of
qualified personnel.
Manpower planning involves the estimation of size and quality of the
work force required by the enterprise to a accomplish its desired
objectives. Shortage or surplus of manpower will be revealed by
manpower planning, corrective steps can be taken in time.

Planning Significance of Manpower Planning includes the Importance of


Staffing

 Staffing is now recognized as a separate management function.


 Previously it was considered to be a part of organization function
of management. The reason for separating the staffing from
organizing is to give proper emphasis to the actual manning of
organizational roles.
 The staffing function has assumed greater importance these days
because of rapid advancement of technology, increasing size of
organizations and complicated behavior of human beings.
 The management of the enterprise must give due importance to
human resources planning, recruitment, and selection, training,
appraisal and remuneration of workers.
Nature of Staffing

The nature of staffing are as follows :

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.

Elements of Staffing Process


The scope of staffing is very wide. The elements, steps or sub-
activities of staffing process are as follows :
1. Manpower Planning : It is concerned with the determining the
number and types of star required for the organization.
2. Recruitment : Recruitment is the process of searching prospective
employees and encouraging them to apply for jobs in the
enterprise.
3. Selection : Selection is the process of selecting best suited
candidates for the jobs from among those who have applied for
these jobs in the enterprise.
4. Placement of Personnel : The new employees need to
familiarized with their units, supervisors and fellow employees.
They should be placed on the jobs for which they are suited.
5. Orientation or Induction Orientation : Induction Orientation is
a process of familiarizing the new employees with their enterprise,
department, work unit, work group, superiors, fellows and
subordinates etc.
6. Remuneration : Compensation of workers for their efforts
involves fixation of their wages and salaries.
7. Training : The art of acquiring knowledge and skill of doing a
particular job in a particular manner.
8. Development : The development of knowledge, efficiency and
aptitude of different officers of managerial level so that they may
contribute their feeling, cooperation and contribution towards the
accomplishment of task.
2).Explain in detail about the profile of HRD Manager
Profile of HRD Manager
In a Hospital/Clinical Laboratory-based healthcare organization, it is important to
assess the performance of all levels of staff at the beginning and the assessment should
be done at periodical time intervals.
The main task of HRM involves job analysis, manpower requirement, organization
of workforce, measurement as well as an appraisal of performance, reward
implementation, professional development, and constant maintenance of the
workforce.
The human resource manager is responsible to feel overriding of different needs for
both employees as well as the employer. The manager supervises all aspects of
operations that are personnel-related that would include the following areas :
 Interview and hiring
 Doctor and nurse recruitment
 Compensation and benefits management
 Handling of claims
 Personnel counseling
 Employee training
 Performance evaluation
 Implementation of professional development programs
 Compliance with state and federal regulations
 Safety and sanitation the workplace
 Labor Relations and mediation
 Supervision of employee meetings
 Maintenance and/or improvement of employee retention and
morale Among the listed areas, the following are more vital to be
considered.

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.

Personnel claims against the business


Circumstances arise in any business where and employee feels it necessary to file a
claim concerning some type of egregious behavior on the part of the employer or
employer’s representative. These situations can include injuries, layoffs, getting
fired or possibly incidents of arrest or other related type experiences. Labor claims
are specialty areas that human resource professionals are well-trained receiving the
proper knowledge about state and local regulations concerning the disposition of
such claims.

Employee training and performance evaluation


Quality control is an important aspect for human resource management. But,
unlike the quality control manager in a factory making sure that products are created
according to the necessary specifications, quality control for human resource
manager translates to providing the necessary training is that will ensure top on the
job performance. Tests are developed by human resource managers to monitor skill
levels that can be administered path prior to hiring as well as at different times
throughout the employment. If it is the job of the human resource manager to work
quite closely with both clinical and nonclinical department heads to develop
relevant professional skills enhancement programs as well as providing continuing
education opportunities for all employees.

Human resource management is not a clerical position


The human resource manager at a clerical team who handled hiring and firing as
well as payroll and bookkeeping. More thought and energy has been put into
redefining the role of the human resource manager and has paved the way toward
developing different specialized needs and roles for employees. This has resulted in
the need for highly specialized training leading to creating human resource
managers that have duties far beyond those of writing a check.

Getting an employee hand book


The human resource manager is also responsible for producing what is commonly
referred to as an employee handbook. The HR manager will oversee operation
collecting all the necessary data that can provide the answers to many employee
questions. These are usually answers to common issues faced by all pulleys and a
facility that are compiled in a book that is easy to navigate and can be given
everyone.
Human resource manager is necessary for productive and effective healthcare.
Health care systems depend upon effective human resource management. It is
crucial that effective human resource management produces successful recruitment
and retention for both clinical and not critical staff. Human resource management
also plays the vital role helping to maintain staff morale, providing employees with
opportunities for professional advancement, as well as providing ongoing training
programs to ensure top quality health care service delivery.

Getting the necessary education


All the leading colleges and universities have degree programs for people seeking a
career in personnel, human resources or labor relations management. Each school
may offer different types of focused education that leads to the reason human
resources ministration or human resources management. Some may also offer
specialized degrees concentrating on training and development or administration of
benefits and compensation. It also depends upon which school investigated where
these courses may be found. Somewhere in the study of business administration
while others can be found in an education curriculum such as human services,
communication or public administration. Some institutes of higher learning you
have separate human resource departments. Obtaining advanced degrees has become
increasingly the basic criteria for entry for many jobs. In some instances the
background laws necessary if the job entails contract negotiations, mediation, or
arbitration. It is highly recommended that individuals seek a master’s degree in
human resources, business administration, or labor relations with a concentration on
human resources management when seeking top-level executive positions.

 What is Human Resource Management? List out the principles of


HRM.

 Human Resource Management (HRM) is concerned with employees both as


individuals and as a group in attaining goals.
 It is also concerned with the behavior, emotional and social aspects of
personnel. It is concerned with the development of human resources i.e.,
knowledge, capability, skill, potentialities, and attaining and attending employee
goals, including job satisfaction.
 Human resource management is pervasive in nature and it is concerned with the
management of human resources of an organization consisting of all individuals
engaged in any of the organizations activities at any level.
 HRM covers all levels i.e. low, middle and top and categories of employees such
as unskilled, semiskilled, skilled, technical, professional, clerical, managerial and
non managerial. It covers both organized and unorganized employees.
 Human Resource Management (HRM) is concerned with employees both as
individuals and as a group in attaining goals.
 It is also concerned with the behavior, emotional and social aspects of
personnel. It is concerned with the development of human resources i.e.,
knowledge, capability, skill, potentialities, and attaining and attending employee
goals, including job satisfaction.
 Human resource management is pervasive in nature and it is concerned with the
management of human resources of an organization consisting of all individuals
engaged in any of the organizations activities at any level.
 HRM covers all levels i.e. low, middle and top and categories of employees such
as unskilled, semiskilled, skilled, technical, professional, clerical, managerial and
non managerial. It covers both organized and unorganized employees.
Human Resource Management in Hospitals
Human resource management is staff function through which managers recruit,
select, train, and develop their employees and develop the organization as well. So it
totally depends the way in which the personnel are recruited, selected, trained ,
developed and utilized by management largely determines whether the organization
achieve its objectives or not.
Hospital organization presents a number of unique human resources management
challenges. Managing human resources is the real challenge of hospital managers. The
hospital is an institution dedicated to the attention of human suffering, the treatment of
human ailments and the promotion of general health of the community, has to take
care of the welfare of those who run it, i.e. its personnel. Fig. 2.1 reveals the
environmental factors surrounding the hospital employee.
Patients

Medical and paramedical staff Management


Hospital employees

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.

Objectives of Human Resource Management


Human resource management is concerned with the management of personnel at
work. The way in which the personnel are recruited, selected, trained, developed and
utilized by management largely determines whether the organization will achieve its
objectives or not. Therefore, the personnel available to management in the
organization need to be properly looked after, utilized and coordinated. It is through
the combined efforts of the management as well as of its personnel, the objectives of
an organization can be achieved. Without concerted and combined efforts, an
organization cannot accomplish its objectives. Now it is universally recognized that
the effectiveness with which personnel are coordinated and utilized is directly
responsible for the success of any organization. Therefore, human resource
management aims at obtaining and maintaining a capable work force so that the
objectives of the organization can be achieved. Briefly, the following are the
objectives of human resource management:
 Obtaining and developing the right personnel,
 Providing effective motivation and leadership.
 Paying attractive remuneration and treating them like brothers and sisters,
 Effective utilization of human resources in the achievement of organizational
goals.
 Establishment and maintenance of an adequate organizational structure and
desirable working relationships among all members of the organization,
 Securing integration of the individual and informal groups with the
organization, and thereby ensuring their commitment, involvement and loyalty.
 Recognition and satisfaction of individual needs and group goals,
 Provision of maximum opportunities for individual development and
advancement.
 Maintenance of high morale in the organization,
 Continuous strengthening and appreciation of human assets.
From these Objectives one can conclude that the emphasis has been laid on the
following: recruitment, selection, induction, providing adequate salary, periodic
appraisal, specific training, retirement compensation, individual development,
providing
employees’ welfare, better working conditions, and mutual confidence, etc. These are the
life-blood of human resource management.
These objectives can be achieved by conducting the following human resource
management functions.
 Anticipating and providing personnel for future openings from time to time.
 Seeking and attracting qualified applicants to fill vacancies.
 Determining the organizational structure and manpower needs to effectively
meet the organizational objectives.
 Analyzing the applicants' qualifications for determining their suitability.
 Officially assigning each employee an appropriate position which clearly defines
his responsibilities.
 Ensuring that new recruits are provided with appropriate training and
information, to enable them to perform their duties effectively.
 Further providing for increasing the utilization of the employee's capabilities.
 Providing for the individual employee's development.
 Arranging programs as required for developing existing personnel.
 Providing facilities for the employees’ enjoyment of the job and making the
work place more attractive and satisfying.
 Providing the needed exchange of information throughout the organization.
 Building up rapport with the officially-recognized and legally established
employees'
 Organizations in the best interests of both the organization and its employees.
 Developing effective work regulations and harmonious working relationships.
 Objectively appraising each employee's performance in relation to the duties
and responsibilities assigned.
 Helping employees solve their personal problems.
 Developing facilities and procedures for the prevention of on-the-job accidents.
 Preventing diseases and physical ailments and at the same time caring for
diseases, ailments and injuries suffered by employees on-the-job.
 Providing precautionary measures for safeguarding the organization and its
property from fire, theft, etc.
 Developing improved employees' attitudes and conditions of work.
 Doing a human resource audit.
By no means can all the above-mentioned functions be found in every human
resource department; but they do cover the range of tasks seen in many commercial
organizations, industries and hospitals where human resource management has been
established as a specialty. The jobs that the human resource department is called upon
to perform are too numerous and too varied to admit any concise presentation. But the
objectives of human resource management can be achieved only by the performance of
these functions.
 To help the organisation to reach its goals
 To employ the skills and abilities of the workforce efficiently
 To provide organisation with well-trained and well-motivated employees
 To increase the employees satisfaction and self-actualization
 To develop and maintain the quality of work life
 To communicate HR policies to all employees
 To help maintain ethical polices and behavior

Fundamental Principles of Human Resource Management


 Human resource management is the management of an organization's workforce
or human resources. It is responsible for the attraction, selection, training and
assessment and rewarding of employees, while also managing organizational
leadership and culture and ensuring compliance with employment and labor
laws.
 HRM is a process of bringing an organization and its employees together so that
the individual and organizational goals are met. HRM is development-oriented. It
lays stress on the development of employee’s potential, capacity, interest, and
personality.
 HRM is a continuing and never-ending process. It is a constant function of
organization whether be it an industry or a hospital.
 Human resource management is both a science as well as an art. It is a science
because it consists of a well-recognized body of knowledge, principles, and
techniques. It is an art because it deals with human beings, popularly called
social animals that have feelings and emotions. It requires knowledge, tact, and
presence of mind to effectively deal with human beings i.e. the people at work.
Human resource management of an organization represents one of its largest
investments. Therefore, it is of utmost importance to deal with its human resources
sympathetically and Tactfully. An effective management must direct the vision and
effort of all managers towards a common goal.
Thus human resource management is an approach to the management of people
based on the following fundamental principles:

 Human resource management is concerned with integration by getting all the


members of the organization involved so that they may work together with a
sense of common purpose.
 Human resource policies of the organization should be fair to all. They should
make a major contribution to the achievement of an organization's objectives as
well as provide a conducive atmosphere of working to the employees so that
their output is maximum.
 Human resources are the most important assets and their tactful management is
the key to the success of an organization. The culture and values of an
organization exert enormous influence on the organization. Therefore,
organizational values and culture should be accepted and acted upon by one and
all in the organization.
The HRM model was developed by the American Society for Training and
Development (ASTD). The output of this model is the quality of work-life,
productivity, and readiness for change. In HRM model ASTD identified nine Human
resource areas such as:
1. Training and Development
2. Organization and Development
3. Organization / Job design
4. Human Resource Planning
5. Selection and Staffing
6. Personnel Research and Information Systems
7. Compensation / Benefits
8. Employee Assistance
Benefits of Human Resource Development
Human resource development (HRD) is concerned with the provision of learning
and development opportunities that support the achievement of business strategies and
improvement of the organizational, team, and individual performance.
Some of the benefits of Human Resource Development are as follows :
a. Systematic planning to support the organizational mission. Increased capacity
to achieve the organization’s goals
b. Clear definition of each employee’s work responsibilities and link to
organization mission
c. Greater equity between compensation and level of responsibility
d. Defined levels of supervision and management support
e. Increased level of performance and efficient utilization of employee's skills
and knowledge
f. Cost savings through improved efficiency and productivity
g. Increased ability to manage change

4).Explain the managerial and operative functions in HRM


Functions of HRM
The functions of HRM can be broadly classified into two categories, viz.,
(i) Managerial functions and
(ii) Operative functions.

I. Managerial Functions
Managerial functions of personnel management involve planning, organising,
directing and controlling. All these functions influence the operative functions.

(i) Planning : It is a predetermined course of action. Planning pertains to


formulating strategies of personnel programmes and changes in advance that will
contribute to the organisational goals. In other words, it involves planning of
human resources, requirements, recruitment, selection, training etc. It also
involves forecasting of personnel needs, changing values, attitudes and
behaviour of employees and their impact on the organisation.
(ii) Organising : An organisation is a means to an end. It is essential to carry out the
determined course of action. In the words of J.C. Massie, an organisation is a
“structure and a process by which a co-operative group of human beings
allocates its task among its members, identifies relationships and integrates it
activities towards a common objective.” Complex relationships exist between the
specialised departments and the general departments as many top managers are
seeking the advice of the personnel manager. Thus, an organisation establishes
relationships among the employees so that they can collectively contribute to the
attainment of company goals.
(iii) Directing : The next logical function after completing planning and
organising is the execution of the plan. The basic function of personnel
management at any level is motivating, commanding, leading and activating
people. The willing and effective co-operation of employees for the attainment
of organisational goals is possible through proper direction. Tapping the
maximum potentialities of the people is possible through motivation and
command. Co-ordination deals with the task of blending efforts in order to
ensure successful attainment of an objective. The personnel manager has to co-
ordinate various managers at different levels as far as personnel functions are
concerned.
(iv) Controlling : After planning, organising and directing various activities of
personnel management, the performance is to be verified in order to know that
the personnel functions are performed in conformity with the plans and
directions of an organisation. Controlling also involves checking, verifying and
comparing of the actuals with the plans, identification of deviations if any and
correcting of identified deviations. Thus, action and operation are adjusted to
pre-determined plans and standards through control. Auditing training
programmes, analyzing labour turnover records, directing morale surveys,
conducting separate interviews are some of the means for controlling the
personnel management function and making it effective.

II. Operative Functions


The operative functions of human resources management are related to specific
Finance Marketing Materials

activities of personnel management, viz., employment, development, compensation


and relations. All these functions are interacted with managerial functions. Further,
these functions are Technology
to be performed in HRM
conjunction with management functions as
Information
shown in Fig. 2.3.

1. Employment : It is the first operative function of Human Resources Management


Production
(HRM). Employment is concerned with securing and employing the people possessing
the required kind and level of human resources necessary to achieve the organisational
objectives. It covers functions such as job analysis, human resources planning,
recruitment, selection, placement, induction and internal mobility.

(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.

 Estimation of present and future requirements and supply of human resources


based on objectives and long range plans of the organisation.
 Calculation of net human resources requirements based on present inventory of
human resources.
 Taking steps to mould, change and develop the strength of existing employees in
the organisation so as to meet the future human resources requirements.
 Preparation of action programmes to get the rest of human resources from
outside the organisation and to develop the human resources in terms of existing
employees.
(ii) Recruitment : It is the process of searching for prospective employees and
stimulating them to apply for jobs in an organisation. It deals with :
 Identification of existing sources of applicants and developing them.
 Creation/identification of new sources of applicants.
 Stimulating the candidates to apply for jobs in the organisation.
 Striking a balance between internal and external sources.
(iii) Selection : It is the process of ascertaining the qualifications, experiences, skills,
knowledge etc., of an applicant with a view to appraising his/her suitability to a
job. This function includes :
 Framing and developing application blanks.
 Creating and developing valid and reliable testing techniques.
 Formulating interviewing techniques.
 Checking of references.
 Setting up a medical examination policy and procedure.
 Line manager’s decision.
 Sending letters of appointment and rejection.
 Employing the selected candidates who report for duty.
(iv) Placement : It is the process of assigning the selected candidate with the most
suitable job in terms of job requirements. It is matching of employee
specifications with job requirements. This function includes:
 Counselling the functional managers regarding placement.
 Conducting follow-up study, appraising employee performance in order to
determine employee adjustment with the job.
 Correcting misplacements, if any.

 Estimation of present and future requirements and supply of human resources


based on objectives and long range plans of the organisation.
Calculation of net human resources requirements based on present inventory of
human resources.
 Taking steps to mould, change and develop the strength of existing employees in
the organisation so as to meet the future human resources requirements.
 Preparation of action programmes to get the rest of human resources from
outside the organisation and to develop the human resources in terms of existing
employees.

(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.

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