Human Resources Term Project - Essay Example

November 17, 2009 Human Resources Term Project Introduction For purposes of presentation and to comply with the requirements stipulated in this term project, the organization that would be used to exemplify the design of human resources documents and instruments used by professionals and managers in this field of endeavor is St. Luke’s Medical Center. This paper aims to provide designs of mission statement, job analysis, position description, advertisements (external and internal), interview, tasks and standards, as well as performance appraisal instruments used by St. Luke’s Medical Center in its aim to delivery excellent healthcare. St. Lukes Medical Center (SLMC) is located in the Philippines and has provided high-quality healthcare for over a century. Founded in 1903, its mission is to provide outstanding out-patient care. Today it is the foremost and most admired hospital in the Philippines and an acknowledged leader in Asia. (SLMC About Us 2009 par. 1) MISSION STATEMENT: To deliver excellent healthcare through caring and highly competent professionals, utilizing world-class technology and research. This we shall do in the most financially viable way without losing sight of our primary purpose - to be of service to God and mankind. As defined, a mission statement is a “written declaration of a firms core purpose and focus which normally remain unchanged. Properly crafted mission statements (1) serve as filters to separate what is important from what is not, (2) clearly state which markets will be served and how, and (3) communicate a sense of intended direction to the entire organization.” (Business Dictionary 2009). Using the definition, the abovementioned mission statement only mentioned the organization’s core purpose and focus which is very general in nature. Although it clearly identified what the organization considers of primary importance (delivery of excellent health care), there was no mention of target markets that the organization purports to serve and how. However, the third element, communicate a sense of direction, was also clearly emphasized by stating that “this we shall do in the most financially viable way without losing sight” of its primary purpose which is to be of service to God and mankind. Overall, I think this mission statement clearly identifies what the organization wants to accomplish which will remain unchanged for the span of its business life. But since there was no mention of its market, it can still be improved by including “to deliver excellent healthcare to individuals with various health dilemmas in all age brackets through caring…” to comply with the properly crafted mission statement requirement. JOB ANALYSIS OF TECHNICAL STAFF II Position: Technical Staff II Broad Functions: Assists in the performance of management services functions and understands the organization’s practices and acquires more responsible assignments in the organization. Technical Responsibilities and Duties: 1. Adheres to the organization’s policies and the professional ethics of the profession. 2. Under direct supervision of higher level staff or staff in charge of engagement, undertakes specific assignments with a high degree of quality and within schedules. 3. Assists in the preparation of reports, analysis and other recommendations to clients. Organizational Responsibilities: 1. May participate in overall planning or engagement to the extent of his familiarity with the particular engagement either through experience or participation in preliminary survey. 2. Calls the attention of staff in charge of engagement or others as directed by staff in charge of specific problems encountered in the course of undertaking the assignment. 3. Demonstrates an excellent sense of discipline and desire to develop within the organization. 4. Undertakes various assignments within the scope of Management Services. Responsibilities to Clients: 1. Sees that assignments are completed on time with the highest degree of accuracy and quality and at a minimum cost. 2. Maintains effective professional relationships with clients. 3. Organize and protects all working papers relevant to a particular assignment. Responsibilities to Develop our Services: 1. Assists in the dissemination of scope of Management Services. 2. Looks for potential areas for additional services and calls this to the attention of more senior staff. Personal and Professional Requirements: 1. Mature and dependable in all situations. 2. Aggressive with sincere desire to pursue a career in a professional organization. 3. Flexible in working under different working conditions. 4. Possesses the highest degree of integrity and discipline. 5. Resourceful in undertaking assignments. Martires (2004, 104) averred that “job analysis consists of the determination of the duties, responsibilities, working conditions and working relationships of and between jobs and the qualifications of the employee who should man each job.” The above stated job analysis conforms to the definition giving detailed description of the duties and responsibilities, the personal and professional requirements to do the duties enumerated herein, and working relationships of and between jobs. However, although done in detail, this job analysis failed to mention working conditions, among others. Actually, the job analysis should have two phases: job description and job specification. While job description or position description gives the what in a job, job specification identifies who should qualify for the job. Therefore, the above sample of a job analysis conformed to the required design by following the clear and concise format identifying the broad or general functions, the technical responsibilities, organizational responsibilities, responsibilities to clients and superiors, and finally, the personal and professional requirements. POSITION DESCRIPTION FOR METHODS ANALYST III MAN SPECIFICATIONS Position Title: Methods Analyst III Category: Technical Job Grade: T – 8 I. Minimum age required: Twenty-eight (28) years old II. Education required: College graduate or knowledge equivalent to an accredited four or five year college. Preferably Bachelor’s Degree in Engineering, Mathematics, Business Administration, Social Science (Law, Psychology and other related courses). Graduate studies in Business or Public Administration, Management desired. Substitution for deficiency in education: For every year deficiency in college education, 4 years of related work Experience/formal training with demonstrated ability is required. III. Work Experience Four years experience in systems and procedures design and analysis, administration of standards with tested ability as a leader. IV. Appropriate Civil Service Eligibility First grade or its equivalent. V. Special knowledge, mental strengths and abilities required Must be able to perform analytical and creative work. Must have professional competence; ability to honestly and constructively work with other people; flexible and with positive attitude. VI. Must be able to operate/use the following equipment/tools: All kinds of management and systems tools, office and computer equipment. VII. Others A thorough knowledge of local government agency operations, policies, rules and regulations. As emphasized by Martires (2004, 108), position description refers to the content of the job, specifically the following items: job title, code number, division/department, nature of the job, duties and responsibilities, methods and tools used, hours of work, the person the worker is responsible to, funds and properties responsible for, compensation and benefits, hazards and risks, and potentials for promotion. This particular position description for a Methods Analyst contain almost all the essential elements enumerated above except hours of work; the person the worker is responsible to; funds and properties accountable for, if any; compensation and benefits ( including eligibility for promotions) and hazards or risks, if applicable. In this regard, this position description can further be improved to incorporate the abovementioned details. Otherwise, the position description was able to itemize the necessary information required of this tool for human resource managers to use. ADVERTISEMENTS – EXTERNAL AND INTERNAL EXTERNAL ADVERTISMENT FOR JUNIOR CIVIL ENGINEER Recruitment Advertisement for a Trade Journal Position to be filled: Junior Civil Engineers for a Health Care Organization Basic Responsibilities: To work in any of the following areas: water service planning, Wastewater treatment, facilities planning, design engineering, or construction engineering. Qualifications: A graduate of a Bachelor’s Degree Major in Civil Engineering; with knowledge of engineering standard practices and computer applications. Personal characteristics: 1. Modeling and calculations. 2. Computer software applications. 3. Project planning and management. 4. Written communications. 5. Individual and group interactions. 6. Data summary and synthesis. 7. Problem resolution. Interested applicants may contact: Mildred Clemente at 0122859876 Mondays to Fridays 8:00am to 5:00pm Please bring the following: Resume, 2x2 photo Transcript of Records State and/or local clearances Civil Engineer License INTERNAL ADVERTISMENT FOR JUNIOR CIVIL ENGINEER MEMO FOR : Employees for Engineering Background/Degree Course FROM : MS. MILDRED CLEMENTE Human Resources Manager RE : Vacant Position for Junior Civil Engineer to be filled from within DATE : November 17, 2009 Pursuant to the policies and guidelines of St. Luke’s Medical Center encouraging hiring from within, please be advised that the position for Junior Civil Engineer is now vacant and available for filling. The following job description and specification are hereby detailed: Basic Responsibilities: To work in any of the following areas: water service planning, wastewater treatment, facilities planning, design engineering, or construction engineering. Qualifications: A graduate of a Bachelor’s Degree Major in Civil Engineering; with knowledge of engineering standard practices and computer applications. Personal characteristics: 1. Modeling and calculations. 2. Computer software applications. 3. Project planning and management. 4. Written communications. 5. Individual and group interactions. 6. Data summary and synthesis. 7. Problem resolution. Interested employees for the position are encouraged to see me personally or contact me through 0122859876, Mondays to Fridays 8:00am to 5:00pm. Using the abovementioned internal advertisement, the organization itself is the first and easiest source of hiring applicants because of its first hand knowledge of workers who have been tried and tested. Using this source also saves recruitment, screening, and selection expenses on the part of the organization. Furthermore, recruitment from within increases the general level of morale of employees who feel that there are avenues for their promotion or transfer instead of their being locked up in dead-end jobs. On the other hand, the external advertisement is mainly tapped with the positions whose job specifications cannot be met by existing personnel. The above example is designed to be announced in a trade journal. Actually broadsheets are more recommended due to lesser costs in advertisements. Print advertisements reach more people than other media. The data shown in the external advertisement is concise but complete to initiate the appropriate response. These instruments are most relevant in identifying responsibilities and characteristics required of the applicants to do their tasks. INTERVIEW/TESTS The initial phase in the screening and selection process consists of the use of the information sheet usually provided by the organization and the resume of the applicant. The applicant is required to fill in relevant personal date, education and employment history which forms the basis or starting point for the interview. The application form also provides the employer the socio-demographic information about the applicant and is most needed to determine whether one should undergo more screening. The following interview questions could be asked: 1. What are your special skills? 2. Why did you choose to apply in this organization? 3. What are your most distinguishing characteristics that make you qualified for the job? 4. What are the most challenging circumstances you have recently encountered and how were you able to address them? 5. Are you willing to work longer hours when required? 6. Are you willing to travel or be relocated? 7. Do you have relatives, friends, or acquaintances in this organization? 8. What are your salary expectations? What if the organization could not initially give your expected salary? 9. How do you see yourself five years from now? 10. What are your plans in this organization? Plans for the future? After the interview, employment and psychological tests (intelligence, aptitude and personality tests) are administered and the results are the main subject of the in-depth interview with a staff member of the Human Resources Department. An investigation of the applicant’s previous history is conducted by asking his references and by getting clearances from some local and state governmental agencies. The educational information should also be verified in terms of its accuracy and validity. The above questions would establish characteristics and traits of the applicants and would enable the prospective employer to determine the applicant’s communication skills; determination to work; mannerisms, if any; ability to respond; among others. TASKS AND STANDARDS OF A UNIT MANAGER Tasks Standards Time Frame Planning: Performance evaluation of nurses - Annually Budgeting of sources and uses of unit funds - Annually Unit meetings - Monthly Preparation and submission of reports - Weekly Directing: Rotation of leaves - Annually Monitoring of office supplies - Weekly Monitoring of absences/tardiness - Daily Compliance to environmental cleanliness and safety - Daily Organizing: Summer and Christmas Parties - Annually Seminars, conferences, training Programs for staff - Monthly Staff meetings for relevant issues - Weekly Room readiness - Daily Controlling: Unit expenses - Monthly Sanctions for Deviations - Weekly/Daily Medication Errors - Daily Nurse relievers for absences - Daily The abovementioned tasks and standards are clear indications of general and specific responsibilities of the Unit Manager for the health care organization. The design is clearly formatted in columns and rows for clarity and ease in monitoring which tasks and standards need to be addressed in a certain time frame. The abovementioned tasks and standards are very broad in nature and can therefore still be improved through a more detailed and specified requirement as to measurement of compliance and incorporation of work behaviors. As proffered by Aboody and Hamilton (2006, pars. 3 – 13), there are nine tasks of manager-leaders, to wit: envisioning goals, managing, renewing, cultural intelligence, affirming values, achieving workable unity, representing the group, adaptability, and serving as a symbol. PERFORMANCE APPRAISAL INSTRUMENT Performance Appraisal of Nurse Unit Managers Rate the performance based on the accomplishment of objectives set. 5 – Outstanding, 4 – Exceeded, 3 – Achieved, 2 – Needs Improvement, 1 – Below/Marginal Weight Rating Score (A) (B) (A x B) 1. Customer Partnership. Teamwork 10 2. Job Knowledge. Technical Knowledge 11 3. Quality of Work 12 4. Quantity of Work 12 5. Analysis, Planning and Organization 8 6. Innovation/ Creativity 9 7. Safety, security, cost effectiveness and housekeeping 9 8. Supervisory Skills, Human Factors 8 9. Self-Development 9 10. Dependability 10 11. Integrity 10 12. Additional factors (tenacity, self control, self confidence, etc) TOTAL RATING 100 Comments: Approved/Signed: IMMEDIATE SUPERIOR’S COMMENTS: _____________________________ NEXT HIGHER LEVEL’S COMMENTS: _____________________________ EMPLOYEE’S COMMENTS: _____________________________ Performance appraisal determines organizational effectiveness by measuring the contribution of each employee in attaining the achievement of organizational goals. The abovementioned instrument is appropriately designed in such a way that factors are incorporated to objectively measure the employee’s performance. In addition, the form provides a space for employee’s comments; meaning, the evaluation results are discussed with the worker by the superior. Further, the performance appraisal instrument initially reminded the appraiser to rate the employee based on the accomplishment of objectives. According to Weihrich (1976, 27 – 31), the first step in performance evaluation is a joint effort by management and employees in discussing and firming up the objectives of their respective departments, divisions, units and sections. The above performance appraisal instrument can be improved by stipulating the details of the rating criteria for newly promoted appraisers. Criteria should be clear and relevant to the purpose. What is measured and how it is measured are the main concerns in this step. Conclusion After the organization structure is established and staff duties and qualifications defined, the functions of each department are delineated. Human resources management must ensure that these functions are clearly understood by the staff in terms of organizational objectives, bases, values, types of programs and projects and their implementation. Likewise, the functions of job organization and information, acquisition, maintenance, development, and even research, could only be carried out effectively and efficiently with the use of appropriately designed documents and instruments that would enable managers to carry out their responsibilities. This paper provided designs of mission statement, job analysis, position description, advertisements (external and internal), interview, tasks and standards, as well as performance appraisal instruments used by St. Luke’s Medical Center in its aim to delivery excellent healthcare. All those who help in the achievement of organizational goals from top to bottom level of the organization are covered in the more embracing umbrella of human resources management. Each and every person who works with the organization is an important resource and thus, documents and instruments should be designed to ensure that human resources professionals would apply a holistic approach of improving and developing its human resource and the entire organization, as a whole. References Aboody, D.F. & Hamilton, L. (2006). Nine Tasks of Manager – Leaders. Council of Hotel and Restaurant Trainers. Retrieved 13 November 2009, Business Dictionary. (2009). Definition of Mission Statement. Retrieved 11 November 2009, < http://www.businessdictionary.com/definition/mission-statement.html> Martires, C.R. (2004). Human Resources Management: Principles and Practices. National Bookstore. Philippines. St. Luke’s Medical Center. (2009). One of the World’s Best. Retrieved 11 November 2009 Weihrich, H. (1976). “Management of Objectives: Does it Really Work?” University of Michigan Business Review. Vol. 28. No. 4. Read More