Staffing norms by inc and ana free essay sample

Every organization is primarily depends upon its human resources than any other single factor. The core determines of staffing in the hospital organization are quality, quantity and utilization of its personnel keeping in view the structure and process. The staffing norms should aims at matching the individual aspiration to the aims and objectives of the organization. On the other hand practice standards in the organization also play an important role in providing quality service and elimination of malpractices among staff. This term paper tries to give brief outline about the staffing norms and practice standards set by INC and ANA. MEANING OF STAFFING Staffing is a systematic approach to the problem of selecting, training, motivating and retaining professional and nonprofessional personnel in any organization. It involves manpower planning to have the right person in the right place and avoid ‘square peg in round hole†. Staffing is a logical operation that consists of several interdependent actions as given below. We will write a custom essay sample on Staffing norms by inc and ana or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page 1. Identify the type and amount of services needed by agency client 2. Determining the personal categories that have the knowledge and the skills to perform needed service measures. 3. Predicting the number of personnel in each job category that will be needed to meet and anticipated service demands. 4. Obtaining, budgeted positions for the number in each job category needed to service for the expected types and number of client. 5. Recruiting personnel to fill available positions. 6. Selecting and appointing personnel from suitable applicants. 7. Combining personal into desired configurations by unit and shift. 8. Orienting personnel to fulfill assigned responsibilities. 9. Assigning responsibilities for client services to available personnel. MANPOWER PLANNING Manpower planning may be defined as a strategy for the accusation, utilization, improvement and preservation of the human resources of an organization. The objective of manpower planning is very wide and varied. The most important once are as follows, 1. Ensuring maximum utilization of the personnel. 2. Assessing future requirements of the organization. 3. Determining the recruitment sources. 4. Anticipating from past record. 5. Determining training requirements for management’s development and organizational development. The major activities of manpower planning includes, a) Forecasting future manpower requirements. b) Inventorying present manpower resources and analyzing the degree to which the resources are employed optimally. c) Anticipating manpower problem by projecting present resources into the future and comparing them with forecast of requirements to determine the adequacy, both quantitatively and qualitatively. d) Planning the necessary programme, recruitment, selection, training, development, motivation and compensation, so that the future manpower requirements will be met. To achieve the above objectives, manpower planning involves the following steps, 1. Scrutiny of present personnel strength 2. Anticipation of manpower needs 3. Investigation of turnover of personnel 4. Planning job requirements and job description The following are the sequential steps of staffing responsibilities, although each step has interdependence with all staffing activities. 1. Determine the number and the types personnel needs to fulfill the philosophy, met fiscal planning responsibilities, and carry out the chosen person care management organization 2. Recruit, interview, select and assign personnel based on established job description performance standards. 3. Use organization resources for induction and orientation. 4. As certain that each employees is adequately socialized to organizational value and unit norms. 5. Use creative and flexible scheduling based on patient care needs to increase productivity and retention. 6. Develop a programme of staff education that will assist employees meeting the goals of the organization. STAFFING POLICIES The word â€Å"policy† has a greater significant in the organization for giving a direction to the activities in the field of finance, marketing, production, personnel etc. policy is a predetermined and accepted course of thoughts and actions established as a guide towards accepted goals and objectives. The following things needed for the personal policies This is a predetermined course of rules or actions. Policies guide the performance of objectives. Policies provide the standard or ground for the objectives. The process of developing personnel policies involves the assessment of the following factors. 1. Identification of the purpose and objectives, which the organization wishes to attain with regard to its workforce. 2. Analysis of all the factors under which the organizations personnel policy will be operating. 3. Examining the possible possibilities in each area in which the personnel policy statement is necessary. 4. Implementation of the policy through the development of procedures to support the policy. 5. Communication of the policy and procedures adapted to the entire organization. 6. Auditing the policy so as to reveal the necessary changes. 7. Continues re-evaluation and revision of policies to meet the current needs of the organization. FORMULATION OF PERSONNEL POLICY Formulation of personnel policies is a top management decision, affecting the operation of the organization. The formulation of these policies is different according to the level of expertise and the skills of the staff. In certain organization, the personnel manager may be totally responsible for the entire process. In other organizations, the groups of line managers and employees representing the various departments assemble to formulate the policies with the personnel staff. All personnel policies should be flexible enough to offer sufficient scope for the developmental managers to meet different situations. The steps of formulating the personnel policy includes, 1. Fact finding: fact finding is usually a job delegated to the committee who through interviews and conferences collect data from inside and outside of the organization. The facts should be dependable, diverse and qualitatively superb. When the investigation is over the committee proceed further in this matter. 2. Reporting Of Proposed Policy: Policy formulation committee shall report to the top management it’s considered opinions integrating the committee’s judgment and findings. The personnel manager plays a key role in this matter. He may be the principal spokesman of the committee. He should take adequate precautions to ensure correct timings and presentation of the report so that management finds it acceptable. 3. Writing the proposal policy: Policies should be always in writing. There are two compelling reasons for it. Firstly, the policy will be vague unless it is written down. Secondly, if the policy is in writing, it will show what exactly the management means. Special skill is required to adhere to policy language which will state the synthesis principles, commitment for actions and scope for discretion. 4. Discussing the proposed policy: A proposed policy should always be discussed with the participation of those who use and live with the result it gives. The discussion stage offers an opportunity to gauge the thoughts of the employees. Management can reasonably expect that those who have not testified against the proposed policy will abide by it. If a group of employees is not convinced, the management should examine their views in detail. Opportunity for upward communication should be given to the employees to respond constructively to the policy. 5. Adopting and launching the policy: Adopting and launching the policy rest on the top management who can decide whether the policy adequately represent the organizational objectives or not. 6. Communicating of policy: The issuance of formal personnel policy is limited by the management. The Personnel policy manual or handbook should be maintained by the personnel department on all policies and procedure of all personnel matters. Booklets on personnel policy giving important points of interest to employees should be issued. 7. Appraising the policy: Policy formulating committee consisting the representatives of management and their employees who are affected by a given policy decision can develop the experience to appraise its appropriateness and usefulness. Any serious difficulty in overcome the new or revised policy should be reported to the top management along with the constructive suggestions. FACTORS INFLUENCING PERSONNEL POLICY The following factors will influence determining of personnel policies of an organization. 1. Law of the country: the various laws and labour legislation govern the various aspects of personnel matters, Policies should be conformity with the laws of the county. 2. Social values and customs: There are codes of behavior of any community which should be taken into account in framing policies. 3. Management philosophy and values: Management cannot work together for any length of time without clear broad philosophy and set of values which influence their actions on matters concerning the workforce. 4. Stage of development: All changes such as size of operations, scale of technology, innovations, fluctuations in the composition of workforce, decentralization of authority and change in financial structure influence the adoption of personnel policies. 5. Financial position of the firm: The personnel policies cost money which will be reflected in the price of the product. Because of this, prices set the absolute limit to organizations personnel policies. 6. Union objectives and practices: How well employees are organized? What is their bargaining capacity? What are their pressure techniques? All these factors are responsible to personnel policy. 7. Type of workforce: The assessment of characteristics of workforce and what is acceptable to them is the responsibility of the effective personnel staff. CHARACTERISTICS OF PERSONNEL POLICIES Personnel policies should possess the following characteristics: They should present the principle that will guide the organizations actions and reflect a faith in the ethical values of employees. They should be stated in the broadest possible terms so as to serve as a guide in practice now and in future. They should be formulated after taking the long range plans and needs of the organization. They should be flexible to cover a normal range of activity. They should be stable to produce excessive alterations. They must be developed with the active participation of the management and employees. They should be definite so that it is easy to understand. They should be communicated in writing so as to remove any confusion. ADVANTAGES OF PERSONNEL POLICIES Personnel policies set up by the management for the following advantages: Helps managers at various levels of decision centers to act with confidence without the need for consulting the superiors every time. Ensures promote action for taking decision within the overall framework of the objectives of the organization whenever any situation arises. Provide a rational and continues system of achieving results through better control. Clearly lies down liberate the management from their personal bias and self-interest. Ensures long term welfare of employees and makes good relation between management and workers. Makes the employees aware of where they stand in the organization and creates confidence in them. PHILOSOPHY OF STAFFING IN NURSING Nurse administrators of a hospital nursing department might adopt the following staffing philosophy; 1. Nurse administrators believe that it is possible to match employee’s knowledge and skills to patient care need in a manner that optimizes job satisfaction and acre quality. 2. Nurse administrators believe that the technical and humanistic care needs of critically ill patients are so complex that all aspect of care should be provided by professional nurses. 3. Nurse administrators believe that the health teaching and rehabilitative needs of chronically ill patients are so complex that direct care for chronically ill should be provided by professional and technical nurses. 4. The nurse administrators believe that patient assessment, work qualification and job analysis should be used to determine the number of personnel in each category to be assigned to care for patients of each type. 5. Nurse administrators believe that a master staffing plan and policies to implement the plan in all units should be developed certainly by the nursing heads and staff of the hospital. 6. Nurse administrators believe that staffing plan should be administered at the unit levels by the head nurse, so that selected plan details, such as shifts start time, number of staff assigned on holidays, and number of employees assigned to each shifts can be modified to accommodate the unit work load and workflow. OBJECTIVES OF STAFFING IN NURSING 1. Provide an all professional nurse staff in critical care units, operating rooms, labour and delivery units, and emergency room. 2. Provide sufficient staff to permit a 1:1 nurse patient ratio for each shift in every critical unit. 3. Staff the general medical, surgical, obstetrics and gynecology, pediatric units to achieve a 2:1 professional practical nursing ratio. 4. Provide sufficient nursing staff in general medical, surgical, obstetric, pediatric and psychiatric unit to permit a 1:5 nurse patient ratio on a day and afternoon shifts and 1:10 nurse patient ratio on night shifts. 5. Involve the heads of the nursing staff and all nursing personnel in designing the departments overall staffing programme. 6. Design a staffing pattern that specifies how many nursing personnel in each classification will be assigned to each nursing unit for each shift and how vacation and holiday time will be requested and scheduled. 7. Hold each head nurse responsible for translating the department master staffing plan to sequential eight weeks’ time schedules personnel assigned to her/his unit. 8. Post time schedules for all personnel’s at least eight weeks in advance. 9. Empower the head nurse to adjust work schedules for unit nursing personnel to remedy any staff excess or deficiency caused by census fluctuation or employee absence. 10. Inform each nursing employee that requests for specific vacation or holiday time will be honored within the limits imposed by patients care and labour contract requirements. 11. Reward employees for long term service by granting individuals special time requests on the bases of seniority. RECRUITMENT PROCESS Recruitment is a process of securing applicants to fill vacant positions. It covers both the filling of new and replacement of previously established posts which fall vacant. Sources of recruitment In general, there are two sources of recruiting employees Internal External 1. Internal sources: Many organizations completely overlook the value of recruitments from within. It is not only reasonable but wise to let the existing employees know of vacancies by internal advertisement. But now it is being realized that the best source of supply for higher posts is the personnel already in the organization. The existing talented employees may be given the adequate training to be eligible for promotion to higher positions in the organization has an advantage of stimulating and preparing possible transfer or promotion, increasing the moral of the employees and simplifying selection and placement problems. 2. External sources Any business undertaking has to go to external sources for lower entry jobs, for expansion and for positions whose specification cannot be met by the present employees. The commonly used outside sources are: Advertisement Employment exchanges Educational institutions Recommendations Casual callers Labour contractors Employment STEPS IN RECRUITMENT PROCESS Recruitment has been described as the process of getting potential employees willing to apply for job or jobs in the organization. If recruitment is successful, several candidates will apply and out of these, the most suitable candidate will be selected. But this selection is not an easier process. It is a problem of matching a man to the job. Thus selection process involves choosing individuals who possess necessary skills, abilities and personality to specific jobs in the organization. Thus, proper and thorough selection policy must be followed by the management. There must be definite selection procedure established for screening out the undesirable candidates. The following are the important steps involved in the satisfactory selection procedure. A. Preliminary interview B. Application blank C. Employment tests D. Employment interview E. Reference check F. Physical examination G. Final selection A. PRELIMINARY INTERVIEW The preliminary interview is generally quiet brief and has the object of eliminating the obviously unqualified or unsuitable candidates. Lack of certain requirements in education, training or experience may determine unsuitability. Appearance, ability in communication, impression etc. of the candidates are quickly evaluated and the candidates salary requirements are obtained. If the applicant appears to have some chance of being selected, he is given the application blank to fill in. B. APPLICATION BLANK This is one of the important steps in hiring a man for the organization to get a written record of qualifications, experience or any other specialization of the candidate. There is a high degree of similarity between the applications blanks of various organizations because of the basic information about the individuals to which all organizations give importance. Application blank is used to obtain information in the applicant own handwriting sufficient to properly identify him and to make tentative inferences regarding his suitability for employment. C. EMPLOYMENT TESTS The use of tests is perhaps, the most controversial of all personnel selection procedures. ADVANTAGES A test is an objective and standardized behavior sample, and tends to be less subject to bias. Test can help to uncover talent that may otherwise be overlooked and also to differentiate between the ability required for the present job and those required by new once. A great deal of personal information about a person can be collected in a relatively short period of time using tests. Tests reduce the cost of selection and placement because large number of applicants can be evaluated within lesser period of time. Tests provide a healthy basis for comparing applicant’s background. DISADVANTAGES It measures only a part of the total amount of information needed to make an accurate selection. Tests are sometimes cannot predict changes of success of an applicant because he was nervous. But this is valid only when the test results of the entire group are not valid. CLASSIFICATION OF TESTS It is possible to classify the tests that have been used in the selection of workers into the following categories. I. Intelligence test It is the test used to judge the mental capacity of an applicant. It measures the individual learning ability, ability to catch or understand instructions and also the ability to reason and make judgment. There are various verbal as well as nonverbal intelligence tests designed by many psychologists for different jobs. II. Aptitude tests Aptitudes are the potentialities which the individuals have for learning the skill required to do a job quickly. Tests designed to measure such potentialities are called aptitude tests. Aptitude tests are one of the most promising indices for predicting workers success. Their continued use is assured because of the ever changing nature of occupations in an industrial society under continues fluctuations occurring in the labour market. III. Trade tests Proficiency or trade tests are those tests which are designed to measure the skills already acquired by the individuals. These are also known as the performance tests. I. e. tests of level of knowledge and proficiency in certain skills about a particular job. IV. Motor tests Dotting- these tests emphasize speed and precision of movement. The individuals makes a single dot in each of a series of small squares or circles which are likely to be arranged in irregular order. Tapping- tapping tests are similar to dotting tests except that the emphasis is on speed alone. Finger dexterity- the individual is requires picking up small pins and inserting them in holes. Complex reaction- these tests are frequently used with motor vehicle operators. In complex reactions several stimuli are presented serially to the individual and he must make differential response to them. D. EMPLOYMENT INTERVIEW Although application blanks, tests and group discussions provide much valuable information about the candidate, yet they do not provide the complete set of information, required of the applicant. Interview may be of great help in such cases. Interview may be taken to secure much information about a candidate to enable the organization to know about the applicant and vice versa. Purpose To find out the suitability of the candidate To seek more information about the candidate To give the candidate an accurate picture of the job with details of terms and conditions and some idea of organization policies and employer employee relations. Limits Interview is an expensive device and sometimes, it is interpreted as having greater meaning and validity than is justified. Interview can test only the personality of the candidate and not his skills and ability for the job. Interviewer many not be an expert and many not be in a position to extract maximum information from the candidate. It depends too much on the personal judgment of the interviewer which may not always be accurate. E. REFERENCE CHECK A referee is potentially an important source of information about a candidate’s personality if he holds a responsible position in some organization or has been the boss or employer of the candidate. Prior to final selection, the prospective employer normally makes an investigation on the reference supplied by the applicant and undertakes more or less a thorough search into candidates past employment, education, personal reputation, financial condition, police record etc. F. PHYSICAL EXAMINATION The pre-employment physical examination or medical test of a candidate is an important step in the selection procedure. Objectives It serves to ascertain the applicant physical capabilities to meet the job requirement. It serves to protect the organizations against the unwarranted claims under workers compensation laws. It helps to prevent communicable diseases entering the organization. G. FINAL SELECTION Based on all the above procedures, successful candidates fit for the job is selected and appointed to the job. INC (Indian Nursing council) The Indian Nursing Council is an Autonomous Body under the Government of India and was constituted by the Central Government under the Indian Nursing Council Act, 1947 of parliament. It was established in 1949 for the purpose of providing uniform standards in nursing education and reciprocity in nursing registration throughout the country. Nurses registered in one state were not registered in another state before this time. The condition of mutual recognition by the state nurse’s registration councils, called reciprocity was possibly only if uniform standards of nursing education were maintained. FUNCTIONS OF INDIAN NURSING COUNCIL To establish and monitor a uniform standard of nursing education for nurses midwife, Auxiliary Nurse-Midwives and health visitors by doing inspection of the institutions. To recognize the qualifications under section 10(2)(4) of the Indian Nursing Council Act, 1947 for the purpose of registration and employment in India and abroad. To give approval for registration of Indian and Foreign Nurses possessing foreign qualification under section 11(2) (a) of the Indian Nursing Council Act, 1947. To prescribe the syllabus regulations for nursing programs. Power to withdraw the recognition of qualification under section 14 of the Act in case the institution fails to maintain its standards under Section 14 (1)(b) that an institution recognized by a State Council for the training of nurses, midwives, auxiliary nurse midwives or health visitors does not satisfy the requirements of the Council. Sister/ANS for Emergency Unit depending on emergency casualty etc. the No. of beds OUT PATIENT DEPARTMENT-BASE ON ACTUAL OBSERVATION. NO OF STAFF Minor Operation Theatre 1 Staff Nurse for every 13 Patients Injection Room 1 Staff Nurse for every 86 patients Surgical 1 Staff Nurse for every 120 patients Medical 1 Staff Nurse for every 140 patients Gynac. 1 Staff Nurse for every 35 patients Children (Pediatric) 1 Staff Nurse for every 85 patients Orthopedic 1 Staff Nurse for every 120 patients Dental 1 Staff Nurse for every 120 patients ENT 1 Staff Nurse for every 120 patients Eye 1 Staff Nurse for every 86 patients Skin 1 Staff Nurse for every 100 patients Similarly other outpatient Department need to be staffed based on actual observation. JUSTIFICATIONS: 1) Needs may vary from hospital to hospital depending on the size of hospital and servicerendered more staff than anticipated will be required. 2) Special attention is needed for supervision of patient care on the evening and night shift. 30% leave reserve is suggested because nurses get 2 off, 30 Earned Leave and 12Casualleave/24 days off in a year. Also it has been observed that on any working day 25% ofthe staff on casual leave etc. Differentiate intensity of care among definite classes Measure and quantify care to develop a management engineering standard. Match nursing resources to patient care requirement. Relate to time and effort spent on the associated activity. Be economical and convenient to report and use Be mutually exclusive, continuing new item under more than one unit. Be open to audit. Be understood by those who plan, schedule and control the work. Be individually standardized as to the procedure needed for accomplishment. Separate requirement for registered nurse from those of other staff. Purposes The system will establish