LMGT 311 I 2024

LABORATORY OUR LADY OF FATIMA UNIVERSITY

MANAGEMENT
LECTURE I LABORATORY BACHELOR OF SCIENCE IN MED LAB SCI
THIRD YEAR I 1ST SEMESTER TRANSCRIBED BY: J. HERSHEY REYES

WEEK 8: HUMAN RESOURCES MANAGEMENT

There are ten (10) areas normally considered by

Personnel Management personnel policies:

● It is the phase of management concerned with the 1. Recruitment, selection and planning
engagement and effective utilization of 2. Employee induction and training
manpower to obtain optimum efficiency of human 3. Employee rating and promotion
resources. (also known as personal administration) 4. Transfer, downgrading and lay-off
5. Disciplining and discharge
● Personnel program: It consists of a series of 6. Salary and wage administration
activities intended to carry out the personnel 7. Changes in work assignment and hours
policies of the laboratory for the purpose of realizing 8. Services for employees
objectives of the organization. 9. Employee’s health and safety
10. Employee’s participation and work
1. Employment- recruitment, interviewing, problems
testing, induction, placement, transfer,
merit, rating, promotion, training, counseling SOURCES OF LABOR:
and separation of employees
● Internal Sources- are the employees actively
2. Safety- provisions for safety standard, working in the laboratory
mechanical safeguards, accident
investigation, safety rules and safety ● External Sources- include person who apply in
records and statistics person, who answer advertisement and who are
recommended by schools
3. Employee relations- matters related to
collective bargaining, wage and salary
administration, grievance system, medical Theories of Motivation
and dental services, labor management
relations and morale studies ● Motivation is a general term applying to drives,
desires, needs, and wishes of an individual in order
4. Employee research and standards- job to perform.
analysis, job description, job evaluation, job ➔ It involves a chain reaction- starting out
grading wage analysis, organization with felt needs, resulting in wants or goals
planning and employee manuals sought which gives rise to tensions (that is
unfulfilled desires), then causing action
5. Employee services- recreational plans, toward achieving goals and finally satisfying
insurance plans, profit sharing plans, and wants.
miscellaneous services
1. Herzberg’ Motivation-Hygiene Theory
● Composed of extrinsic factors or hygiene
Personnel Policy factors and intrinsic factors or motivation
factors
● It is the statement of intention that commits the
laboratory manager to a general course of action
in order to accomplish a specific purpose

1
 Extrinsic Factors or Intrinsic Factors or
Hygiene Factors Motivation Factors This theory needs the following work
related needs:
Pay or salary increases Achievement completing
important task successfully ➔ Achievement needs- job and
Technical supervision or career success
having a competent Recognition (being single ➔ Power needs- control and
superior out or praise) influence
➔ Affiliation needs- warm, friendly
The human relation Responsibility for one’s own
or other work relationships
Organization policy and
administration Advancement (changing 5. Aldefer’s ERG Theory
status through promotion) ● E- existence need; physiologic needs
Working condition or ● R- relatedness needs; interpersonal
physical surrounding relationship, acceptance and belonging
Job security ● G- growth needs; creativity, challenge and
personal growth on the job

6. Vroom’s Expectancy Theory

2. Maslow’s Theory ● This motivation theory holds that:
● Dr. Abraham M. Maslow postulated five ➔ Effort will bring rewards
basic needs which are organized into ➔ Variables influence the selection
successive levels. Unfulfilled needs drive a decision: Expectancy
person to work. ➔ Outcome, Instrumentality, Valance
and Choices
➔ Physiological needs
➔ Safety needs 7. Adam’s Equity Theory
➔ Love needs ● This theory holds that they are perceived
➔ Esteem needs in their work situation, especially
➔ Need for self-actualization compared with people in similar positions.
Key concepts include comparison and
3. McGregor’s Theory perception
● Based on the work of maslow, McGregor
has described two extreme management 8. Skinner’s Reinforcement Theory
styles, Theory X and Y ● B.F Skinner’s theory of motivation is based
on the observation that we tend to behave
Theory X Theory Y to the way we are treated

People hate to work; that People don’t have to be

they need to be driven forced or threatened to COMPONENTS:
work
Threatened or punished to ➔ Law of Effect- proposed by E.L Thorndlike which
achieve organizational Work is considered as
states that we act in response to expected
goals natural as rest or play
consequences
They lack ambition and They will commit ➔ Stimulus- an event that leads or influences to a
want only security themselves to the external response
organization ➔ Response- behavior that results from a stimulus
➔ Reinforcement- consequence of an action or
People want responsibility
response
➔ Behavior motivation- the application of practice of
reinforcement
4. McClelland’s Achievement Model
● This ties the strength of behavioral
motives to the individual’s assessment of
the likelihood of achieving a specific goal.

2
 2. Benevolent and Authoritative- a know-how feeling
Organizational Factors that Influence Leadership
Success for the best for the employees and need only inform
and direct their actions without seeking any feedback

INTERNAL FACTOR: LEADERSHIP 3. Consultative- through the opinions and advice of

the staff are useful, the decisions remain exclusively
● Leadership refers to the people in your organization to the manager
that make all the major decisions regarding
financing, budget, sales, marketing, and human 4. Participative- the input and responsibility for
resources decision making process are placed directly on the
staff with only general guidance and oversight from
● Organization with strong leadership have a clear the management. This involves “Team Approach”
vision for the future, a plan of how to achieve their
goals and a quantifiable way of measuring success
Principles of Leadership
● Developed the kind of management structure that
enables employees to feel empowered, while also
1. Employee Oriented- where managers had strong
meeting production and sales goals.
ties rather that in production work

INTERNAL FACTOR: EMPLOYEES

2. Product Oriented- emphasize the high productivity
at the expense of all other factors
● Motivate workers that understand management’s
expectations and are given the tools, training,
3. Structure Style- where the manager directs the staff
support, and encouragement to not only meet
toward getting the work done; paying attention to
those expectations but to exceed them.
assigning particular tasks, specifying and clarifying
what is expected of subordinates and the uniformity
● Managers must ensure that they are in constant
of the procedures to be followed and personally
communication with employees and that any
deciding what and how work will be done.
problems or dissatisfaction within the rank and file is
handled in a timely manner.
4. Consideration Style- shown by managers effort to
explain their action, treat workers as equal, listen to
● When employees feel valued and rewarded, they
subordinates concerns, look out for their personal
will go above and beyond to maintain a high
welfare, give advance notice of changes and
organizational standard.
generally, friendly and approachable

EXTERNAL FACTOR: CUSTOMERS/CLIENTS

Notes:
➔ Human Resource Management- a distinctive
● Customers satisfaction to the product and services
approach to a employment management which
seeks to achieve competitive advantage through the
strategic development of a highly committed and
EXTERNAL FACTOR: ECONOMY
capable workforce, using an integrated array of
cultural, structural, and personnel techniques
● Business owners can’t control the economy, but they
must respond to indicators that trend upward or
downward, then adjust their own operations
accordingly.

Leadership Models

1. Exploitative and Authoritative- views the workers

as tools and means of production without no further
obligation to them