MICROBIOLOGY

LEARN THROUGH YOUR COURSE AND FORTIFY ALL YOUR WEAKNESS WITH KNOWLEDGE

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Topic 1: Introduction to Medical Microbiology

INTRODUCTION TO M  I  C    R    O    B    I    O    L    O    G    Y

 

Definition

Micros ---    This means ‘very small’

Bios-------    This means’ life’

Therefore, Microbiology is the study of small living organisms (things) that cannot be seen with our naked eyes but with a help of a microscope.

 

SUB-GROUPS OF MICROBIOLOGY

 

a)      Medical microbiology

This is microbiology that deals with human beings (man)

 

b)      Industrial microbiology

This is microbiology that deals with chemicals.

 

c)      Food microbiology

This is microbiology that deals with food stuffs.

 

d)      Agricultural and Soil microbiology

This is microbiology that deals with Agriculture.

 

e)      Veterinary microbiology

This is microbiology that deals with Animals.

 

 

M  E  D  I  C  A  L          M   I  C  R   O  B  I  O  L  O  G  Y

This type of medical microbiology deals with:

a)      Human pathogens that affects human beings (man).

b)      Commensal organisms which on occasions particularly when outside can cause serious illness in human beings.

c)      Animal pathogens that affects human beings.

 

Medical microbiology is also concerned with the following:

                                i.      Etiology-----Causes of infections

                              ii.      Pathogenesis----mode of infections

                            iii.      Laboratory diagnosis

                            iv.      Treatment

                              v.      Epidemiology----Science of diseases that affects a community, study of the spread, distribution, prevalence and control of diseases in a community.

 


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Topic 1: Introduction to Microbiology [continued....}

BRANCHES OF MEDICAL MICROBIOLOGY

 

a)      PARASITOLOGY

This is the study of parasites causing diseases in human beings.

 

b)      MYCOLOGY

      This is the study of Fungi causing diseases in human beings.

 

c)      IMMUNOLOGY    

      This is the study of the mechanism involved in the development of body resistance to Infections.

 

d)      BACTERIOLOGY    

      This is the study of Bacteria causing diseases in human beings.

 

e)      GENETICS

This is the study of heredity and variation of genes.

 

f)        VIROLOGY

This is the study of viruses causing infections in human beings.

 

SCOPE FOR MICROBIOLOGY

 

i.      DIAGNOSTIC

This means isolation and identification of organisms causing infections

 

ii.      PROGNOSIS OF DISEASES

This is monitoring and evaluation of the progress, effectiveness and in-effectiveness of disease treatment.eg. Widal test whereby rising titres in Widal test signifies active disease (in-effectiveness in treatment) and falling titres shows effective treatment.

 

iii.      GUIDENCE IN TREATMENT

This means setting of drug susceptibility test after culturing of organisms in a culture media into pure form.         The pattern of drug sensitivity guides the clinician in treatment of the patient.

 

iv.      SOURCES OF INFECTION

This is determining the sources of sudden disease outbreaks.



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Topic 1: History of Medical microbiology


SOME MILESTONES OF ACHIEVEMENTS IN MICROBIOLOGY

Ö        Before the beginning of humanity, parasites have lived in or on other living organisms for shelter, protection and nourishment. This is evidenced by the damage caused by them on bones of mammies and early humans. This indicates that diseases such as Osteomylitis and Syphilis were present by that time.

Ö        In the early days in Egypt and China, people kept themselves clean by washing with water to prevent disease easily transmittable from one person to another. They had learnt to isolate sick people to prevent spread of the disease.

Ö        In the book of Leviticus chapter 13, there is the first recording of rules concerning public health whereby Hebrews were told to practice personal hygiene by washing and keeping themselves clean. They were told to bury their waste materials outside their camp sites. They were required to isolate those who were sick e.g. People with Leprosy etc. They were prohibited from eating animals died of natural cause.

IN THE EARLY DAYS (REINASSANCE PERIOD)

 During the early days, there were wide spread of epidemics e.g. syphilis, worm infestations and rabies. Due to these epidemics, physicians of the time were alerted to look for the reasons for the contraction and spread of the disease.

Most people thought that diseases occurred due to curses of gods and as a result of that bizarre treatment were used to drive out the diseases.

1.      In (15OO) Mr.Girolamo Fransastorius who was a physician observed that ‘agents of communicable diseases were living germs that could be transmitted from one person to another either directly or indirectly when he was doing an observation on syphilis epidemics.

2.      In (1632-1732), Antony Von Leeuwenhoek who was draper living in Delft, Holland described ‘Little Animals’ which he found in stagnant  rain water as he was examining under his home-made microscope.

The little animals (small living things) which he described referred them as ‘ANIMACULES’. He also demonstrated protozoa and spermatozoa. After his death, very little progress was made in determining the relationship between bacteria and disease until the end of the eighteenth century.

He is described as the father of Microbiology.

 

3.      In (1650-1850), Louis Pasteur who was a French chemist and other scientists resulted in several major advances in the field of Microbiology. They came out with a theory of ABIOGENESIS or SPONTANOUS theory which generally brought a lot of debate from the other scientists.


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topic 1. History of microbiology continued.....

a)      ABIOGENESIS or SPONTANOUS THEORY

This theory has a concept that ‘Life must arise from a pre-existing life’

This theory describes the spontaneous appearance of living creatures in decayed meat, stagnant water (ponds), fermenting grains and infected wounds. This theory was debated, tested, dis-approved and then approved that ‘life must arise from a pre-existing life’. This is referred to as ABIOGENESIS.

                                                            

b)      PASTUERIZATION AND STERILIZATION TECHNIQUES.

In 1822-1895 Louis Pasteur worked on sterilization of liquids whereby today we have sterilization methods using Autoclaves. He aimed at eliminating contaminants by heating the concerned materials for up to (50-60)0c.

This process is referred to as pasteurization which is being used today to destroy milk pathogens. He also developed Hot air oven and Autoclaves.

 

c)       GERM THEORY OF FERMENTATION

Louis Pasteur described Germ theory of fermentation which states that; specific micro-organisms causes specific changes in the substance in which it belongs.e.g. Yeast in grape juice is able to ferment sugars and convert it into Ethyl-Alcohol (wine).

This Ethyl-Alcohol if not sterilized properly can be contaminated by bacteria called Acetobacter and forms Acetic Acid (Vinegar) and spoil the taste of the wine.

 

 

 

d)      GERM THEORY OF DISEASE

In 1878, Louis Pasteur described Germ theory of diseases which states that: Specific diseases were caused by a specific micro-organism.’ This theory was proved by isolating organisms like chicken cholera, Anthrax and rabies.

 

NB

Louis Pasteur made a great impact in medicine by developing vaccines for hydrophobia. In 1888, he established Pasteur school for mass Anti-rabies vaccination. He also developed vaccines from killed bacteria especially for Anthrax and attenuated or weakened viruses for rabies.

 

4.      In 1843-1910, Robert Koch.

 In1876 he introduced fixing and staining of bacteria using Aniline dyes (stains). He also used the methods of obtaining bacteria in pure culture using culture media.

a)      In 1881, he discovered Vibrio cholera organisms

b)      In 1882, he discovered Tubercle bacilli

c)      In 1890, he came up with Tuberclin test

d)     He also isolated Bacillus anthraxis

e)      In the same year, he came up with an experimental procedure to prove ‘Germ theory of diseases and he referred it as ‘Koch’s postulates theory’.

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topic 1. History of microbiology continued.....

a)      ABIOGENESIS or SPONTANOUS THEORY

This theory has a concept that ‘Life must arise from a pre-existing life’

This theory describes the spontaneous appearance of living creatures in decayed meat, stagnant water (ponds), fermenting grains and infected wounds. This theory was debated, tested, dis-approved and then approved that ‘life must arise from a pre-existing life’. This is referred to as ABIOGENESIS.

                                                            

b)      PASTUERIZATION AND STERILIZATION TECHNIQUES.

In 1822-1895 Louis Pasteur worked on sterilization of liquids whereby today we have sterilization methods using Autoclaves. He aimed at eliminating contaminants by heating the concerned materials for up to (50-60)0c.

This process is referred to as pasteurization which is being used today to destroy milk pathogens. He also developed Hot air oven and Autoclaves.

 

c)       GERM THEORY OF FERMENTATION

Louis Pasteur described Germ theory of fermentation which states that; specific micro-organisms causes specific changes in the substance in which it belongs.e.g. Yeast in grape juice is able to ferment sugars and convert it into Ethyl-Alcohol (wine).

This Ethyl-Alcohol if not sterilized properly can be contaminated by bacteria called Acetobacter and forms Acetic Acid (Vinegar) and spoil the taste of the wine.

 

 

 

d)      GERM THEORY OF DISEASE

In 1878, Louis Pasteur described Germ theory of diseases which states that: Specific diseases were caused by a specific micro-organism.’ This theory was proved by isolating organisms like chicken cholera, Anthrax and rabies.

 

NB

Louis Pasteur made a great impact in medicine by developing vaccines for hydrophobia. In 1888, he established Pasteur school for mass Anti-rabies vaccination. He also developed vaccines from killed bacteria especially for Anthrax and attenuated or weakened viruses for rabies.

 

4.      In 1843-1910, Robert Koch.

 In1876 he introduced fixing and staining of bacteria using Aniline dyes (stains). He also used the methods of obtaining bacteria in pure culture using culture media.

a)      In 1881, he discovered Vibrio cholera organisms

b)      In 1882, he discovered Tubercle bacilli

c)      In 1890, he came up with Tuberclin test

d)     He also isolated Bacillus anthraxis

e)      In the same year, he came up with an experimental procedure to prove ‘Germ theory of diseases and he referred it as ‘Koch’s postulates theory’.

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GRAM POSITIVE COCCI

SPECIAL BACTERIOLOGY

 

1.       AEROBIC BACTERIA

 

GRAM POSITIVE COCCI

STAPHYLOCOCCI

1. Staphylococcus aureus

Ø  Microbiology

Staph. aureus is a Gram-positive, catalase positive cocci, in grape like clusters/tetrads.

Its production of catalase differentiates it from streptococcus.

Coagulase positive strains are more virulent than the coagulase negative strains

Ø  Mode of transmission

Normal flora of human skin, respiratory and gastro intestinal tracts

Colonizes axilla, perineum and nasal mucosa

40 -50% of healthy adults are colonized in anterior nares

Person to person transmission and via contaminated fomites

Risk factors for infection include broken skin, young, old and foreign bodies

Important cause of hospital acquired infections

Ø  Clinical features

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Basic coding guidelines apply for both morbidity and mortality coding

1.     Identify the type of statement to be coded and refer to the appropriate section of the alphabetical index (diseases/nature of injury, external causes, drugs & chemical, procedures)

2.     Locate the lead term.  For diseases and injuries this is usually a noun for the pathological condition. However, some conditions expressed as adjectives or eponyms are included in the Index as lead terms.  

The Lead terms describe the patient’s actual condition or disease or an eponyms, not the site or type some useful lead terms include: complication anomaly delivery, labour, puerperal, pregnancy sequelae admission, examination, history of, observation, status

3.     Read and be guided by any note that appears under the lead term

4.     Read any terms enclosed in parentheses after the lead term, as well as any terms indented under the lead term, until all the words in the diagnostic term have been accounted for. 

 

Examples of lead terms and Modifiers

Lead Term         Modifiers

Malaria              Plasmodium falciparum , Vivax                                  (type of condition)

Fracture               Spine (site of the condition)

Gonorrhea        Acute, Chronic (Nature of                                             condition)

Infection           Upper (site) respiratory (system                                   involved)

Otitis                   Acute (stage of condition) media                              (location)

 

Follow carefully any cross-references ("see" and "see also") found in the Index.

6. Refer to the Tabular List to verify the suitability of the code number selected.

7. Be guided by any inclusion or exclusion terms under the selected code or under the chapter, block or category heading.

8. Assign the code.

Rules for Morbidity Coding

Morbidity Coding is the assignment of diagnoses written in a medical record or other source document at the end of an episode of care, to the ICD standard.

an episode of care is a period of admitted patient care between an admission and a discharge or death or series of contacts with health practitioner regarding the same problem or its immediate consequences

Underlying Cause of Death Importance

Why is it important to identify the underlying cause of death?

•           To prevent death, it is necessary to break the chain of events that lead to death, or to effect a cure of the underlying cause.

•           The most effective public health objective is to prevent the precipitating cause.

At the end of episode of care, the treating clinician should record ALL conditions which affected the patient and all procedures and operations provided during the episode of care

The main condition ( Primary Diagnosis) should be uniquely identified

Main condition or primary diagnosis

 

Other or secondary conditions

 

Procedures, operations and interventions

 

External Causes of Injury

 

WHO definition of Primary  and Secondary diagnoses

Primary Diagnosis is…the diagnosis established at the end of the episode of care to be the condition primarily responsible for the patient receiving treatment or being investigated

…that condition that is determined to have been mainly responsible for the episode of health care.

Secondary diagnosis .... either co-exists with the main diagnosis at the time of admission, or appears during the episode of care.

 

Mortality coding has a different set of rules

Main source of mortality coding is the WHO international medical certificate of cause of death

Below is a Kenyan Death Registration Form  ( D1)

 

 

 

Structure of WHO Death Certificate

Importance notes

Entries in Part I should be in a sequence with the underlying cause of death reported on the lowest line

All entries should be recorded legibly without the use of abbreviation

As much detail as possible should be recorded

Rules for mortality coding

General Principle:

When more than one condition is entered on the certificate, select the condition entered alone on the lowest used line of Part I only if it could have given rise to all the conditions entered above it.

Example – General Principle

Example 1:     (a)       Malaria

            Select malaria (B54.9)

Example 2:     (a)       Abscess of lung

                        (b)       Lobar pneumonia

            Select lobar pneumonia (J18.1)

Example 3:     (a)       Hepatic failure

                        (b)       Bile duct obstruction

                        (c)       Carcinoma of head of pancreas

            Select carcinoma of head of pancreas (C25.0)

Example 4:     (a)       Cerebral haemorrhage

                        (b)       Hypertension

                        (c)       Chronic pyelonephritis

                        (d)       Prostatic adenoma

            Select prostatic adenoma (N40)

Rule 1:

            If the General Principle does not apply and there is a reported sequence terminating in the condition first entered on the certificate, select the originating cause of this sequence. If there is more than one sequence terminating in the condition mentioned first, select the originating cause of the first-mentioned sequence.

Example – Rule 1

(a) Bronchopneumonia

(b) Cerebral infarction and hypertensive heart disease

-        the physician certified that there are two reported sequences terminating in the condition first entered on the certificate;

-        certifier has broken the rule by giving two conditions therefore the General Principle does not apply.

-        The originating cause of the first-mentioned sequence is selected.

•        Rule 1 is used to select cerebral infarction (I63.9)

 

 

Rule 2:

If there is no reported sequence terminating in the condition first entered on the certificate, select the first-mentioned condition

Example of Rule 2

1.  (a) Rheumatic and atherosclerotic heart disease

The General Principle and Rule 1 do not apply, why?

Select rheumatic heart disease (I09,9). There is no reported sequence, both conditions are on the same line

2.     (a)           Pernicious anaemia and gangrene of foot

Atherosclerosis

Select pernicious anaemia (D51.0). There is no reported sequence terminating in the first entered condition.

3.    (a)            Fibrocystic disease of the pancreas

Bronchitis and bronchiectasis

Select fibrocystic disease of the pancreas (E84.9). There is no reported sequence.

Rule 3:

If the condition selected by the General Principle or by Rule l or Rule 2 is obviously a direct consequence of another reported condition, whether in Part I or Part II, select this primary condition.

Examples of Rule 3

   I        Kaposi's sarcoma

                        II          AIDS

Select HIV disease resulting in Kaposi's sarcoma (B21.0)  

I.       Tuberculosis

HIV disease Select HIV disease resulting in mycobacterial infection (B20.5)

Topic 1: Human Resource For Health Management

hrmIntroduction
    The greatest asset of health care organizations is the collective and individual knowledge and intelligence of their employees and nurses/clinical are among the health care providers called “ Knowledge workers” because the services they provide is based on specialized expertise and complex decision making hence the importance of investing in human resource.

    HUMAN RESOURCE MANAGEMENT CONCEPTS

    Human Resource Management

    • Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets
    • The people working there who individually and collectively contribute to the achievement of the objectives
    • Human Resource: This is any individual employed by the organization

    Performance management 

    • All that mediates the interactive process between work motivation of the individual the performance rewards and development opportunities provided by the organization (Frank 1998).

    Staff development 

    It’s the process of orientation, in-service education, and continuing education to promote the development of personnel within any employment setting consistent with the goals and responsibility of the employer ( Refers to both professional and non- professional staff

    Orientation

    Introducing new staff members to the philosophy goals, policies, procedures role expectations, physical facilities, and special services in a work setting

    In-service education 

    Learning of experiences provided in the work setting to assist staff in performing their assigned functions

    Continuing education 

    Educational programmes that consists the concepts, principles, research or theories related to profession that build on previously acquired knowledge, skills and attitudes 

    Strategic Human Resource Management

    This is the linking of HRM strategic goals and objectives in order to improve business strategy. That strategy then provides the framework that guides the design of specific HR activities such as recruiting and training

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    Basic coding guidelines apply for both morbidity and mortality coding

    1.     Identify the type of statement to be coded and refer to the appropriate section of the alphabetical index (diseases/nature of injury, external causes, drugs & chemical, procedures)

    2.     Locate the lead term.  For diseases and injuries this is usually a noun for the pathological condition. However, some conditions expressed as adjectives or eponyms are included in the Index as lead terms.  

    The Lead terms describe the patient’s actual condition or disease or an eponyms, not the site or type some useful lead terms include: complication anomaly delivery, labour, puerperal, pregnancy sequelae admission, examination, history of, observation, status

    3.     Read and be guided by any note that appears under the lead term

    4.     Read any terms enclosed in parentheses after the lead term, as well as any terms indented under the lead term, until all the words in the diagnostic term have been accounted for. 

     

    Examples of lead terms and Modifiers

    Lead Term         Modifiers

    Malaria              Plasmodium falciparum , Vivax                                  (type of condition)

    Fracture               Spine (site of the condition)

    Gonorrhea        Acute, Chronic (Nature of                                             condition)

    Infection           Upper (site) respiratory (system                                   involved)

    Otitis                   Acute (stage of condition) media                              (location)

     

    Follow carefully any cross-references ("see" and "see also") found in the Index.

    6. Refer to the Tabular List to verify the suitability of the code number selected.

    7. Be guided by any inclusion or exclusion terms under the selected code or under the chapter, block or category heading.

    8. Assign the code.

    Rules for Morbidity Coding

    Morbidity Coding is the assignment of diagnoses written in a medical record or other source document at the end of an episode of care, to the ICD standard.

    an episode of care is a period of admitted patient care between an admission and a discharge or death or series of contacts with health practitioner regarding the same problem or its immediate consequences

    Underlying Cause of Death Importance

    Why is it important to identify the underlying cause of death?

    •           To prevent death, it is necessary to break the chain of events that lead to death, or to effect a cure of the underlying cause.

    •           The most effective public health objective is to prevent the precipitating cause.

    At the end of episode of care, the treating clinician should record ALL conditions which affected the patient and all procedures and operations provided during the episode of care

    The main condition ( Primary Diagnosis) should be uniquely identified

    Main condition or primary diagnosis

     

    Other or secondary conditions

     

    Procedures, operations and interventions

     

    External Causes of Injury

     

    WHO definition of Primary  and Secondary diagnoses

    Primary Diagnosis is…the diagnosis established at the end of the episode of care to be the condition primarily responsible for the patient receiving treatment or being investigated

    …that condition that is determined to have been mainly responsible for the episode of health care.

    Secondary diagnosis .... either co-exists with the main diagnosis at the time of admission, or appears during the episode of care.

     

    Mortality coding has a different set of rules

    Main source of mortality coding is the WHO international medical certificate of cause of death

    Below is a Kenyan Death Registration Form  ( D1)

     

     

     

    Structure of WHO Death Certificate

    Importance notes

    Entries in Part I should be in a sequence with the underlying cause of death reported on the lowest line

    All entries should be recorded legibly without the use of abbreviation

    As much detail as possible should be recorded

    Rules for mortality coding

    General Principle:

    When more than one condition is entered on the certificate, select the condition entered alone on the lowest used line of Part I only if it could have given rise to all the conditions entered above it.

    Example – General Principle

    Example 1:     (a)       Malaria

                Select malaria (B54.9)

    Example 2:     (a)       Abscess of lung

                            (b)       Lobar pneumonia

                Select lobar pneumonia (J18.1)

    Example 3:     (a)       Hepatic failure

                            (b)       Bile duct obstruction

                            (c)       Carcinoma of head of pancreas

                Select carcinoma of head of pancreas (C25.0)

    Example 4:     (a)       Cerebral haemorrhage

                            (b)       Hypertension

                            (c)       Chronic pyelonephritis

                            (d)       Prostatic adenoma

                Select prostatic adenoma (N40)

    Rule 1:

                If the General Principle does not apply and there is a reported sequence terminating in the condition first entered on the certificate, select the originating cause of this sequence. If there is more than one sequence terminating in the condition mentioned first, select the originating cause of the first-mentioned sequence.

    Example – Rule 1

    (a) Bronchopneumonia

    (b) Cerebral infarction and hypertensive heart disease

    -        the physician certified that there are two reported sequences terminating in the condition first entered on the certificate;

    -        certifier has broken the rule by giving two conditions therefore the General Principle does not apply.

    -        The originating cause of the first-mentioned sequence is selected.

    •        Rule 1 is used to select cerebral infarction (I63.9)

     

     

    Rule 2:

    If there is no reported sequence terminating in the condition first entered on the certificate, select the first-mentioned condition

    Example of Rule 2

    1.  (a) Rheumatic and atherosclerotic heart disease

    The General Principle and Rule 1 do not apply, why?

    Select rheumatic heart disease (I09,9). There is no reported sequence, both conditions are on the same line

    2.     (a)           Pernicious anaemia and gangrene of foot

    Atherosclerosis

    Select pernicious anaemia (D51.0). There is no reported sequence terminating in the first entered condition.

    3.    (a)            Fibrocystic disease of the pancreas

    Bronchitis and bronchiectasis

    Select fibrocystic disease of the pancreas (E84.9). There is no reported sequence.

    Rule 3:

    If the condition selected by the General Principle or by Rule l or Rule 2 is obviously a direct consequence of another reported condition, whether in Part I or Part II, select this primary condition.

    Examples of Rule 3

       I        Kaposi's sarcoma

                            II          AIDS

    Select HIV disease resulting in Kaposi's sarcoma (B21.0)  

    I.       Tuberculosis

    HIV disease Select HIV disease resulting in mycobacterial infection (B20.5)

    Topic 1: Objectives of Human Resource Management

    OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

    According to Basavanthappa (2002) the main objectives of human resources management are the following:-

    1. Effective utilization of human resources to the achievement of organizational goals.
    2. Establishment and maintenance of an adequate organizational structure and desirable working relationship among staff.
    3. Securing integration of the individual and informal groups with the organization ad thereby ensuring their commitment, involvement and loyalty.
    4. Recognition and satisfaction of individual needs and group goals.
    5. Provision of maximum opportunities for individual development and advancement. 
    6. Maintenance of high morals in organizations

    Topic 1: Human Resource Management Process

    hrm processThe following are the techniques required for Human Resource Management

    1. Conducting a Job analysis determining the nature of each employees Job
    2. Planning labor needs (HR Planning) and recruiting Job candidates
    3. Selecting Job candidates
    4. Orienting and training new employees
    5. Managing wages and salaries ( compensating employees)
    6. Providing incentive sand benefits
    7. Appraising performance
    8. Communicating ( interviewing, counseling, disciplining)
    9. Training and development

    Human Resource planning

    • Human resource planning is the process of identifying the member’s skills, occupational categories, and performance and development needs of personnel in an organization.
    • This identification has to be linked to the strategic plan of the organization. While the strategic plan of the organization is to identify the future direction
    • In the organization, the objective of human resource planning is to ensure that the organization will always have the right people in the right places to do the work required by the organization. 
    • Forecasting future manpower requirements: Estimating the institutions demand for labor, matching this with what is available and identifying whether there are shortfalls or more than required.
    • Such planning is accomplished through analysis of current and expected skill needs, vacancies and department  expansions and reductions. 
    • Formulating and proposing policies: Policy formulation is carried out in Human Resources Department. The policies have to be agreed by the top management team. The key areas of personnel policy include recruitment and selection; terms and conditions of employment, training and development. These personnel policies are guidelines for behavior stating what the organization will do or will not do in relation to employees and employee affairs. 
    • Recruitment: This involves preparing job descriptions and specifications, drafting job advertisements, interviewing candidates and assessing appropriate salary levels for new employees. As discussed earlier a job description states the principal duties, responsibilities and the scope of authority while A job specification refers to human quality or personnel. Specifications which are necessary to perform a job adequately eg. The knowledge details, skills, ability and behavior  Training and Development: Once the employees join the organization, they require training. Induction or orientation of new employees is an integral part of training 
    • Training and Development of human resources is the most dynamic of all the organization's resources. The process aims at increasing the ability of employees to contribute to organizational effectiveness. Training and development is important in order to maintain the key skills within the organization and motivate the staff. This is to enable them to realize their full potential in their work. The human resource department has the responsibility of assessing the training needs, designing methods of training needs, designing methods of training to be employed and evaluating the training to determine how effective it was. 
    • In planning, consideration must be given to:
    1. The type of patient care management used
    2. The education and knowledge level of staff to be recruited
    3. Budget constraints
    4. The historical background of staffing needs
    5. The diversity of the client population to be served

    Principles of Effective Human Resource Plan

    1. The plan should be as detailed as possible
    2. Plans should not extend too far into the future, as accurate prediction of the distant future is not always possible
    3. All alternative courses of action should be considered
    4. Implications of the actions envisaged should be assessed
    5. Instructions to individuals and departments must be incorporated into the plans
    6. Plans should be concise and easy to understand


    Topic 1: Recruitment Process

    recruitment processReasons for Training and Development
    • A change in working methods
    • Realization that performance is poor, inadequate and not up to the standards.
    • Manpower shortage necessitating the upgrading of some employees to new positions.
    • Desire to improve the quality

    Recruitment process

    1: Defining requirements:

    ✔Categories and number of people required should be specified in the recruitment programme derived from human resource plan.

    ✔The department in which the recruit will work must draft or revise a comprehensive job specification and job description (from job analysis) for the vacant position, outlining its major and minor responsibilities; the skills, experience and qualifications needed; grade and level of pay and particulars of any special conditions attached to the job (temporary, permanent, contract, shift duty).

    2. Attracting candidates: 

    After defining requirements then the job is advertised. This involves reviewing and evaluating alternative sources of applicants inside and outside the company. First consideration should be given to internal candidates, then advertising and outsourcing 

    3. Selection of candidates: 

    This is the assessment of candidates and choice of the one who best meets the criteria for the available position. It involves matching job requirements with the attributes of the candidates. Normally involves the following steps

    a) Short listing: List applications on a control sheet and comparing the applications with the key criterion in the job specification and sort them into three categories.

    • Possible
    • Marginal
    • Unsuitable

    Scrutinize the possible again to draw up a short –list for interview. Ideally should be 4-8 candidates per position

    b) Interviewing; An interview may be defined as a verbal interaction between individuals for a particular purpose. The goals of the selection interview are;

    ✔ The interviewer seeks to obtain enough information to determine the applicant’s suitability for the available position

    ✔The applicant obtains adequate information to make an intelligent decision about accepting the job should it be offered

    ✔The interviewer seeks to conduct the interview in such a manner that, regardless of the interview’s results, the applicant will continue to have respect for and good will towards the organization.

    Types of interviews

    •There are many types of interviews and formats for conducting them.

    The unstructured interview - The interviewer asks whatever seems appropriate and adapts the discussion to the response. This requires little planning because the goals for hiring may be unclear, questions are not prepared in advance, and often the interviewer does more talking than the applicant.

    Semi structured interview - Only the major questions to be asked are prepared in advance and the interviewer may ask other questions that open up areas of discussion during the interview session. They require some planning since the flow is focused and directed at major topic areas although there is flexibility in the approach.

    The structured interview - The interviewer uses a prepared list of questions and does not deviate from them. This type of interview requires greater planning time yet because questions must be developed in advance that address the specific job requirements. Information must be offered about the skills and qualities being sought, examples of the applicant’s experience must be received, and the willingness or motivation of the applicant to do the job must be determined. The interviewer who uses a structured format would ask the same essential questions of all applicants

    • Other formats of conducting interviews

    ✔Individual interviews

    ✔Interviewing panels

    ✔Selection boards

    4. References: 

    This is to obtain in confidence factual information about a prospective employee and opinions about his or her character and suitability for a job

    5. Physical examination: 

    The examination determines if the applicant can meet the requirements for a specific job and provides a record of the physical condition of the applicants at the time of hire. Also helps to identify applicants who will potentially have unfavorable attendance records or may file excessive future claims against the organization’s health insurance

    6. Confirming the offer

    Confirm offer of appointment after satisfactory references have been made and applicants have passed medical exam. Contracts of employment should be written. Applicants offered a position should confirm their acceptance in writing. After the employee has been given the appointment and have reported to work they have to understand the work environment and adjust effectively to the job. This is done through the indoctrination process

    induction process7. Indoctrination Process

    As a management function, this refers to the planned, guided adjustment of an employee to the organization and the work environment. The process includes; induction, orientation and socialization.

    • Induction: This includes all activities that educate the new employee about the organization and employment and personnel policies and procedures. This takes place before the employee starts performing the job. A handbook can be given and a form signed to verify that it was given. The form should be placed in the employee’s personal file.
    • Orientation: Induction provides the employee with general information about the organization whereas orientation activities are more specific to the position. Orientation is the process of assisting new employees to adjust to new roles and responsibilities within the organization. It is the process of introducing new employees to the organization and to their superior, their juniors, colleagues and to their tasks.Recruiting and selecting high potential employees does not guarantee they will perform effectively. People who do not know what to do or how to do it can’t perform effectively
    • even if they want to.
    • Socialization: Socialization involves inducting new employees to the expectations and behaviors of the organization. This is a sharing of the values and attitudes of the organization by the use of role models, myths and legends. The leader introduces the employees to unit values and culture and molds them to fit in the unit by introducing them to norms of the group. Role models, preceptors and mentors can be used to clarify role expectations.
    • Role models are examples of experienced, competent employees. The employee sees the role models are skilled and tries to emulate them.
    • A preceptor is an experienced nurse who provides emotional support and is a strong clinical role model to the new nurse. (Preceptors are usually assigned and have a short relationship with the person assigned while a mentor has a long term relationship with the mentee)
    • Mentoring is a supportive and nurturing relationship between an expert and a novice. The mentor makes a conscious decision to assist the mentee in his or her career development 

    Topic 1: Approaches to training and development

    On The –Job-Training

    This is informal training which employees, receive while performing the job.

    Off –the –Job Training

    This is internal training by other personnel. It is done through coordination of human resources department or a trainer in the organization with expertise in the subject

    Internal Training by External Consultants

    The Organization may lack expertise and therefore has to source elsewhere. The training is held either inside or outside the organization and facilitated by external consultants. The course(s) are tailored to specific needs of the organization.

    Topic 2: Performance management

      Performance management: All that mediates the interactive process between work motivation of the individual the performance rewards and development opportunities provided by the organization (Frank 1998).
        Managers exist to achieve results
        • Managing performance = improvement of the performance of the organization by getting better result from team and individuals
        • The process should encourage dialogue
        • Should not be see as an end it self but as one of the process for improving performance
        • Performance management should address the needs of the individuals within the organization as well as the needs of an organization
        • Performance management should not be a controlling process but ,an enabling process concerning on how to help an individual to realize their potential
        • Performance management requires coaching individual hence managers require to invest time in the process
        • Performance management should occur as natural process to all managers ,not one imposed by the personnel department or top management

        • Managing expectations
        • Managing performance is corned about managing expectations
        • Organization develops purpose objectives and have strategic plans to meet the expectations
        • Organization also defines value as guiding principles in achieving their purposes
        • The expectation of an organization determines its functions
        • Departmental and team expectations are then translated into what individuals are suppose to do in terms achieving targets and standards of performance
        • The organization defines core competency Intergration
        • This takes care of corporate ,team and individual objectives, intergration of core values and competency requirement
        • Intergration is important in managing performance to ensure that the expectations are shared and understood
        • This makes every one move in the same direction of achieving goals

        • Cascading
        • This corporates objectives to individual objectives often take the form of bottom approach
        • But a bottom up approach should be encouraged to ensure that there is ownership of the process and the expectations developed 

        • Managing performance cycle
        • management process
        • PLAN – agreement of objectives targets and needs for the development of competencies or capabilities and the
        • preparation of the plans to achieve the objectives ,improve performance and develop capabilities
        • Act – the implementation of the plan in the normal course of work and through special improvement and developmental
        • programmes
        • Measure – monitor performance (actions )by reference to performance measures (outcome )with what should have
        • been achieved (plans )
        • Review – take stock at regular interviews but not once a year, of achievements in relation to plans as established by
        • measuring outcomes

        Topic 2: Performance Appraisal

        performance appraisalManaging the performance of people is a fundamental organizational strategy to gain competitive advantage through mobilization of human resources. An important part of a manager’s job is to define performance in advance and to state desired results

        Definition of performance appraisal

        • Performance appraisal means evaluating an employee’s current or past performance relative to the person’s performance standards
        • Also known as employee appraisal, it is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). 
        • Performance appraisal is a part of career development. Performance appraisals are regular reviews of employee performance within organizations and begin when an employee is hired and stops when he/she leaves

        Purpose of performance appraisal are

        1. To identify an individual’s current job performance and give feedback on performance to employees.
        2. Identify the strength and weaknesses of the employees 
        3. Identify employee training and development needs
        4. To motivate the employee.
        5. Document criteria used to allocate organizational rewards.
        6. Form a basis for personnel decisions: salary increases, promotions, transfers, disciplinary actions, etc.
        7. Provide the opportunity for organizational diagnosis and development.
        8. Facilitate communication between employee and administration
        9. Validate selection techniques and human resource policies
        10. Provide information for succession planning

        Types of appraisal

        • Formal – This Involves written documentation according to specific organizational guidelines.
        • Informal – It involves e.g. praising the individual for good performance in a job or a compliment from a supervisor, customer /patient. The key is that the praise or corrections be made as close to time to the episode as possible.

        Appraisal Process

        1. The management needs define the appraisal: This involves establishing the performance standards/objectives/expectations and Communicating the expectations to the employee
        2. Allow the employees some period to work
        3. Appraisal: Assess and measure the actual performance of the work
        4. Compare actual with the expected performance
        5. Complete the appraisal
        6. Conduct the appraisal interview and provide feedback

        Appraisal Methods

        1. Rating Scale

        A common method which consists of a list of personal characteristics or factors against each of which is a scale. This focuses on attributes and not targets or job. One of the weaknesses is that there is an element of subjectivity. It is usually on a 5- point scale where 1 is the lowest and 5 the highest score. The following is example of assessing Initiative on an employee:

        • Requires detailed supervision - 1
        • Requires frequent supervision - 2
        • Requires occasional supervision - 3
        • Rarely requires supervision - 4
        • Never requires supervision - 5

        Performance Management

        This method encompasses objective setting for individuals and departments and performance related pay and training programs. The duties and responsibilities focus on results or targets which are set by individual employees in consultation  with their supervisors. The objectives set must be measurable.

        Appraisal problems

        1. Unclear standards: This is where the performance standards have not been clearly defined
        2. Halo and horns effect: The halo effect occurs when the appraiser lets one or two positive aspects of the assessment or behavior of the employee unduly influence all other aspects of the employee’s performance. The horns effect occurs when the appraiser allows some negative aspects of the employee’s performance to influence the assessment to such an extent that other levels of job performance are not accurately recorded.
        3. Central tendency: This is where the appraisers stick to the middle when filling rating scales by avoiding high or very low marks and hence cannot be used for promotions or salary increase since everybody is average.
        4. Leniency or strictness: This is where rating an appraiser rates employees consistently high (leniency) or low (strictness)
        5. Personal bias: The tendency to allow individual differences such as age, race and sex affect performance appraisal ratings employees receive. How employees performed in the past can affect current appraisal
        6. Recency and primacy effects: This occurs when the a superior (appraiser) places to much weight on factors that occurred recently (recency) or in the beginning (primacy
        7. Matthew effect: The Matthew Effect is said to occur when employees receive the same appraisal results, year after year. Those who performed well early in their employment are likely to do well. Those who struggled will continue to struggle.

        Topic 3: Human resource management functions

        discipline1. Staff discipline

        • Some of the very challenging problems for managers is what to do when an employee fail to perform as per their expectations
        • Discipline is the action taken when a regulation has been violated.
        • Discipline can be defined as the process by which an employee brings her or his behavior into agreement with the agency’s official behavior codes. It can also be a managerial action to enforce employee compliance with agency rules and regulations
        • The purpose of discipline is to encourage employees to behave sensibly at work or adhere to rules and regulations
        • Discipline is called for when rules and regulations are violated.
        • The purpose of rules is to inform employees ahead of time what is

        Purpose of discipline

        • The purpose of discipline is to encourage employees to behave sensibly at work or adhere to rules and regulations.
        • Discipline is called for when rules and regulations are violated.
        • The purpose of rules is to inform employees ahead of time what is and is not acceptable behavior
        • Insubordination e.g. lack of respecting authority and is not acceptable behavior 
        • Insubordination e.g. lack of respecting authority factors that must be present to foster a climate of self discipline. 
        • Employee awareness and understanding of rules and regulations that govern behaviour. These must be clearly written and communicated to subordinates.
        • There must exist an atmosphere of mutual trust. The managers must believe that employees are capable of and actively seeking self discipline. Conversely, the employees must perceive the manager as honest and trustworthy. 
        • Employees should identify with the goals of the organization. When this happens, they are more likely to accept the standards of conduct deemed acceptable by the organization.

        The disciplinary process

        • The purpose of a disciplinary action should be to correct rather than to punish a wayward employee.
        • Discipline should be administered promptly, privately thoughtfully and consistently. Discipline should also be progressive and preceded by counseling 
        • Disciplinary Process

        1. Preliminary investigation
        2. A discussion (cordial) with the offender and a brief warning as to why further violations will not be tolerated.
        3. A stronger verbal warning after a further violation of regulation.
        4. A formal written warning.
        5. A written warning accompanied by suspension from the job for a prescribed number of days.
        6. Suspension from the job for a longer period of time. 
        7. Discharge with opportunity to appeal

        Topic 3: Staff Coaching

        coaching2. STAFF COACHING

        This is the day today process of helping employees improve performance. Coaching also should be used when performance meets the standards but improvement can still be obtained. Before entering into a coaching session the coach should prepare for the interaction. The goal of the meeting is to eliminate or improve performance problems

        Performance Deficiency Coaching

        • Performance deficiency coaching is another strategy that the manager can use to create a disciplined work environment. This type of coaching may be ongoing or problem-centered. 
        Problem-centered coaching

        is less spontaneous and requires more managerial planning than ongoing coaching. In performance deficiency coaching, the manager actively brings areas of unacceptable behavior or performance to the attention of the employee and works with him or her to establish a plan to correct deficiencies. Because the role of a coach is less threatening than that of an enforcer, the manager becomes a supporter and helper.

        Performance deficiency coaching helps employees, over time, to improve their performance to the highest level of which they are capable. As such, the development, use, and mastery of performance deficiency coaching should result in improved performance for all

        3. STAFF MOTIVATION

        • Motivation describes the factors that initiate and direct behavior.
        • Manager’s most important leadership task is to maximize subordinates work motivation because employees bring to the organization different needs and goals, the type and intensity of motivators vary among employees.
        • Therefore the manager must know which needs the employee expects to satisfy through employment and should be able to predict, which needs will be satisfied through the job duties of each employee position.

        Definition

        • Motivation : Those processes both instinctive and rational by which people seek to satisfy the basic drives, perceived needs and personal goals which trigger human behavior. They are the entire class of wants, drives, desires, needs, wishes which people strive to satisfy 
        • Motive: Inner state which energizes, activates, moves and directs human behavior toward fulfillment of the desire etc.
        • Motivator: Something which influences body’s behavior to perform a task with a certain degree of enthusiasm e.g. rewards or penalties
        Motivation theories are classified into two:

        1. Content theories- these focus on the needs that motivate people to behave in certain ways e.g Maslows and McGregors theories
        2. Process theories- These seek to explain specific actions focusing on the thought process that people experience prior to behaving in a particular manner e.g H. Vroom 

        Practical Steps in Motivation

        i. Make people feel valued by:

        • Regularly monitoring and appreciating each employee’s work.
        • Showing an interest in whatever they hold important.
        • Creating a good working environment by being approachable.
        • Ensuring everyone understands the importance of their contribution to the team’s objectives.
        • Ensuring everyone understands the objectives of the organization

        ii. Provide a challenge and scope for development by:

        • Setting targets, after consulting, and review at regular intervals.
        • Providing relevant training- where appropriate by using people to train others, in the specialty skills they may have. Restructuring or grouping tasks to use people’s skills to the fullest.
        • Rotating jobs to broaden experience.
        • Providing scope for individuals to take greater responsibility.
        • Training at least one deputy- succession planning
        • Encouraging ideas and suggestions and listening.
        • Delegating and allowing staff to take decisions and to implement them.

        iii. Recognize achievements by:

        • Praising and communicating individual successes,
        • Reporting regularly to the team on its progress.
        • Holding regular meetings with each individual to monitor progress and give feedback

        iv. Communicate by:

        • Explaining the organisation’s results and achievements.
        • Setting and communicating the team’s objectives and regularly appraising them of its progress.
        • Ensuring the team knows how the organization is doing and commutating any changes taking place in the organization.
        • Explaining decisions made to assist people to accept them

        4. SUPPORTIVE SUPERVISION

        Supportive Supervision refers to an activity of more experienced or higher positioned personnel whereby they support the work of their juniors so that it meets set standards. It means assisting health, workers in achieving work outcomes, finding out work problems and challenges and together finding solutions to the problems. Supportive supervision should aim at encouraging team members to apply their ability and energy to work. It also means understanding what makes people dissatisfied at work.

        Topic 3: Conflict and Conflict Resolution

        conflictIntroduction

        Conflicts are generally defined as the internal or external disorder that results from differences in ideas, values, or feelings between or more people. Because managers have interpersonal relationships with people having a variety of different values beliefs and backgrounds and goals conflict is an expected outcome. The Managers role is to create a work environment where conflict may be used as a consult for growth, innovation and productivity

        Types of Conflict

        1. Intrapersonal – within a person. E.g. personal and professional priorities
        2. Interpersonal – among people e.g. best way to ……., information giving.
        3. Organizational –e.g. role differentiation, communication, policies and practice, new system or change.

        In organizations conflict may be caused by the following:

        • Unclear authority structures
        • Personal disputes
        • Conflicts of interest
        • Competition of resources
        • Poor coordination of activities
        • Incompatibility of group and organizational goals

        Conflict resolution methods (strategies)

        ✔Avoiding/Avoidance: This method/strategy attempts to keep the conflict from surfacing at all e.g. ignore the conflict or impose a solution (especially where concern for people and production is low. Important if in conflict a quick action is needed to prevent the conflict from occurring.

        ✔Accommodating: This is also known as smoothing or co-operating. It is used when a person ignores his or her own feelings about an issue in order to agree with (accommodate) the other side.

        • NB: Parties that consistently ignore feelings and give in can end up feeling frustrated or used and may be less willing to co-operate in future.

        • More conflict can ensue if parties disagree about importance of the issues being accommodated

        ✔Competing: One side wins the conflict and the other side loses. It is also called forcing because the winner forces the loser to accept his or her perspective on the conflict.  This can cause anger and resentment to increase withdrawal/avoidance. The method is useful when an issue is critical or time to resolve it is limited. Can also help move a critical but unpopular decision quickly through an origin

        Compromising: Each side gives up something as well as gets something. Used when both sides have a reasonable, important goal and losing is not required.

        ✔Negotiation: This is an extension of compromise with higher stakes and more deliberate techniques to bargain for each side’s give and take. It is useful for high stake issues and solutions are seen as formal and more permanent than  Compromise. Conflicts tend not to recur once the negotiations are finished

        ✔Collaborating: In this method both sides in a conflict work to develop the outcome that is best for both sides. The emphasis is on creative problem solving so that each side meets its key goals.

        ✔Confronting: This method attempts to block the conflict from the start. The method brings the parties together, clarifies issues and achieves an outcome.

        conflictCauses of conflicts

        ✔ differences in information ,values ,beliefs ,and interest

        ✔Competition for resources,eg money skilled manpower

        ✔Inter group rivalry for rewards

        ✔Take difficulties

        ✔Skill differences

        ✔Pressure to avoid failures

        ✔Unworkable organization structure

        Effects of conflict

        Advantages 

        • Prevents intellectual stagnation 
        • Decreases likelihood of group think 
        • Stimulates employees curiosity
        • Facilities employees change 
        Disadvantages
        • Disputes puts others in to conflict
        • Unresolved causes violence
        • Spread from peripheral to other issues

        Managing Conflict

        • Communicating to self and others that conflict is a necessary process.
        • Determining similarities and differences in facts, goals, methods and values.
        • Assessing the degree of conflict – ask questions about quality of decisions.
        • Assessing each situation and matching the best approach regardless of which is your favourite.
        • Assisting others in assessing conflict and seeing how best they can approach.

        The manager may also overcome organizational conflict through the following:

        • Improving team spirit
        • Enhancing effective communication
        • Regular job rotation
        • Employee counseling services

        Grievances

        Grievance Process = When a union member believes that management has failed to meet the terms of the contract or labor agreement and communicates this to management. This process is called grievance!

        The grievance process steps

        1. The employee informs the employer about the nature of the grievance
        2. The employer arranges for a formal meeting to be held without unreasonable delay after a grievance is received
        3. The meeting is held and the employee should be accompanied at the meeting. Following the meeting a decision is made on what action if any to take. Decision should be communicated to the employee in writing without unreasonable delay.
        4. The employee is allowed to take the grievance further (appeal) if not resolved)
        5. The appeal should be dealt with impartially
        6. The outcome of the appeal should be communicated to the employee in writing without unreasonable delay

        NB: Grievance procedures differ from union to union.

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