Clinical lab questions
moory99
CLSC306Wk5.pptxHR Management
Laws/ regulations
Motivation
Staffing/scheduling
Discipline/Counseling
Competency and CE programs
Motivation
Understanding what motivates people is essential to getting the work done.
It is the manager’s job to get the work done.
Therefore, it is the manager’s job to motivate!
Managers must create an environment that enhances motivation.
3 theories of motivation
Mazlow’s Hierarchical theory of Needs
Herzberg’s Two Factor Theory
Vroom’s Theory of Expectation
1. Theory of Motivation: Maslow’s Hierarchy of Needs
Human beings are motivated by unsatisfied needs, and that certain lower needs (basic needs) need to be satisfied before higher needs can be addressed.
Hudson Chapter 13
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Maslow’s Hierarchy of Needs
Mazlow (con’t)
Physiological Motivation: Provide ample breaks for lunch and recuperation and pay salaries that allow workers to buy life's essentials.
Safety Needs: Provide a working environment which is safe, relative job security, and freedom from threats.
Social Needs: Generate a feeling of acceptance, belonging, and community by reinforcing team dynamics.
Esteem Motivators: Recognize achievements, assign important projects, and provide status to make employees feel valued and appreciated.
Self-Actualization: Offer challenging and meaningful work assignments which enable innovation, creativity, and progress according to long-term goals.
See lecture notes for more details
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2. Theory of Motivation: Herzberg’s Two Factor Theory
Herzerberg’s theory suggests there are certain factors in the workplace that can cause job satisfaction and other factors that cause job dissatisfaction
2 factors are:
Motivators: job satisfaction: achievement, recognition etc and are similar to Mazlow’s growth needs
Hygiene: job dissatisfaction: working conditions, wages ,co-worker relations. rules similar to Mazlow’s physical and social needs
Herzberg theory differs in that only the growth needs motivate. Hygiene only serves to dissatisfy.
Herzberg’s two-factor Theory
3. Theory of motivation: Vroom’s Expectancy Theory
Expect that high effort will result in high performance
Expect that high performance will produce high rewards
Reward preference: do you or do you not want it to work or have the outcome you want?
See page 74 of Hudson
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Vroom’s Expectancy Theory
Scenario #1
An employee does not perceive that work is important. According to Vroom’s theory what type of problem is this:
Effort expectancy
Performance expectancy
Reward expectancy
Scenario #2
An employee is unhappy because he body fluid precautions are not being implemented correctly. In Mazlow’s and Herzberg’s theories what need or factor is identified?
Hygiene
Motivator factor
Social need
Physical need
Staffing/Scheduling Staff
Staffing Needs
Dictated by:
test menu
test complexity
education and experience of staff members
speed of techs
test volume,
TAT expectations
# of shifts to maintain
weekend/holiday coverage,
complexity of software and instrumentation
flexibility and training knowledge/competency of staff.
Salary $ compose the majority of the departmental budget.
Hudson Chapter 26
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Worked Hours
A standard unit of work is applied to each billable test
Billable Test: a billable test (also known as "reportable result“) is one for which the laboratory is reimbursed
Unit of work for billable tests X # tests performed = # worked hours needed (specified hours)
# worked hours/80 = (Full time equivalents FTE in 2 week period)
0.25 (standard unit of measure of work) X 12,000= 3000 hours
3000/80=37.5 FTE
We will get into this more in later weeks!
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Scheduling is dependent on Productivity
Productivity is closely monitored by management
staffing is adjusted if productivity increases or decreases over established
Worked hours needed (specified hours)/actual worked hours (takes out vacation/SL/AL) X 100 = productivity
Should be between 70-110%
3000 earned hours/actual hours worked
Scheduling
Employee schedule, budget, staff mix and intertwined
Example: new technologist with no experience: what shift
Full time staff vs PRN (pro re nata)
Scheduling Staff
Lab work schedule:
impacts morale
employee retention
The goal of the scheduler should be:
adequate staffing to care for patients
work schedule that satisfies the needs of the employee
Family
Religious
Scheduler should try their hardest to work with employees as much as they can
Making the schedule
Publish minimum 3-4 weeks in advance
Less/minimum staffing on off-hours and weekends/holidays
Minimize OT needs (OT is expensive 1.5X)
How weekends and holidays are assigned
How many days off in a row (2 at least)
Make sure there are some experienced techs where needed
Employee Correction/Discipline
Any action that an employee takes that results in danger a patient or to another employee will result in immediate dismissal
Re-hiring is costly so correction should be constructive and not destructive
Employee Correction and Discipline Plan
TALK to employee:
find out why/what happened, LISTEN!
Enhance dignity of employee
If employee corrects then give praise!
Verbal Warning –
Identify problem/issue
State the correct performance that is needed ; what needs to be corrected
documentation of what was said (notes).
Written Warning –
All the same steps (1-3) as above
supervisor and employee signs document (may be put on sick leave certification etc).
Second written warning:
All of the above in #3
Documented and signed by manager and employee
State that dismissal will be the next corrective action if correction does not take place
Dismissal
Employee Correction and Discipline Plan
See Hudson steps 1-5 pg. 41 (talk informally, verbal warning, written warning, 2nd written warning (maybe with suspension), dismissal.
Hudson Chapter 7
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TALK to employee:
find out why/what happened, LISTEN!
Enhance dignity of employee
If employee corrects then give praise!
Verbal Warning to Employee
Identify problem/issue
State what and how it needs to be corrected; offer assistance
documentation of what was said (notes).
Written Warning to Employee
All the same steps (1-3) as above
supervisor and employee signs document (may be put on sick leave certification etc).
Second written warning:
All of the above in #3
Documented and signed by manager and employee
State that dismissal will be the next corrective action if correction does not take place
Dismissal
Employee Correction and Discipline Plan
See Hudson steps 1-5 pg. 41 (talk informally, verbal warning, written warning, 2nd written warning (maybe with suspension), dismissal.
Hudson Chapter 7
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Scenarios
You, the lab manager, receive a report from an evening shift technologist that another is dumping urine samples in the sink in order to get to dinner faster. What do you do?
An employee brings a weapon to work and shows it to a coworker and tells him that if that other coworker ever bothers him again he will shoot him. When confronted, he threatens you. What do you do?
You receive a complaint from a nursing unit that the phlebotomist is distributing religious material to patients while doing her blood drawing rounds. What do you do?
Competency and CE programs
Different from conduct issues (late, calling in sick too often, fraud, ethical issues, HIPPA violations).
Performance issues are often failure to follow the critical elements in your Performance Standards (technical, QC/maintenance). For example: failure to follow SOP, failing a PT survey, misidentification of a patient, or resulting a test incorrectly.
EXAMPLE: VA gives person a Performance Improvement Plan (PIP). Performance is closely monitored for the elements that were below standard for a period of time. It’s an opportunity to improve.
Performance Issues
VAMC
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An employee is evaluated on:
technical competency,
customer service/teamwork,
administrative duties (critical and non-critical)
A pass/fail or tiered system c be used
Performance can be tied to monetary award/bonus
Unacceptable performance or minimally successful may be tied to performance improvement plans and possible termination.
Performance Standards
Competency assessment is done by using the following methods (not all are necessary):
Blind sample
Split sample
PT
Problem solving
Direct Observation (maintenance and testing)
Written examination
Maintenance/QC review
Errors
Review of test records
Evidence of continuing education
Must do semi-annual first year and annually thereafter
Competency (CLIA federal Register 493.1235)
CLIA Federal Register 493.1235
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Don’t ever stop learning! You are a professional now!
CEU = continuing education units
CH = contact hours
P.A.C.E = Professional Acknowledgment of Continuing Education
CMLE = Continuing Medical Laboratory Education
Know if you have a minimum required for your facility for annual performance evaluation – and to maintain your certification!
Look for the best bang for your buck – might be teleconferences or webinars.
There’s a lot of on-line training
Continuing Education
Scenarios
State some advantages of using PRN personnel
Discus the impact of test menu and staff skills/training on scheduling
A senior, long-term employee approaches you about a family member’s illness and tells you that she needs more time to take care of things. However, she needs to continue to work because her family will need the money and insurance benefits. What are some scheduling options you could suggest?
