HUMAN RESOURCE MANAGEMENT ROLE OF NURSE ADMINISTRATOR IN PERSONNEL MANAGEMENT

A Nurse Administrator can be a Head Nurse, Nurse Supervisor or Chief Nurse. A nurse administrator is the most senior nurse in a hospital, overseeing the care delivery for patients on all nursing units. Functions A nurse administrator establishes effective patient care delivery systems, ensures continuous quality improvement in patient care, and represents nursing as a member of the senior leadership team when decisions are made. Skills A nurse administrator has a sound clinical knowledge base, solid fiscal management skills, and the ability to establish and maintain effective interpersonal relationships across the organization Qualifications A nurse administrator is a registered nurse (RN), and many hospitals require an advanced degree in nursing (MSN) or business (MBA). Roles and Responsibilities 1. Nurse Administrators are responsible for the over-all management and direction of the Nursing SERVICES at a major health facility. Their work involves the ff. Nurse Administrators manage nursing staff activities. They plan work schedule and assigned various duties to nurses. The responsibility of organizing, supervising and coordinating the work of nursing care services Maintaining professional, legal and ethical standards of performance and the development of agency policies. A nursing administrator will assist in having to deal with a diversity of personnel matters ADMINISTER the development of nursing service policies through planning, Organizing, Directing, delegating, coordinating, evaluating activities of the nursing service staff. Participates in devising procedures essential to the achievement of objectives. Participate in formulating agency policies; discuss individual area management, individual behavior, and reviews written reports Develop and maintain a nursing quality ASSESSMENT PROGRAM Attend meetings as representative of the nursing services Assess various programs Serves as a CONSULTANT in the training and orientation of professional and paraprofessional staff. A nursing administrator will also act as a counselor A nursing administrator will act as the mediator A nursing administrator will also be a spokesman SPECIFIC and ACTUAL FUNCTIONS and ACTIVITIES of a CHIEF NURSE in PERSONNEL MANAGEMENT A. Plans, organize and supervise the nursing service B. Coordinates all activities of the nursing service department C. Prepares nursing service budget

D. E. F. G. H. I. J.

Interviews and screens all applicants for the nursing service Observes and evaluates the performance of personnel Formulates and recommend policies for improvement of patient care Promotes individual growth and development Participates in professional meetings Approves schedule of duties and off duties Signs daily time records

MARKETING AND RECRUITMENT OF NURSES Recruitment is the process of actively seeking out or attracting applicants for existing positions. Although at any given time an organization may have adequate supply of RNs to meet demand, historical data support the idea that recruitment should be an ongoing process. Marketing is art of developing, advertising and distributing goods and services to consumer as well as business. However, marketing is not just limited to goods and services it is extended to everything from places to ideas and in between. This brings forth many challenges within which marketing people have to take strategy decisions. The essence of marketing is that the needs and desires of a group are determined on the basis of market research and then an effort is made to satisfy them. Steps Find out what nurses want from their employment. Next, Efforts must be made to ensure that the hospital meets those needs to extent possible. Finally, it is necessary to be able to convey the fact that the needs have been met. RECRUITMENT Recruitment is of 2 Types: 1. Internal Recruitment - is a recruitment which takes place within the concern or organization. Internal sources of recruitment are readily available to an organization. Internal sources are primarily 3: Transfers Promotions (through Internal Job Postings) and Re-employment of ex-employees - Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also. External Recruitment - External sources of recruitment have to be solicited from outside the organization. External sources are external to a concern. But it involves lot of time and money. The external sources of recruitment include - Employment at factory gate, advertisements, employment exchanges, employment agencies, educational institutes, labour contractors, recommendations etc. Employment at Factory Level

Advertisement Employment Exchanges Employment Agencies Educational Institutions - There Recommendations Labour Contractors The Nurse Recruiter The manager may be greatly or minimally involved with recruiting, interviewing, and selecting personnel depending on The size of the institution The existence of a separate personnel department The of a nurse recruiter within the organization The use of centralized or decentralized nursing management

Steps in developing a recruitment strategy: 1. Identifying the existing level of recruitment What are the current recruitment numbers? Are these acceptable to meet current organization needs? Are any changes in the organization (e.g., addition of a new unit) anticipated that will require changes in that level or an improvement in retention because of new initiatives in the organization? 2. Assess the External Environment What changes are occurring that will affect the level of recruiting? Is the market experience a shortage of nurses in general or of a certain nurse specialties? Are nursing school enrollments increasing, making recruitment easier, or decreasing, making recruitment highly competitive. Are current market conditions likely to continue? What specific factors in the environment may affect the organizations ability to recruit nurses? Have there been new hospitals or HCOs opened in the geographical area? Have there been salary increases at competing organizations? After assessing the external environment and determining a desired level of recruitment, managers can develop a specific nurse recruitment plan that targets organizational need and ensures the organizations ability to deliver nursing care. The Initial Contact Many prospective employees will make their first contact with an organization through the Human Resource Department or the recruiter. Generally, these employees are directed to complete an application and set up an appointment for an interview. SELECTION, INTERVIEW AND HIRING Interviewing The interview may be defined as a verbal interaction between individuals for a particular purpose. It is the foundation for selecting people for positions. The purposes or goals of the selection interview are: The interviewer seeks to obtain enough information to determine the applicants 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 interviews result, the applicant will continue to have respect for the good will toward the organization.

Types of Interview Unstructured requires little planning because of the goals for hiring maybe unclear, questions are not prepared in advance and often the interviewer does more talking than the applicant. Structured requires greater planning time because questions maybe develop in advance that address the specific job requirements, information must be offered about the skills and qualities being sought. The interviewer who uses a structured format would ask the same essential questions of all applicants. Limitations of Interview The same interviewer will consistently rate the interviewee the same. If two different interviewers conduct unstructured interviews o the same applicant, their ratings will not be consistent. Inter- rater reliability is satisfactory if the interview is structured and the same format is used by both interviewers. High interview assessments are not related to subsequent high level job performance. The attitudes and biases of interviewers greatly influence how candidates are rated. Selection Selection is the process of choosing from among applicants the best-qualified individual or individuals for a particular job or a position. The selection process involves verifying the applicants qualifications, checking his or her work history, and deciding if a good match exists between the applicants qualifications and the organizations expectation. Furlow (2000) suggests that job profiling should be used as an adjunct to the regular hiring process. A job profile is an analysis of the criteria that define top performers in specific job, thus allowing the organizations to prescreen applicants for the fit to the job. Employee diversity should also be considered in making selection decisions. Having a staff that is diverse in terms of gender, age, culture, ethnicity and language is helpful in meeting the needs of an increasingly diverse patient population. Having a diverse staff enhances the morale and productivity of the minority groups within the organization and enriches the entire organization, bringing new perspectives to the thinking and problem solving that occur daily, as well as providing more complex and creative solutions. Educational and Credential Requirements Consideration should be given to educational requirements and credentials for each job category as long as a relationship exists between these requirements and success on the job. Many organizations have a list of preferred criteria for a position and a second list of minimal criteria. It is very important to check the academic and professional credentials of all job applicants. Reference Checks All applicants should be examined to see if they are complete and to ascertain that the applicant is qualified for the position. Excellent references do not necessarily guarantee excellent job performance. However, poor references may help to prevent bad hiring decision. References should be checked and work experience and credentials should be verified before the interview.

 Reference calls will reveal unsolicited information about the applicant. Information obtained by any method may not be used to reject an applicant unless a justifiable reason for disqualification exists. Pre employment Testing Pre employment testing is used only when such testing is directly related to the ability to perform a specific job. Testing is a stand-alone selection tool, it can, when coupled with excellent interviewing and reference checking, provide additional information about a candidate to make the best selection. Physical Examination A medical examination is generally a requirement for hiring. This examination determines if the applicant can meet the requirements for a specific job and provides a record of the physical condition of the applicant at the time hire. The physical examination also may be used to identify applicants who will potentially have unfavorable attendance records or ma file excessive future claims against the organizations health insurance. Only those selected for hire can be required to have a physical examination, which is nearly always conducted at the employers expense. Making the Selection When processing applications and determining the most appropriate person to fit the job, the manager must be sure that the same standard are used to evaluate all candidates. Final selection should be based on established criteria, not on value judgments and personal preferences. Managers fill position with internal applicants. These positions might be entry level or management. These applicants are interviewed in the same manner as newcomers to the organizations however some organizations give special consideration and preference to their own employees. Finalizing the Selection Once a final selection has been made, the manager is responsible for the closure of the pre employment process. Because selection involves a process of reduction, the person making the final selection has a great deal of responsibility. These decisions have far-reaching consequences, both for the organization and for the people involved. Placement The astute leader is able to a position to a new employee to a position within his or her sphere of authority where the employee will have a reasonable chance for success. Indoctrination Indoctrination, as a management function, refers to the planned guided adjustments of an employee to the organization and the work environment. induction and orientation are frequently use to describe this function

STAFF DEVELOPMENT ORIENTATION FOR THE NEWLY HIRED ________________________________________________________________________________________

What is a staff orientation program? Why conduct a staff orientation program?

Orientation to a new job should give a staff member the basic information about the organization, her position, the target population, and the community, so she, too, can understand how to get where she wants to go. All or most of an orientation, therefore, should best take place before the job starts. 1. 2. 3. 4. 5. 6. 7. 8. It allows new staff members to hit the ground running. It instills new staff with confidence in both their own ability to be effective. It improves the possibility It makes life easier for others in the organization It enfolds the new staff member into an existing social structure. It formally welcomes new staff to the organization. It increases the chances that they will fit well into the organization. It builds the organization 's reputation in the community, leading to community support and better services.

Steps involved in Staffing: 1. Manpower requirementsit involves forecasting and determining the future manpower needs of the concern. 2. Recruitment- Once the requirements are notified, the concern invites and solicits applications according to the invitations made to the desirable candidates. 3. Selection- This is the screening step of staffing in which the solicited applications are screened out and suitable candidates are appointed as per the requirements. 4. Orientation and Placement- Once screening takes place, the appointed candidates are made familiar to the work units and work environment through the orientation programmes. placement takes place by putting right man on the right job. 5. Training and DevelopmentRemuneration- It is a kind of compensation provided monetarily to the employees for their work performances Performance Evaluation- In order to keep a track or record of the behaviour, attitudes as well as opinions of the workers towards their jobs. 6. Promotion and transfer- Promotion is said to be a non- monetary incentive in which the worker is shifted from a higher job demanding bigger responsibilities as well as shifting the workers and transferring them to different work units and branches of the same organization. Importance of Training Training is given on four basic grounds: 1. New candidates who join an organization are given training. This training familiarize them with the organizational mission, vision, rules and regulations and the working conditions. 2. The existing employees are trained to refresh and enhance their knowledge. 3. If any updations and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing a new equipment, changes in technique of production, computer implantment. The employees are trained about use of new equipments and work methods. 4. When promotion and career growth becomes important. Training is given so that employees are prepared to share the responsibilities of the higher level job. The benefits of training can be summed up as: Improves morale of employeesLess supervision Fewer accidents Chances of promotion Increased productivity

Ways/Methods of Training Training is generally imparted in two ways: 1. On the job trainingOff the job training On the job training methods are those which are given to the employees within the everyday working of a concern. It is a simple and cost-effective training method. Off the job training methods are those in which training is provided away from the actual working condition. It is generally used in case of new employees. Instances of off the job training methods are workshops, seminars, conferences, etc. Such method is costly and is effective if and only if large number of employees have to be trained within a short time period.

PRODUCTIVITY, PRESENTEEISM, ABSENTEEISM PRODUCTIVITY Productivity is a measure of the efficiency of production. A ratio of production output to what is required to produce it (inputs). The measure of productivity is defined as a total output per one unit of a total input. Another Definition: Is the amount of product or work produced by a specific amount of resources, measured as outputs divided by inputs. Productivity = ___outputs_ Inputs OR Productivity = Required staff hours x Provided staff hours 100

By this definition there are two primary ways of increasing productivity: 1.) Decreasing the staff hours provided 2.) Holding the required staff hours constant or increasing them. Ways to Improve Productivity: 1. Communication 2. Planning 3. Prioritizing 4. Avoiding Procrastination 5. Delegation 6.Demonstrating management interest in staff achievements and concerns 7.Providing praise and rewards for good performance 8.Evaluate the problems, resources and realities in the organization 9.Use workflow analysis and work simplification procedure

10.Improve use of time by helping personnel keep and analyze time diaries and 11.Decrease waiting time PRESENTEEISM Presenteeism is defined as the productivity that is lost when employees come to work but, as a consequence of illness or other medical conditions, are not fully productive. Employees who work when ill are more prone to injury and, if contagious, increase the risk of passing on an illness to other employees. THE CAUSES OF PRESENTEEISM Temporary and permanent employment Occupations and work environments Ease of replacement Workloads and job demands Workaholism Health factors

CONSEQUENCES OF PRESENTEEISM Productivity loss Poor health and exhaustion

Roles of Managers to presenteeism includes: Recognize the problem or Create Awareness Identification Education Develop a workplace policy on presenteeism and inform employees Provide Paid Sick Leave and/or Paid Time Off to Workers Make an Effort to Boost Employee Morale Offer a flu vaccination program

Reducing presenteeism also represents a unique opportunity for businesses to develop strategies to support and improve their employees health and wellbeing. These include: health risk assessments to help employees identify conditions that may cause future health problems; employee assistance programs which offer counselling services for employees and their families; wellness programs which foster healthy practices, such as consuming a balanced diet and exercising.

ABSENTEEISM - Is a serious work place problem and an expensive for both employee occurrence for both employers and employees seemingly unpredictable in nature. - Is a habitual pattern of absence from a duty or obligation.

Reasons of Absenteeism at workplace - a. Medical disorders - b. Chronic illness - c. Addictions like drugs and alcohol abuse - d. Fatigue - e. Psychological disorders - f. Personal illness - g. Family issues The Responsibilities of the Supervisor in Managing Absenteeism - a) Ensure that all employees are fully aware of the organizations policies and procedures for dealing with absence, - b) Be the first point of contact when an employee phones in sick, - c) Maintain appropriately detailed, accurate, and up-to-date absence records for their staff, (e.g., date, nature of illness/reason for absence, expected return to work date, doctors certification if necessary), - d) Identify any patterns or trends of absence which cause concern, - e) Conduct return-to-work interviews, and - f) Implement disciplinary procedures where necessary. Recommended Disciplinary Procedures - Stage 1: Counseling Interview - Stage 2: First Formal Review (Verbal Warning Stage) - Stage 3: Second Formal Review (Written Warning Stage) - Stage 4: Temporary Suspension from Work Stage 5: Termination of Employment Types of Absenteeism - I. Innocent Absenteeism - II. Culpable Absenteeism Causes of Absenteeism 1. Maladjustment with factory 2. Social and Religious Ceremonies 3. Housing conditions 4. Industrial Fatigue 5. Unhealthy working conditions 6. Alcoholism 7. Absence of adequate welfare activities 8. Indebtedness 9. Improper and unrealistic personnel policies Improper and unrealistic personnel policies 10. Inadequate leave facilities.

RETENTION AND MOTIVATION

Employee Retention - Refers to policies and practices companies use to maintain a working environment which supports current valuable employees in remaining with the company. Many employee retention policies are aimed at addressing the various needs of employees to enhance their job satisfaction and reduce the substantial cost involved in hiring and training new staff.

Employees Retention involves five major things: 1. 2. 3. 4. 5. Compensation Environment Growth Relationship Support

Importance of Employee Retention: 1. 2. 3. 4. 5. 6. Cost of turnover. Loss of company knowledge. Interruption of customer services. Turnover will lead to more turnovers. Goodwill of company. Regaining efficiency. MOTIVATION

Motivation is an employee's intrinsic enthusiasm about and drive to accomplish activities related to work. Motivation is that internal drive that causes an individual to decide to take action. These are some of the factors that are present in a work environment that many employees find motivating.

Management and leadership actions that empower employees, Transparent and regular communication about factors important to employees, Treating employees with respect, Providing regular employee recognition, Feedback and coaching from managers and leaders, Above industry-average benefits and compensation, Providing employee perks and company activities, and Positively managing employees within a success framework of goals, measurements, and clear expectations.

PERFORMANCE APPRAISAL Performance appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does. Objectives of Performance appraisal:

To review the performance of the employees over a given period of time. To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. Helps to strengthen the relationship and communication between superior subordinates and management employees. To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future.

Workplace Harassment What is workplace harassment? Workplace harassment is any unwelcome or unwanted conduct that denigrates or shows hostility or an aversion toward another person on the basis of any characteristic protected by law, which includes an individual's race, color, gender, ethnic or national origin, age, religion, disability, marital status, sexual orientation, gender identity, or other personal characteristic protected by law. A conduct is unwelcome if the employee did not solicit, instigate or provoke it, and the employee regarded the conduct as undesirable or offensive. What is sexual harassment? Sexual harassment is a form of sex discrimination that involves unwanted or unwelcome conduct of a sexual nature. This applies to harassment by a person against another person of the opposite sex as well as harassment by a person against another person of the same sex.

When does harassment occur? Harassment occurs when an employer creates, condones or permits a hostile, intimidating or offensive work environment. That may include discriminatory treatment and/or retaliation for filing a complaint or participating in an investigation. What is the obligation of the employer in preventing harassment in the workplace? The employer must take all reasonable steps to prevent discrimination and harassment from occurring. If harassment does occur, the employer must take immediate and effective steps to stop further harassment and correct any effects of the harassment. The employer must develop and implement a harassment preventive policy. The policy should describe the types of prohibited behavior, provide complaint procedures to follow, explain the investigation process,

provide assurance that prompt and effective corrective action will be taken, and ensure that there will be no retaliation for either filing a complaint or for participating in an investigation. The employer must also educate its employees as to the kind of behavior that is to be avoided. The employer should tell employees that it is against company policy and against the law to harass another person in the workplace. The employer must have an effective mechanism to prevent and promptly correct any sexual or other harassing behavior.

What must the employer do when there is a harassment problem in the workplace? The employer must conduct an immediate and thorough investigation, followed by an appropriate remedy to correct the problem. This includes disciplining or terminating the harassing employee. If the individual doing the harassing is not an employee, the employer must address the problem directly with that individual and/or organization that he/she represents, and insure the conduct is stopped immediately. The employers response must be reasonably calculated to end the harassment and prevent it from happening again. What is quid pro quo sexual harassment? Quid pro quo (this for that) harassment occurs when an employee is offered some job benefit such as promotion, pay raise, etc., in return for sexual favors or is subjected to some adverse action because of a refusal to submit to a request for sexual favors. What is hostile work environment sexual harassment? Hostile environment harassment occurs when an employee is subjected to unwelcome or unwanted sexual conduct that is sufficiently pervasive or severe to alter the terms or conditions of the employees employment, such conduct unreasonably interferes with an employees work performance or creates an abusive, intimidating, offensive or hostile work environment. A manager, supervisor, co-worker, or even a nonemployee such as a vendor, customer or third party can create a hostile environment. What are some examples of workplace harassment? Workplace harassment can take many forms including, but not limited, to these examples: Verbal Sexual innuendoes and other suggestive comments; racial or ethnic slurs; humor, jokes or teasing about sex, race, age, religion, disability or gender-specific traits; repeated requests for dates; sexual advances or propositions; comments about a persons body, dress, excessive flattery or questioning of a personal nature; abusive language or insults; or threats. Visual or Non-Verbal Leering or staring in a sexual manner; whistling or hooting; suggestive or insulting looks; vulgar sounds or gestures; offensive or hateful pictures, posters, calendars, cartoons or obscene e-mail; excessive attention in the form of love letters or gifts; or offensive or derogatory written materials. Physical Inappropriate touching of the body (e.g., brushing, patting, hugging, pinching or shoulder rubs); kissing or inappropriate display of body parts; coerced acts of a sexual nature; physically blocking another individuals movement, assault; exclusionary or demeaning actions or activities based on age, ethnicity, sex or race.

TERMINATION , DOWNSIZING, RESIGNATION Termination- It is when ones employment ends Types of Termination: A. Voluntary -Includes resignation or retirement. B. Involuntary -When an employee is terminated by the employer. Employees can be terminated for cause. In that case, an employee is fired or dismissed from their job. Employees can also be laid-off when there is no work available for them. Employees who are laid-off may be eligible for unemployment benefits. JUST CAUSES OF TERMINATION OF EMPLOYEE -Just causes for dismissal of employee may be defined as those lawful or valid grounds for termination of employment which arise from causes directly attributable to the fault or negligence of the erring employee. Just causes are usually serious or grave in nature and attended by willful or wrongful intent or they reflected adversely on the moral character of the employees. Just Causes under the Labor Code 1. Serious misconduct. 2. Willful disobedience to lawful orders. 3. Gross and habitual neglect of duties. 4. Fraud or willful breach of trust / Loss of confidence. 5. Commission of a crime or offense. 6. Analogous causes. Examples of Analogous Causes: 1. Abandonment 2. 3. Disloyalty/conflict of interest. 4. Dishonesty.. RESIGNATION Definition: is the formal act of giving up or quitting one's office or position. A resignation can occur when a person holding a position gained by election or appointment steps down, but leaving a position upon the expiration of a term is not considered resignation. When an employee chooses to leave a position it is considered a resignation, as opposed to termination, which occurs when the employee involuntarily loses a job. Resignation letter: A resignation letter is a letter formally advising your employer that you are leaving your job. A resignation letter can help you maintain positive relationship with your employer, while paving the way for you to move on.

Five Reasons Why New Nurses Quit 1. Stress 2. Working Conditions 3. Salary 4. Difficulty advancing 5. Disruptive Behavior DOWNSIZING HR Management What is Downsizing? A downsizing strategy reduces the scale (size) and scope of a business to improve its financial performance (Robbins & Pearce, 1992). A reduction of the workforce is one of only several possible ways of improving profitability or

reducing costs. Why do Firms Downsize? 1. Reduce costs 2. Reduce layers of management to increase decision making speed and get closer to the customer 3. Sharpen focus on core competencies of the firm, and outsource peripheral activities 4. Generate positive reactions from shareholders in order to improve valuation of stock price Downsizing Effects: Overall -term costs savings, but long-term profitability & valuation not strongly affected. good employer declined after several layoffs in 1990s. -thinking of Employment Strategy. Lifelong employment policies are not credible after a downsizing. Example: IBM abandoned lifelong policy after several layoffs in early 1990s. Downsizing Effects: Employee Morale - which is likely to negatively impact quality of customer service random acts of good will -designed jobs, and increased uncertainty regarding future downsizings Downsizing Effects: Workforce Quality incentives: result is loss of institutional memory. employees leaving (stars) -- difficult to control since all employees must be legally eligible to qualify. retirements & voluntary reductions often result in too many people quitting, and some are hired back as consultants at higher cost to firm. Downsizing Effects Downsizing Works Best When: any job cuts of downsizing

TIME AND WORK STERSS MGT What is Time Management?

Time Management refers to managing time effectively so that the right time is

allocated to the right activity. Effective time management allows individuals to assign specific time slots to activities as per their importance. Time Wasters Is something that prevents a person from accomplishing the job or achieving the goal

Common Time Wasters include: Interruptions, such as telephone calls and drop-in visitors Meetings, both scheduled and unscheduled Lack of clear-cut goals, objectives, priorities

 Lack of daily and/or weekly plans Lack of personal organization and self discipline Lack of knowledge about how one spends ones time Failure to delegate, working on routine tasks Ineffective communication Waiting for others, not using transition time effectively Inability to say NO Time Management includes: 1. Effective Planning 2. Setting deadlines 3. Delegation of responsibilities

Delegation is the process by which responsibility and authority of transferred to another individual. It involves assigning tasks, determining expected results, and granting authority to the individual expected to accomplish these tasks. 4. Prioritizing activities as per their importance 5. Spending the right time on the right activity For Effective Time Management one needs to be: Organized - Avoid keeping stacks of file and heaps of paper at your workstation. Throw what all you dont need. Put important documents in folders. Keep the files in their respective drawers with labels on top of each file. It saves time which goes on unnecessary searching. Dont misuse time - Do not kill time by loitering or gossiping around. Concentrate on your work and finish assignments on time. Remember your organization is not paying you for playing games on computer or peeping into others cubicles. First complete your work and then do whatever you feel like doing. Dont wait till the last moment.

Be Focussed - One needs to be focused for effective time management. Employees stress or Work Stress is a growing concern for organizations today. Stress can be defined as a lively circumstance in which people face constraints, opportunities, or loss of something they desire and for which the consequence is both unpredictable as well as crucial. Stress is the response of people to the unreasonable/excessive pressure or demands placed on them. Symptoms of Stress Some of the symptoms of stress at workplace are as follows Absenteeism, escaping from work responsibilities, arriving late, leaving early, etc. Deterioration in work performance, more of error prone work, memory loss, etc. Cribbing, over-reacting, arguing, getting irritated, anxiety, etc. Deteriorating health, more of accidents, etc. Improper eating habits (over-eating or under-eating), excessive smoking and drinking, sleeplessness, etc. Burnout refers to the perception that an individual has used up or available energy to perform the job and feels that he or she doesnt have enough energy to complete the task. Organizational strategies for managing stress 1. Encouraging more of organizational communication with the employees so that there is no role ambiguity/conflict. Effective communication can also change employee views. Managers can use better signs and symbols which are not misinterpreted by

the employees. 2. Encourage employees participation in decision-making. This will reduce role stress. 3. Grant the employees greater independence, meaningful and timely feedback, and greater responsibility. 4. The organizational goals should be realistic, stimulating and particular. The employees must be given feedback on how well they are heading towards these goals. 5. Encourage decentralization. Individual strategies for managing stress 1. The employees should make a to-do list daily, prioritize the acts in the list and plan the acts accordingly. Take regular breaks during work to relax you. By effective time management, the employees can achieve their targets timely and can meet work pressures and, thus, avoid stress. 2. Do hard work. Strive to achieve your goals but do not do it to the harm of family, health, or peer. 3. Indulge in physical exercises. It helps in effective blood circulation, keeps you fit, diverts mind from work pressures. 4. Encourage a healthy lifestyle. Take a regular sleep, have plenty of water, have healthy eating habits. Promote relaxation techniques such as yoga, listening music and meditation. 5. The employees should have optimistic approach about their work. They should avoid connections with negative approach employees.

EMPLOYEE SPIRITUALITY -It is the basic feeling of being connected with ones complete self, others and the entire universe. It is an essential part of an individuals holistic health and well-being. Defining Workplace Spirituality- Workplace spirituality is expressing our desires to find meaning and purpose in our lives and is a process of living out ones set of deeply held personal values. It is not about bringing religion to the workplace, but about being able to bring ones entire self to work. The Implications of Spirituality in the Workplace -People are not always clear regarding the definition of spirituality or its practical application in the workplace. Spirituality involves adherence to a particular way of thinking about self, work, and organizations. -The need for managers and leaders to behave more ethically in the world and to foster ethical decision-making in their workforces.

Benefits Of Spirituality In Workplace: Higher profits, less absenteeism, Higher morale, and less stress.