3 selection and staffing

• Selection is the process of choosing from among applicants the best-qualified individual or individuals for a particular job or position.
• The mark of a great leader is when he or she can recognize the excellent performance of someone else and allow others to shine for their accomplishments.
• The five rights in delegation are: Right task, Right circumstances, Right person, Right direction/communication, Right level of supervision.
• Selection involves verifying the applicant’s qualifications, checking his or her work history, and deciding if a good match exists between the applicant’s qualifications and the organization’s expectations.
• Placement is the ability of the nurse leader to assign a new employee to a position within his or her sphere of authority, where the employee will have a reasonable chance for success.
• Proper placement fosters personal growth, provides a motivating climate for the employee, maximizes productivity, and increases the probability that organizational goals will be met.
• Induction is the planned, guided adjustment of an employee to the organization and the work environment.
• The first phase of indoctrination includes all activities that educate the new employee about the organization and employment and personnel policies and procedures.
• Orientation activities are more specific for the position.
• The purpose of the orientation process is to make the employee feel like a part of the team.
• This will reduce burnout and help new employees become independent more quickly in their new roles.
• Staff development is the better trained and more competent the staff, the fewer the number of staff required, which in turn saves the organization money and increases productivity.
• Staff development activities are normally carried out for one of three reasons: to establish competence, to meet new learning needs, and to satisfy interests the staff may have in learning in specific areas.
• Socialization refers to a learning of the behaviors that accompany each role by instruction, observation, and trial and error.
• Resocialization occurs when individuals are forced to learn new values, skills, attitudes, and social rules as a result of changes in the type of work they do, the scope of responsibility they hold, or in the work setting itself.
• Centralized staffing, where staffing decisions are made by personnel in a central office or staffing center.
• Grapevine communication flows quickly and haphazardly among people at all hierarchical levels and usually involves three or four people at a time.
• They want to command attention, get recognition, and control others.
• Power-oriented people are motivated by the power that can be gained as a result of a specific action.
• Affiliation-oriented people focus their energies on families and friends; their overt productivity is less because they view their contribution to society in a different light from those who are achievement oriented.
• Horizontal communication, managers interact with others on the same hierarchical level as themselves who are managing different segments of the organization.
• Assertive communication allows people to express themselves in direct, honest, and appropriate ways that do not infringe on another person’s rights.
• Diagonal communication, the manager interacts with personnel and managers of other departments and groups who are not on the same level of the organizational hierarchy.
• Achievement-oriented people actively focus on improving what is; they transform ideas into action, judiciously and wisely, taking risks when necessary.
• Douglas McGregor (1960) examined the importance of a manager’s assumptions about workers on the intrinsic motivation of the workers.
• Upward communication, the manager is a subordinate to higher management.
• Internal climate includes internal factors such as the values, feelings, temperament, and stress levels of the sender and the receiver.
• Downward communication, the manager relays information to subordinates.
• Communication occurs on at least two levels: verbal and nonverbal.
• External climate includes external factors such as the weather, temperature, timing, status, power, authority, and the organizational climate itself.
• Communication is the exchange of thoughts, messages, or information, by speech, signals, writing, or behavior.
• David McClelland (1971) examined what motives guide a person to action.
• Nurses should understand that patients, colleagues, institutions, and employers may view postings.
• Communication tools include S.B.A.R: Situation, Background, Assessment, Recommendation.
• Passive-aggressive communication is an aggressive message presented in a passive way.
• The leader who actively listens gives genuine time and attention to the sender, focusing on verbal and nonverbal communication.
• Listening without interrupting and pausing to allow others to think are part of respectful listening.
• This person feigns withdrawal in an effort to manipulate the situation.
• Recognizing that a collaborative exchange has occurred by offering thanks is part of respectful listening.
• Passive communication occurs when a person suffers in silence although he or she may feel strongly about the issue.