Andhra Pradesh Health and Social Care

Andhra Pradesh Health and Social Care Introduction: The health and social care arena is facing some of the biggest challenges for decades. Demographically this is because more people are falling prey to changing environment, deprived economy, social factors, increased population, life style changes, early mortality etc. The research has provided many benefits in discovery of new treatments and technologies used in health care. It can improve the health outcome to individuals which in turn reduces the burden on the health care. In 1953 Andhra Pradesh was first formed on a linguistic basis by carving it out from Madras area. In 1956 later it was merged with telugu speaking area of Hyderabad state to form a Andhra Pradesh State. In order to keep alive the interest of the Telegu people, Amarajeevi Potti Sriramulu kept pressure on the Madras Presidency government to give a ear to public demand for the separate Telugu speaking state (Rayalaseema and coastal Andhra) to form a new Andhra state. With unbreakable determination he went on a fast, and only stopped when prime minister Jawaharlal Nehru promised to form new Andhra State. On the midnight of 15 December (i.e. Early 16 December 1952), Potti Sriramulu died and sacrificed his life trying to achieve the state. In the history of this telugu state on the 18th Feb 2014 Lok Shabha of India approving the formation of Telangana with ten districts. In India, Andhra Pradesh is one of the populated state because of its growth and its geologically near the sea coast. In India, Andhra Pradesh is one of the populated state because of its growth and its geologically near the sea coast. The Census over the year has seen the state grow steadily in the terms of population. It is located in the southern region of the country, the state shares its boundaries with Orissa, Tamil Nadu and Karnataka. The capital of the state is the vibrant city of Hyderabad that has seen the rule of Nizams for a long time. Andhra Pradesh has been one of the oldest states in the country and finds its place in many ancient works of Literature. According to 2011 census, the population of Andhra Pradesh is 84 million. The growth rate of the population is about 11% which is below the national average. The state has seen the faster growth in the terms of Technological infrastructure, civil works and also developed in sectors like IT and Telecom. The state has tiled over an area of 275000 sq km and has many places of strategic and cultural evidence. It has contributed to have the important place for Worship such as World famous deity, Tirupati balaji. Andhra Pradesh has a population density of 308 which is below the national average. In 2011, the literacy rate is 67% while compared to national average of about 74% and a cause of interest is given. Andhra Pradesh have the best ports in the country with regards to Trade.     Ã‚   Population in Andhra Pradesh in 2011 According to Andhra Pradesh Census in 2011 the population has increased to 0.84(8.46 7.62 crore) when compared to census in 2001. The total population is 84,580,777 of which male and female were 42,442,146 and 42,138,631 respectively. Population Growth Rate in Andhra Pradesh The total population growth in this decade is 10.98% while in previous decade was 13.86%. The population of Andhra Pradesh forms 6.99% of India in 2011. Literacy Rate in Andhra Pradesh 2011 As per 2011 population census Literacy rate in Andhra Pradesh has been upward trend and is 67.02%. in which male literacy stands at 74.88% and female literacy is at 58.68%. The total literates in Andhra Pradesh stands at 50,556,760 of which male were 28,251,243 and female were 22,305,517 and in terms of percentage it stood at 60.47% of male and 71.16% of female respectively. Andhra Pradesh Density 2011 The total area of Andhra Pradesh in 275,045 sq km. Density of Andhra Pradesh is 308 Sq Km when compared to 277 sq km in 2001. Sex Ratio in Andhra Pradesh In Andhra Pradesh Sex Ratio is 993 for each 1000 male and female is 978 per 1000 males which is below national average of 940 as per census 2011. Description 2011 2001 Population 8,45,80,777(Approximate 8.45 crores) 7,62,10,077(Approximate 7.62 crores) Male 4,24,42,146 3,85,27,413 Female 4,21,38,631 3,76,82,594 Growth in Population 10.98% 13.86% Percentage of Population 6.99% 7.41% Sex Ratio 993 978 Child sex ratio 939 896 Density/km2 308 277 Area km2 2,75,045 2,75,045 Area mi2 1,06,195 1,06,196 Total Child population (0-6 Age) 91,42,802 1,01,71,857 Male population (0-6 Age) 47,14,950 51,87,321 Female population (0-6Age) 44,27,852 49,84,536 Literacy 67.02% 60.47% Male Literacy 74.88% 71.16% Female literacy 58.68% 50.29% Total literate 5,05,56,760 3,99,34,323 Male literate 2,82,51,243 2,34,44,788 Female literate 2,23,05,517 1,64,89,535 Rural Population in Andhra Pradesh 2011 In the total population of Andhra Pradesh 66.67% live in villages of rural areas. Males and females are 56,361,702 respectively. The population growth rate recorded for the decade was 66.64%. In rural regions of Andhra Pradesh state, female sex ratio per 1000 males was 996 and children below age of 6 was 941 girls per 1000 boys. In rural regions of Andhra Pradesh state, the literacy rate for males and females stood at 69.38% and 51.29% respectively. Description Rural Urban Total population 5,63,61,702 2,82,19,075 Male population 2,82,43,241 1,41,98,905 Female population 2,81,18,461 1,40,20,170 Population growth 1.73% 35.61% Sex ratio 996 987 Child sex ratio(0-6) 941 935 Child population(0-6) 61,52,022 29,90,780 Child percentage(0-6) 10.92% 10.60% Literates 3,03,51,065 2,02,05,695 Average literacy 60.45% 80.09% Male literacy 69.38% 85.79% Female literacy 51.29% 73.31% Estimated crude birth rates, crude death rates and infant mortality in Andhra Pradesh. S.No Particulars 2010 2011 Rural Urban Rural Urban 1 Crude birth rate per 1000 population 18.3 16.7 17.8 16.6 2 Crude death rate per 1000 population 8.6 5.4 8.5 5.2 3 Infant mortality rate per 1000 live births 51 33 47 31 Source: Sample registration system statistical reports, 2010 and SRS bulletin vol.47 No.2,Oct 2012 of office.Registrar general of india, Ministry of home affairs, Govt.of India, New Delhi. Hyderabad: It is the capital city of Andhra Pradesh and one of the largest state in India. The origin of the name Hyderabad came into picture when Muhammad Qulin Qutub founded the city and named after a nautch girl who got converted to Islam after marriage and adopted the title Hyder Mahal and in her honour the city was renamed as Hyderabad. Hyderabad is located in the north- western part of Andhra Pradesh and lies on the banks of Musi River in the northern part of the Deccan plateau in south India. Climate Hyderabad has a tropical wet and dry climate ranging from the scale of 21 – 32 degree Celsius. The Hyderabad Municipal Corporation was expanded in 2007 to form the greater Hyderabad Municipal Corporation. Hyderabad has paved in art, literature and cuisine. The city is also attracted with tourist destination such as Chowmahalla Palace, Charminar and Golkonda fort and joining hands with various interesting museums, bazaars, galleries, libraries, sports venues and other cultural institutions. Hyderabad is a shell for information technology, pharmaceutical and biotechnology industries. It is also a home for film industry, education and research having 13 universities and business schools.It became a tourist spot and hub of various cultures. According to 2011 Census Population in Hyderabad: Description 2011 2001 Population 39,43,323 38,29,753 Male 20,18,575 19,81,173 Female 19,24,748 18,48,580 Growth in Population 2.97% 21.74% Area-Sq.Km 217 217 Density/km2 18,172 17,649 Proportion to AP population 4.66% 5.03% Sex ratio(per 1000) 954 933 Child sex ratio(0-6 Age) 914 943 Average Literacy 83.25 78.80 Male literacy 86.99 83.74 Female literacy 79.35 73.50 Total child population(0-6 Age) 4,69,126 4,86,084 Male population(0-6 Age) 2,45,127 2,50,173 Female population(0-6 Age) 2,23,999 2,35,911 Literates 28,92,155 26,34,949 Male literates 15,42,688 14,49,602 Female literates 13,49,467 11,85,347 Proportion of child(0-6 Age) 11.90% 12.69% Proportion of boys(0-6 Age) 12.12% 12.63% Proportion of girls(0-6 Age) 11.64% 12.76% Healthcare The Andhra Pradesh Vaidya Vidhana Parishad, a department of the state government ,administers healthcare in Hyderabad. Medical services are provided by government hospitals, clinics, private hospitals and charities. In 2010-11 the city had 50 government hospitals, 300 private and charity hospitals and 194 nursing homes together having approximately 12000 hospital beds. The ratio for every 10000 people in the city there are 17.6 hospitals beds, 9 specialist doctors, 14 nurses and 6 physicians. The common people prefer private hospitals as they are standardized with good quality and advance treatment. According to the 2005 National Family Health Survey, 24% of Hyderabad’s households are covered by government health schemes or insurance. The city’s total fertility is 1.8 where only 61% of children has proved with all basic vaccines( BCG, measles and full courses of polio and DPT) . The infant mortality rate for children below age of five was 41 per 1,000 live births. According to one survey , about third of women and quarter of men and 20% of children are objected to overweight or obese while 49 % of children below 5 are anaemia. More than 2% of women and 3% of men are suffer from diabetes. Ethnic groups, language and religion Residents of Hyderabad are known as Hyderabadi. The majority speak Telugu followed by Urdu, Marathi. Minority language spoken are Kannada, Marwari, Bengali, Tamil, Malayali, Gujarati, Punjabi people. Religion in Hyderabad District- 2001 Religion Percent Hinduism 55% Islam 42% Christianity 2% Others 1% Economy Of all the cities of Andhra Pradesh, Hyderabad is the largest contributor to the state’s GDP, tax and other revenues. Its per capita annual income in 2011 was 44,300. Culture Hyderabad has North and South linguistic and cultural traits of Hindu and Muslim traditions. Festivals celebrated in Hyderabad include Ganesh Chaturthi, Diwali, Bonalu, Bathukamma, Eid ul-Fitr and Eid al-Adha. Hyderabad is the medical hub for Andhra Pradesh. While the Three Hospitals in Hyderabad i.e Omega Hospitals, Basavatarakam Indo American cancer institute and research Centre and MNJ institute of Oncology Regional Cancer Centre and patients with breast cancer have been selected for the present study. These three hospitals are specialized in cancer treatment and research. In this study only Breast Cancer patients are selected. Hyderabad is the medical hub for Andhra Pradesh. Omega Hospital Known for commitment and interest of a few doctors are the world’s best specialist for treating cancer patients in Andhra Pradesh. Omega Hospital has combined to bring the best in the field of Oncology. The NABH has credited as the first of its cancer care. The team is lead by Dr. Ch. Mohana Vamsy who is instrumental in bringing best cancer care to the state of Andhrapradesh. The hospital was promoted in the year 2010 and started its operation from 2 of July 2010. On the first day the hospital had 100 OP registrations which reflects its popularity and confidence that patients have towards the hospital and the team. Vision To create a world-class integrated healthcare delivery system in India, entailing the finest medical skills combined with compassionate care. Mission: â€Å"In Life we believe† Our mission is to protect and provide advance facilities to cure by latest treatment and research.Omega Hospital is a 175 bedded Multi Specialty Hospital located in MLA colony, Road No:12, Banjara hills Hyderabad . The hospital is fostered with few doctors who come from highly experience of surgical oncologists, state-of-the-art operation theaters, anesthetic , critical care units, top-class radiology facilities including CT/PET-CT scanner, dedicated pathology, microbiology laboratory and dynamic medical oncology departments in one roof. Dr. Mohana Vamsy, Chief surgical oncologist and Managing director of OMEGA HOSPITALS and come from an experience of 20 years in treating cancer patients along with a dedicated team to work hand-in-hand for best recovery. Omega ha the latest laparoscopic equipment and expertise to perform all major oncologic abdomino-pelvic surgeries. It also has the latest surgical equipment to perform head and neck surgeries with quick recovery. Basavatarakam Indo- American Cancer Hospital and Research Centre This hospital was started with a dream of late Smt. Nandanuri Basava Taraka Rama Rao wife of late Chief Minister Sri N T Rama rao who herself was succumbed to the deadly disease. The late Chief Minister and several philanthropists, scients and physians from India and USA created the Basavatarakam Indo- American Cancer Hospital and Research Centre in Hyderabad. Today, it is a non-profit making organization, bestows care and treatment on par with stands of excellence and affordable price. It is run by two trustees, one based in India and other from United States of America, this institute meet different phase of patients fighting from Cancer. Today it stand proud saving the lives from this killer disease. Mission: Provide quality cancer treatment at affordable cost. Vision: Main Vision is to develop BIACH and RI as a premier institution for the Cancer Research and treatment in the country. It has 500 bed with advanced diagnostic and treatment facilities at affordable cost. It has MRI, Multiple Slice spiral CT, Conventional CT, Mammography unit, IMRT, IGRT, SRT, PET CT, Radio Idonine Thyroid Ward, Bone Scan, Muga Scan, Blood Bank Etc. Basavatarakam’s mobile unit work to reach adults (18 years and older) living in villages and small towns in Andhra Pradesh. The unit is equipped wirg a mammogram unit, x-ray and ultrasound facilities, mobile unit services offered Breast Health, Cervical health, Oral health, Prostate health, Skin health, Cancer education, Nutrition, Physical activity, brast Self Examination, Oral Self Examination, Tabacco Cessation. Facility for out-station patients Parents and families who come from long distance seek affordable and advanced health care facilities. The Hospital has come forward in providing comfort, reassurance, affordable and effortless Dormitory/ Guest House with A/c and non- A/c Rooms to nigh the patients. MNJ Institute of Oncology Regional Cancer Centre, Hyderabad The MNJ Institute of Oncology Regional Cancer Centre is a 40 bedded hospital established by Nawab Mehdi Nawaj Jung and inaugurated by the first Prime Minister of India Pundit Jawaharlal Nehru on 8 of December 1955. It was the first centre to provide cancer care.on march 1996, it was adwarded the status of Regional Cancer Centre. At present it has 250 bedded serving Andhra Pradesh and neighbouring states. The MNJ Institute of Oncology Regional Cancer Centre is the third cancer centre in the India. It takes pride for the fact of growth. This hospital provides free treatment to approximately to 10,000 new patients and 50,000 follow-up patients every year. Surgery, Radiotherapy and Chemotherapy is provided free of cost to all the patients below poverty line. The departments in MNJ Institute of Oncology Regional cancer centre are Radiation Oncology, Surgical Oncology, Plastic Reconstructive surgery, Medical Oncology, Nuclear Medicine, Pathology, Palliative Medicine, Biochemistry, Gynecological Oncology, Tobbaco cessation clinic etc.

Employee Selection Process in Private Company

EMPLOYEE SELECTION FOR SMALL BUSINESS OWNERS: THE INFLUENCES OF THE UNIFORM GUIDELINES AND COURT DECISIONS Edward, Ph. D. McKendree College Business Division 701 College Road Lebanon, IL 62254 (618)-537-4481 ABSTRACT The Uniform Guidelines on Employee Selection Procedures (1978) were promulgated with large businesses in mind in order to affect large numbers of employees as rapidly as possible.However, the employee selection validation procedure advocated by the Equal Employment Opportunity Commission, criterion related validity, is one that small business owners are unable to use due to statistical restraints and the lack of personnel with the esoteric knowledge of validation procedures. These restrictions, coupled with court decisions such as Albemarle Paper Company v.Moody in which the United States Supreme Court ruled the test validation guidelines issued by the EEOC were to be given â€Å"great deference† by lower courts, have left small business owners with one practical and potentially legally defensible approach to employee selection. This paper briefly mentions the advantages of valid employee selection procedures, followed by a detailed description of the Uniform Guidelines on Employee Selection Procedures (1978), relevant court cases, and a case study describing the validation of a small business employee selection test by the author.INTRODUCTION The importance of small business to the U. S. economy was well summarized by Siropolis (1986), who wrote: †¦ more than 99 percent of the nation's 16 million businesses are small-even if we define a small business as one that employs fewer than 100 rather than 500 †¦. Further evidence of its vitality is the fact that small business employs roughly half of the nation's workforce (pg. 8). In addition, Siropolis (1986) listed numerous other reasons for the importance of small business to the U. S. conomy, such as the higher return on equity small manufacturers earn than large manufacturers, the i nnovation found in small businesses as evidenced by small businesses accounting for half of all major inventions in the last 30 years in the U. S. , and the dependence of large businesses on small businesses as both suppliers and purchasers. These economic facts indicate that small business in the U. S. is the paramount force for economic growth and the creation of jobs, as noted recently: Small businesses are the principal job creating sector of the economy during recessions and expansions† (â€Å"The State Of†, 1985, pg. 46). Further evidence of the economic importance of small business has recently been published: Employment gains in small-business dominated industries in construction (18. 9 percent), finance, insurance and real estate (12. 7 percent), and services (12. 6 percent) are impressive when compared to the gains made in similar, large business dominated industries. In construction, the small business ted industries had employment gains of 18. 9 percent, whi le the large business industries showed an employment loss of 10. percent. The relative strengths of the small business gains in wholesale and retail trade are also significant †¦. Small firms with fewer than 100 employees†¦ generated 52. 6 percent of net employment growth from 1976 to 1982. (â€Å"The State Of†, 1985, p. 17-21). One can add to this the reliance of the U. S. government on small businesses, as evidenced by the federal government purchasing almost 29% of its of goods and services from small businesses in 1983 (â€Å"The State Of†, 1985).EMPLOYEE SELECTION An area of vital importance within small business management is the area of employee selection. An increasing awareness of the importance of employee selection has been noted: â€Å"Nearly 40% of surveyed employers are using more prehiring testing of job candidates than they were five years ago† (â€Å"Prehiring Tests†, 1986, p. 17). The importance to the U. S. economy of employe e selection in a small business is due both to the fact that small businesses create the majority of new jobs in the U.S. (Birch, 1979; â€Å"The State Of†, 1985), and the impact of the employee selection process on a small business. First, the results of a valid selection procedure include increased productivity of as much as 20 percent (Schmidt, Hunter, McKenzie, & Muldrow, 1979). This is an important result to small business owners, as productivity improvement has been rated as the number one concern of both CEOs and executives and engineers in separate surveys (â€Å"Productivity: A Top†, 1986, p. 46).Other important results include an avoidance of lawsuits (Dreher & Sackett, 1981; Kleiman & Faley, 1978), greater job satisfaction and organizational commitment, reduced absenteeism and fewer disciplinary actions (Fear & Ross, 1983), reduced time spent in supervision for the small business owner, and reduced training costs and turnover (Stone & Ruch, 1974). The potent ial for reduced turnover is also important for small business owners, due to recent data indicating that: Small businesses have higher annual employee turnover than large companies.The Administrative Management Society reports that businesses with 26-250 employees have a 19% turnover rate, while larger firms (more than 5000 employees) average only 7% (â€Å"Small Businesses, Turnover† 1986, p. 13). In total, these results are particularly important due to the greater relative effect each employee has in a small business as opposed to the effect of an individual employee in a large business. In the U. S. , the employee selection procedures used by all business owners are regulated by the Uniform Guidelines on Employee Selection Procedures (1978).The Uniform Guidelines (UG) were designed to provide technical assistance to employers and were written following a review of relevant court cases and consultations with industrial psychologists. At present, the UG are serving as a ref erence for determining the legality of currently used selection tests. The UG are administered by the Equal Employment Opportunity Commission (EEOC), which is empowered to do so by Title VII of the Civil Rights Act of 1964.As Landy and Trumbo (1980) have noted: â€Å"The EEOC has evolved from a weak public advocate status to a strong and active enforcement agency, with broad powers to initiate and negotiate legal and administrative action on behalf of protected minority groups† (p. 92). Although the UG are not â€Å"law† as a lawyer would define law in that they were not passed as bills in Congress, they are frequently referenced as technical guides by judges. In the UG, the employment decisions made by business owners and managers are regulated and broadly defined, e. . , promotions, referrals for training, as well as selection for hiring are all subject to the influence of the UG. The UG list three allowable approaches to validating a selection test used by a busines s. Briefly, criterion related validation approaches focus on the statistical ability of the selection test to predict the criterion, or as noted by Dreher and Sackett (1981): â€Å"†¦ criterion-related approaches focus on the relationship between a hiring requirement and job behavior† (p. 552).Another way of describing criterion-related validity was written by Landy and Trumbo) (1980): â€Å"When we are investigating the validity of a selection procedure using a criterion related design, typically, we are looking for a significant correlation between a test (predictor) and job behavior (criterion)† (p. 70- 71). The UG define criterion related validity in this way: â€Å"In criterion related validity, a selection procedure is justified by a statistical relationship between scores on the test or other selection procedure and measures of job performance† (P. 8292, Federal Register, 1978). According to the UG, the requirements of the job analysis, which is a co mprehensive definition of the tasks performed by a job incumbent, are: â€Å"There should be a review of job information to determine measures of work behavior(s) or performance that are relevant to the job or group of jobs in question†. The paramount difficulty with conducting a criterion related validity study for the small business owner is the required number of hirees, which is discussed in the UG under the term of â€Å"technical feasibility†.Although the minimum is not specified in the UG, an absolute minimum is 30 employees (Heneman, Schwab, Fossum, & Dyer, 1986). For many small business owners, this minimum number is more employees than they hire in a year, which in turn makes the criterion related validation approach of little value. In addition, the statistical measures required by the criterion related validity approach are often recondite for a small business owner.Construct valuation approaches attempt to measure an applicant's amount of psychological cha racteristics such as â€Å"need for achievement†. The UG discuss construct validity in this manner: â€Å"Construct validity involves identifying the psychological trait (the construct) which underlies successful performance on the job and then devising a selection procedure to measure the presence and degree of that construct† (p. 38292, Federal Register, 1978). The construct validity of a test refers to the extent to which it measures the construct it is supposed to measure.Landy and Trumbo (1980) noted: â€Å"It is the most theoretical of the definitions of validity, since it is concerned with the abstractions used in referring to psychological structures, functions, or traits, rather than to the prediction of some external criterion† (p. 73). The job analysis for a construct validity study involves a list of critical job behaviors and the constructs believed to underly the behaviors. These studies are difficult to do, as a â€Å"construct† is a hypoth etical attribute of a person that underlies and guides their behavior. Content validation approaches are oncerned with the job relatedness of the selection test rather than a concern with the criterion. Landy and Trumbo (1980) defined this approach toe employee selection procedure validation as: â€Å"Content validity is concerned with the extent to which the sample of items in a test (and the sample behavior elicited by these items) is an unbiased representation of the domain (i. e. , attribute or trait) being sampled† (p. 71). According to the UG: â€Å"A selection procedure can be supported by a content validity strategy to the extent that it is a representative sample of the content of the job†.An important concept for a content valid selection procedure is the job analysis, which was defined by Schultz (1978): â€Å"The purpose of the job analysis is to describe, in specific term, the precise nature of the component tasks performed by the workers on a particular job† (p. 76). A job analysis can be approached in a variety of ways, as noted by McCormick and Tiffin (1974): â€Å"Job analysis can be considered as embracing the collection and analysis of any type of job related information, by any method, for any purpose† (p. 9). The job analysis for a content validity study involves interviewing and observing incumbents: Job analysis for content validity. There should be a job analysis which includes an analysis of the important work behaviors(s) required for successful performance and their relative importance and, if the behavior results in work product(s), an analysis of the work product(s). Any job analysis should focus on the work behaviors and the tasks associated with them †¦The work behaviors selected for measurement should be critical work behaviors and/or important work behaviors constituting most of the job. The key to content validity is the answers to the questions the small business owner must ask: â€Å"How rep resentative of on the job behaviors is the test? Does it sample all important aspects of the job? † Landy and Trumbo (1980) wrote â€Å"Content validity is determined on the basis of how well the test material samples the job performance domain† (p. 72). The validity of a content validation study is judgmental; no statistical analysis is done (Robinson, 1981).The value of the content validation approach to a small business owner is that it allows a selection test to be validated within the UG restraints, and at the same time it does not require large sample sizes or recondite statistical analyses: When is content validation appropriate? One circumstance is when there are too few people available to form a sample for purposes of empirical validation. While there are differences of opinion on what the minimum necessary sample size is for empirical validation, an absolute minimum is 30 individuals who all perform the same job (Heneman et al. 986, pg. 281-283). The restrict ions of the content validity approach are few. One of the restrictions is that the selection test should consist only of knowledge or skills that cannot readily be learned on the job (Miner & Miner, 1980). In addition, content validity is prohibited by the UG to measure mental processes as part of a selection procedure. An example of the content validation approach to employee selection is the appropriately titled Content Oriented Personnel Selection in a Small Business Setting by Robinson (1981).In his article, which involved the content validation process needed in designing a selection procedure which was used to hire one construction superintendent for a small construction firm, Robinson (1981) informs the reader of the steps necessary in a job analysis for a content valid selection test: 1. Convene a panel of experts†¦. 2. Ask the panel to identify all the broad objectives to be met by an ideal incumbent on the target job. If objectives can be so quantified that they can p roperly be called standards, so much the better†¦. 3.List specific behaviors required to meet each objective †¦. 4. Identification of â€Å"critical† tasks †¦ The content sample will be valid to the extent that the critical tasks reflect actual job performance †¦. 5. Determination of interjudge agreement as to the importance of major dimensions of the job†¦ (pgs. 78-79). The importance of such a systematic approach to the job analysis was emphasized by Dreher and Sackett (1981): â€Å"The quality of any content validation effort depends on the thoroughness and appropriateness of the job analysis† (p. 54); the job analysis will be used to determine if the content valid test actually samples relevant job behavior mentioned in the job analysis as important. Having conducted the job analysis, Robinson (1981) constructed a test battery based upon work sample procedures. As an example, the applicants were given a construction error recognition test i n which the applicants were required to inspect a 8†² by 12†² shed that contained 25 construction errors. The applicants were to list the construction errors they spotted during their inspection.This emphasis on the UG when discussing employee selection approaches for small business owners stems from two major court cases which directly ruled on the use of content validity as a way of validating a selection instrument. In Firefighters Institute for Racial Equality v. City of St. Louis, a promotional examination for fire captains was ruled to have adequate content validity within the directives of the UG. In U. S. v. Connelie, a selection procedure for New York State Police was ruled to be invalid due to in large part the lack of a task-oriented job analysis nor was the frequency and importance of job duties identified.In both of these cases, the UG used in making the judicial rulings. Two other court cases which indicate the importance of understating content validity are Harless v. Duck and King v. New Hampshire Department of Resources and Economic Development. In Harless v. Duck, a structured oral interview was found to be rejecting more female applicants than male applicants, however, the employer argued the interview had content validity in that hypothetical situations were used that a police officer might actually face.The court ruled the selection interview was valid, in large part due to its content validity. In King v. New Hampshire, a business lost a discrimination lawsuit due to applicants being asked questions which were not job related, i. e. , not based on a job analysis and therefore not content valid. With the importance of employee selection validation in mind, coupled with the feasibility of the content validation approach for small business owners, I would like to describe the approach I used for a small business owner located in the Midwest.The small business is a general purpose real estate office (â€Å"general purpose,† i n the sense that it handled farm, commercial, and private dwelling real estate sales) which has two owner managers and 10 sales associates. The primary function of the sales force for this small business is to sell as much real estate as possible, in terms of monetary value rather than number of units sold. The organization did not have a job analysis of the job of real estate agent and was using an unstructured interview to hire applicants. The initial step was to develop a job analysis.The purposes of the job analysis were to (a) define the job duties being performed by the job incumbents, (b) obtain a listing of the requisite knowledge, skills, and abilities to perform each job duty, and (c) determine the importance and time spent on each job duty as perceived by the incumbents. For this small business, the process of collecting information for the job analysis consisted of three steps: (a) reviewing the appropriate entry in the Dictionary of Occupational Titles, (b) reading the job related material from the firm's files, and (c) a series of interviews with all 10 real estate agents and both of the owner-managers.Due to the job analyst's lack of familiarity with the job, the first step was to review the job description in the Dictionary of Occupational Titles. Its value is noted by Bass and Barrett (1981): â€Å"The job analyst can turn to the Dictionary of Occupational Titles to get a concise definition of almost any job in American industry† (p. 238). The use of this volume when approaching a job one is not familiar with was also noted by Cascio (1978): â€Å"First, the reader can become familiar with the vast array of jobs in general and with appropriate terminology in each job, (p. 47). The second step also involved acquiring some job related information about being a real estate agent; this step consisted of a reading of the informational and training manuals that are made available to the real estate agents. The perusal of these manuals was va luable in giving the job analyst background information necessary to conduct the third step of the information collection, the interviews with job incumbents. These interviews were conducted in a private room and ranged from 30 to 90 minutes.The interviews followed a patterned interview form, as recommended by Cascio (1978). The interview questions asked for traits, behaviors, and knowledge that the incumbents deemed necessary for the completion of the job of real estate agent. The interviewees were also informed that any knowledge or behaviors an applicant could learn within eight hours was not to be included. An example of an interview question is â€Å"What is the order of behaviors from the time you contact a customer until you are through with a sale? † The interviews generated a list of 106 job duties.Each of the interviewees received a copy of the 106 job duties, along with an instruction sheet asking them to rate each item as to its importance to their job and the rel ative amount of time they spend performing that job duty. The mean rating given each of the 106 job duties was computed by the job analyst for both the rating dimensions. With the interview information and summary statistics on hand, a selection instrument was constructed which was based on job duties which were rated highly in terms of their importance and time spent on each of them by job ncumbents, and which job incumbents considered were not trainable within eight hours. The selection instrument was based on a job sample approach, which is valid for a content validity based selection instrument. As an example, the selection instrument asked an applicant to calculate monthly payments on a home given certain financial parameters. The questions were given to six randomly selected job incumbents who were asked to choose which of the job sample test questions an applicant would have to pass in order to meet minimum standards as a new employee.The job incumbents overall picked an aver age of 80% of the job sample items as being necessary for a new employee to pass to be acceptable at a minimum level of acceptability. Therefore, an applicant would have to score a minimum of 80% in order to be considered for employment. As a check on the validity of the 80% cutoff score, the job sample questions were given to the four other job incumbents. All of these incumbents were considered to be satisfactory employees by the business owners, and all received a passing score of over 80%.In summary, small business owners need to be aware of the UG, the court cases which have resulted from the UG, the one practical approach to validating a selection procedure, and the advantages to having a validated selection procedure. By following the outline of Robinson (1981) or the case presented in this paper, the small business owner can both enjoy the benefits of a validated selection procedure and lessen any worry over an EEOC lawsuit. REFERENCES Bass, B. M. , & Barrett, G. V. (1981). People, work, and organizations.Boston: Allyn and Bacon, Inc. Birch, D. L. (1979). The job generation process. M. I. T. Program on Neighborhood and Regional Change. Cambridge, Massachusetts. Cascio, W. F. (1978). Applied psychology in personnel management. Reston, Virginia: Reston Publishing Company, Inc. Dreher, G. F. , & Sackett, P. R. (1981). Some problem with applying content validity evidence to assessment center procedures. Academy of Management Review, 6, p. 551-560. Fear, R. A. , & Ross, J. F. (1983). Jobs, Dollars, and EEO: How to Hire More Productive Entry- Level Workers.New York, McGraw-Hill. Harless v. Duck, 14 FEB 1616 (1977). Heneman , H. G. , Schwab, D. P. , Fossum, J. A. , & Dyer, L. D. (1986). Personnel/Human Resource Management. Homewood, Illinois: Irwin. King v. New Hampshire Department of Resources and Economic Development, 15, FEB 669 (1977) Kleiman, L. S. , & Faley, R. H. (1978). Assessing content validity: Standards set by the court. Personnel Psychology, 30, 701-713. Landy, F. J. , & Trumbo, D. A. (1980). Psychology of Work Behavior. The Dorsey Press, Homewood, Illinois.McCormick, E. J. , & Tiffin, B. L. (1974). Jobs and their requirements. Industrial Psychology, (6th ed. ). Miner, M. G. & Miner, J. B. (1980). Uniform Guidelines on employee selection Procedures. Washington, D. C. , The Bureau of National Affairs. Prehiring Tests. (1986, June). Small Business Report. Business Research and Communications, Monterey, California. Productivity: A Top Concern. (1986, February). Small Business Report, Business Research and Communications, Monterey, California. Robinson, D. D. (1981).Content-oriented personnel selection in a small business setting. Personnel Psychology, 34, pgs. 77-87. Schmidt, F. L. , Hunter, J. E. , McKenzie, R. C. , and Muldrow, T. W. (1979). Impact of valid selection procedures on work-force productivity. Journal of Applied Psychology, 64, 609-626. Schultz, D. P. (1978). Psychology and industry today. New York: Macmillan Pub lishing Company. Siropolis, N. C. (1986). Small Business Management. Houghton Mifflin Company, Geneva, Illinois. Small Businesses' Turnover High. (1986, January).Small Business Report, Business Research and Communications, Monterey, California. Stone, C. H. , & Ruch, F. L. (1974). Selection, interviewing, and testing. ASPA Handbook of Personnel and Industrial Relations: Staffing Policies and Strategies, ed. Dale Yoder and Herbert G. Heneman (Washington, D. C. , The Bureau of National Affairs), 4, 137-138. The State of Small Business: A Report of the President. (1985, May). United States Government Printing Office, Washington, D. C. Uniform guidelines on employee selection procedures (1978). Federal Register, 43, 38290- 38309.

Procter Gamble s Organizational Structure - 1150 Words

Organizational Structure Matthew Boecker XMGT/230 June 28, 2015 Jason Yager Organizational Structure Proctor Gamble is a major consumer goods manufacturing company that is a global corporation. Whereas, they manufacture products such as paper towels, diapers, laundry and dish detergents, soaps and shampoos, and cosmetics such as make-up. With such an array of different products and sheer size, from top to bottom Proctor Gamble’s organizational structure is huge. Thus, there is a multitude of factors that determine the organizational structure at Proctor Gamble. In the following, Proctor Gamble’s organizational structure will be described and compared to other organizational structures. Also, organizational functions will be examined, and organizational design will be explained to show the influences that determine Proctor Gamble’s organizational structure. First, Proctor Gamble’s organization is structured as a divisional organization. According to Bateman Snell (2011), â€Å"divisional organization†¦Departmentalization that groups units around products, customers, or geographic regions† (pg. 289). According to PG (2014), â€Å"PG S four industry-based sectors are focused on common consumer benefits, share common technologies, and face common competitors† (para. 1). These four sectors or divisions are; Baby, Feminine, and Family Care; Beauty, Hair, and Personal Care; Fabric and Home Care; and Health and Grooming. Since, Proctor Gamble is a globalShow MoreRelatedCase Study : Procter And Gamble Essay1003 Words   |  5 Pagesthe implementation of the restructuring program, Organization 2005, Procter and Gamble is sent on slipper slop. Will they be able to see the light at the end of the tunnel? Follow me on the journey leading up to the reconstruction and to the newfound leadership of A.G. Lafley. Many changes in Procter Gamble took place within the decades prior to the reconstruction of 1998. 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The Impact Of Nursing Shortage On The Profession Of...

The Impact of Nursing Shortage on the Profession of Nursing Kawanda Garner NUR 3805 Linda Loop, Professor University of Central Florida 11/13/2016 Abstract The nation has a growing concern for the shortage of skilled nurses in the United States. The growing need of qualified nursing professionals reflects the growth of the aging population. As the retirement of healthcare professionals increase the need for replacement isn’t moving at the same rate. The nursing shortage places demand on nurses to work long hours, multiple jobs and overtime, which places them at risk for nursing errors. There are many incentives that show the increasing need for nursing professional. There are many different scholarships, grants and tuition reimbursement programs being awarded to produce more nursing professionals. The nursing shortage has led to a nursing crisis in most states. In the following research I will discuss some key factors about of nursing shortage, some factors that have an impact of the shortage in the nursing profession, and some economic issues. I will discuss different legislative acts and what was concluded from my researc h. The Impact of the Nursing Shortage on the Profession of Nursing Nurses make up the single largest health profession in the U.S. Nurses perform many different patient care tasks and deliver critical health care services in many different settings, including hospitals, nursing homes, ambulatory care clinics, hospice, home healthShow MoreRelatedThe Impact Of The Nursing Shortage On The Profession Of Nursing Essay1412 Words   |  6 PagesThe Impact of the Nursing Shortage on the Profession of Nursing Nurses make up the single largest health profession in the U.S. Nurses perform many different patient care task and deliver critical health care services in many different settings, including hospitals, nursing homes, ambulatory care clinics, hospice, home health care and public health facilities. The distinction among the different types of nursing reflects education, role and medical background. 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