SCHOOL OF BUSINESSRecruitment training development in Albert Haykel Hospital Prepared ByAbdel

SCHOOL OF BUSINESSRecruitment, training & development in Albert Haykel Hospital Prepared By:Abdel Aziz El Hassan 51130164Mouhamad Steif 51330122Jad Jabre 51330525Kareem Dayeh 51410081Submitted To:Dr. Khalil GhazzaouiSpring 2016-2017ACKNOWLEGMENT:Human resources Lebanese international universityDear Dr. Khalil ghazzaouiThe title of our project is to know what kind of problems the human resources faced in Albert Haykal hospital, and applying solutions and recommendations to solve the problem.We develop a hypothesis, and then we set questions to improve or to find the importance of our study, than we evaluate the data we collected, by a specific methodology and this what everyone need to make sure he will receive the desired results.We hope you will find our report effective and we would be pleased to answer your entire question. We communicate by email at the addresses [email protected]@[email protected]@students.liu.edu.lbABSTRACT:This report will discuss what our project talking about. This research was done by internet web browsing and a team work between me and my friends. The introduction will show: what is the problem statement, scope of the study, hypothesis, methods and methodologies/ requirements. Than we made interview with the human resources managers of haykal hospital to know more about the problem, and also w made a questionnaire to collect the feedback of the employee about the work process. Than we will talk about the results evaluate it and make an analysis for it. Finally the report ends with a conclusion and recommendations that will help the people who have the same problem to take an idea about how to solve it. Contents:ACKNOWLEGMENT: 2ABSTRACT: 3Table of figure: 5INTRODUCTION: 6Hypothesis: 6A brief historical and overview about the hospital: 6Vision: 8Mission: 8Literature review: 9Methodology: 11The interview questions are as the following: 11Limitations: 12Results & Findings: 13Discussion & Analysis: 25Conclusion: 26Recommendation: 27References: 28Appendix: 29Questionnaire: 29Interview: 31Interview Details 31Questions to Ask Interviewer 31Table of figure: Table 1 12Figure 1 13Table 2 13Figure 2 14Table 3 14Figure 3 15Table 4 15Figure 4 16Table 5 16Figure 5 17Table 6 17Figure 6 18Table 7 19Figure 7 20Table 8 20Figure 8 21Table 9 21Figure 9 22 INTRODUCTION:Our study purpose is to find solutions to state recruitment, training and development problem in the Albert Haykel’s hospital. The case study objective is to study the recruitment, training and development plans at the hospital and evaluate it to see its effectiveness so we can give solutions for the faced problems. The overview of the case study is focusing on recruitment and development procedures and plans at Albert Haykel Hospital.Hypothesis: H1: Is it effective to create a training department or a training program in the hospital?H2: Would this department became beneficial in the employee development?A brief historical and overview about the hospital:In 1968 first Hospital established that provide high technological equipment in the north Lebanon, Specializes in Medicine and Surgery in 1969.In 1975 the hospital was destroyed and damaged because the civilian war in Lebanon. After two year they reopen the hospital and began with 56 beds and still improving and rebuilding gradually because the medicine care service is valuable goal Albert Haykel hospital keeps hard working to build significant medical institution. In 1995 was the opening of intensive care and public administration purposes. And in purpose to provide complete services to patient the Revival opening of the lab was in 1999, in addition and after one year the opening of the maternity ward open operations. Furthermore and for more development in 2003 was the opening of pediatricsDepartment. In2003 was the Opening of the department of intensive care and neonatal resuscitation after two years, the improvement keeps resulting Extension to reach a total capacity of 130 beds in 2007. Also New beds of first class in medicine and surgery, and geographical separation of two services Medicine and Surgery. New premises for medical records was adopted in 2008 and after one year albert hospital opened provided new service radiology and general intensive care, in 2010 new interventional cardiology service was available and new first class beds for child and maternity.Our Services and Products are customer driven to meet the ever growing demands and needs of our customers. Every product and services offered at the hospital offers personalization to the customer, hence ensuring that the customer is not only satisfied but delighted as well. We aim to offer a value to all our customers at an affordable and competitive rate across the market.Our services and products are:  Maternity services• Antenatal clinic• Post-natal clinic Special clinics• Pediatric clinic• Baby clinic• Nutrition clinic• Dermatology clinic• Ophthalmology clinic• Physiotherapy clinic• Orthopedics clinic• Dental clinics Radiology/Imaging services Laboratory services Pharmacy Ambulance services Other services:• Cafeteria• Busses path from Sahet El Noor to the hospital and vice versa Vision:We will define and deliver the highest Medicine Service and set the standards of innovation, always putting patients at the top. Mission:We are a patient- centric organization, delivering reliable and safe quality services to customers; committed to improve our unique specialties and care processes through education, science and technology.Literature review:Taylor & Collins, (2000) studied recruitment as one of the most critical Human Resource activity which was vital for the organizational success. Boudreau & Rynes, (1985) studied that it was not so easy for organizations to attract potential employee as the organizational attraction influenced the effectiveness of successive selection. Barber, (1998) discussed the recruitment function more closely related to the organization’s strategic human resource planning. From the organization’s perspective, developing a recruitment strategy involves three basic decisions, determining the target population, determining the applicant source, and deciding how to attract applicants to the organization. Recruiting is not just a game of human numbers anymore. For HR professionals, this means going a step further than developing a recruitment plan. It means working closely with management on shaping organization culture and looking closely at the job attribute preferences of its current and future employees. One liability of the HR professional is to converse the attributes of a particular job undoubtedly. One of the most used research definition of job satisfaction was narrated by Locke in 1976, who defined it as “a pleasant or optimistic arousing state consequential from the evaluation of one’s job or job experiences” (p. 1304). Inherent in Locke’s definition was the significance of both affects, or emotion and cognition or thoughts. Whenever we imagine, we have belief about what we consider. On the contrary, when we feel, we assume about what we believe. Cognition and influence are thus inextricably related in psychology and even in biology. Thus, while evaluating the jobs most important factor was both thinking and feeling involved. In order to explore the association between HR practices and job satisfaction, there has been extensive debate in the literature over the sound effects of HR practices on job satisfaction. Guest, (2002) identified that job satisfaction as a key variable mediating or intervening any positive link between human resources (HR) practices and organizational performance. Green, (2006) studied that in disparity, researchers suggested that in UK, the implementation of human resources practices has been related with higher levels of job intensity resultantly lowered the levels of job satisfaction. Methodology:The research was made by using two methodologies; plus the theoretical information that played a role in assisting to come out with meaningful results. The conducted study is descriptive and explanatory at the same time. The Data was collected by using questionnaires, and interviews. We addressed a questionnaire of 10 mixed questions (open and closed) to the employees at Albert Haykel as nurses and managerial posts. We also conducted an interview with the HR manager. The secondary data was collected from the internet and books.The case depends on questionnaire consist of the following questions:1. How did you first learn about the job opening at our company? (list few options)2. When you did the interview with your supervisor, did it take so much time?3. What were the steps you took to have this job?4. Since you have been employed here, did you ever have participated to a training program?5. If yes do you think it made an impact on your performance?6. When you first start working here, did your supervisor give you enough orientation?7. Do you, usually, have a meeting with your supervisor to discuss issues about work?8. If yes how often? 9. When you first started the work, did you get a clear job description for your position?10. Do you think you made a big improvement since you have been working here?11. If yes, what do you think the reason is?The interview questions are as the following:How did you announced for a job vacancy?What is the recruitment process in your hospital?What are the training programs that you conduct for your employees?What was the latest training program you have conducted and how was it effective?What are the job positions at the hospital and how they are related with each other?Is there a lack in workforce at the hospital and for what positions?Limitations:The main limitations that faced when collecting the data was time availability to meet with the concerned people, late in giving the approval on the questionnaire, and very late to give us organizational structure (2 weeks) so there was a waste of time, and lack of information about the company. Sample size: the number of the units of analysis we use in our study is dictated by the type of research problem, because if the sample size is too small, it will be difficult to find significant relationships from the data, our study is based on numerical results and as statistical testes normally require a larger sample size to ensure a representative distribution of the population and to be considered representative of groups of people. Measure used to collect the data: Other limitation, after completing our interpretation of the findings, we may discover that the way in which you gathered data inhibited our ability to conduct the analysis of the results. Bias:We all a human so the bias is part of our personality, the bias will be negative especially if affect the research results, and it will be positive if we just used to only support our hypothesis. Fluency in a language:Our project is on English and our primary language is the Arabic, so we find a difficulty in reformulate the information which we find in the internet or from any other resources.Results & Findings:The data are subjected to a thorough analysis to show the relationship between the recruitment and the training and development and how these two variables affect the hospital’s performance.Analytical statistics were used through data analysis using the SPPS such as charts and tables.The data collected through the questionnaires and the personal interviews are subjected to a systematic analysis to show the relationship between the recruitment process and training and development and their impact on the hospital’s performance.Table 1How did you know about job vacancy at Albert Haykel? Frequency Percent Valid Percent Cumulative PercentValid A friend 13 43.3 43.3 43.3 Albert Hospital called me 11 36.7 36.7 80.0 politic 6 20.0 20.0 100.0 Total 30 100.0 100.0 Figure 1Answering the question how did you know about job vacancy classified the answer into 3 major categories; friend, politic, and by chance (the candidate submit CV then they call him when there a job vacancy) and the respondent give the following response: 43.3% was by a friend, whereas 36.7% was Albert Haykel called me and finally 20% was for Politic reasons.Table 2Was your interview with your interviewer too long? Frequency Percent Valid Percent Cumulative PercentValid Yes 16 53.3 53.3 53.3 No 14 46.7 46.7 100.0 Total 30 100.0 100.0 Figure 2Measuring whether the interview with candidates was long, 53.3% answered yes it was long meanwhile 46.7% answered it was not long.Table 3Since you have been employed here, did you ever have participated in a training program Frequency Percent Valid Percent Cumulative PercentValid Yes 26 86.7 86.7 86.7 No 4 13.3 13.3 100.0 Total 30 100.0 100.0 Figure 3Answering the question since you have been employed here, did you ever have participated in a training program gave the following answers 86.7% participate in a training program whereas 13.3% did not.Table 4If yes, do you think it made an impact on your performance? Frequency Percent Valid Percent Cumulative PercentValid Yes 3 10.0 11.5 11.5 No 23 76.7 88.5 100.0 Total 26 86.7 100.0 Missing System 4 13.3 Total 30 100.0 Figure 4 For those who participate in a training program 11.5% think it is made an impact on their performance meanwhile 88.5% think it did not make an impact on it.Table 5In your opinion, did your supervisor enough orientation? Frequency Percent Valid Percent Cumulative PercentValid Yes 30 100.0 100.0 100.0 Figure 5For the Question, did your supervisor give you enough orientation 100% answered yes.Table 6How often do you meet with your supervisor to discuss things about work? Frequency Percent Valid Percent Cumulative PercentValid Weekly 12 40.0 40.0 40.0 Monthly 18 60.0 60.0 100.0 Total 30 100.0 100.0 Figure 6For the frequency that measure how often meet your supervisors respondents gave the following answers 60% was monthly whereas 40% weekly.Table 7When you first started work, did you get a clear job description for your position? Frequency Percent Valid Percent Cumulative PercentValid Yes 26 86.7 86.7 86.7 No 4 13.3 13.3 100.0 Total 30 100.0 100.0