ENGMAN MT 05: Staffing

Staffing

• Management function that determines human resource needs, recruits, selects, trains, and develops human resources for jobs created by an organization

• Matches people with jobs to facilitate organizations objectives

Staffing procedure

• Human resource planning

• Recruitment

• Selection

• Induction and orientation

• Training and development

• Performance appraisal

• Employment decisions

Human resource planning

• Systematic deployment of human resources at various levels

• Three activities:

  • Forecasting

  • Programming

  • Evaluation and control

Forecasting

• Assessment of future human resource needs in relation to current capabilities of the organization

• Methods:

  • Time series methods

  • Explanatory/ casual models

  • Monitoring methods

Programming

• Translating forecasted human resource needs to personnel objectives and goals

Evaluation and control

• Monitoring human resource action plans and evaluating their success

Time series methods

• Uses historical data to develop forecasts of the future

Explanatory / casual models

• Attempts to identify major variable related to or caused particular past conditions and use current meausr eof these variables to predict future conditions

• Types:

  • Regression models

  • Econometric models

  • Leading indicators

Econometric models

• System of regression equations estimated from last time series data

• Show effect of various independent variables on various dependent variables

Leading indicators

• Time series that anticipate business cycle turns

Monitoring methods

• Provide early warnings of significant changes in established patterns to assess likely impact and plan responses of required

Recruitment

• Attracting qualified persons to apply for vacant positions so those who are best suited to serve the organization may be selected

Source of applicants

• Organization’s current employees

• Newspaper advertising

• Schools

• Referral from employees

• Recruitment firms

• Competitors

Selection

• The act of choosing from those available the individuals most likely to succeed on the job

• Purpose: evaluate each candidate and pick the most suited for the available position

Ways of determining the qualifications of a job candidate

• Application banks

• References

• Interviews

• Testing

Application banks

• Provides information about a person’s characteristics as basis for the evaluator whether or not to proceed further in evaluating the applicant

References

• Statements written by previous employers, co-workers, teachers, etc. that provide vital information of the character of the applicant

Interviews

• Information gathered by asking a series of relevant quaestions to the job candidate

Testing

• Involves an evaluation of the future behavior or performance of the individual

Type of tests

• Psychological test

  • Aptitude test

  • Performance test

  • Personality test

  • Interest test

• Physical examinations

Psychological test

• An objective standard measure of a sample behavior

Aptitude test

• One used to measure persons capacity or potential ability to learn

Performance test

• Used to measure persons current knowledge of a subject

Personality test

• Used to measure personality traits as dominance, sociability, and conformity

Interest test

• Used to measure a person's interest on various fields of work

Physical examinations

• Type of test given to assess physical health of an applicant

• Given to assure that the health of the applicant is adequate to meet the job requirements

Induction

• New employee is provided with the necessary information about the company: his duties, responsibilities, and benefits

Orientation

• New employee is introduced to the immediate working environment and co-workers

• Discuss location, rules, equipment, procedure, and training plans

• Employee goes under the socialization process

Training

• The learning that is provided in order to improve performance on the present job

• Types:

  • Training programs for nonmanagers

  • Training and educational programs for executives

Training program for non-managers

• Training directed to nonmanagers for specific increases in skill and knowledge to perform a particular job

• Methods:

  • On the job training

  • Vestibule school

  • Apprenticeship program

  • Special courses

On the job training

• Trainer is placed in actual work situation under the direction of his immediate supervisor who acts as a trainer

Vestibule school

• Trainee is placed in a situation almost exactly the same as the workplace where machines, materials, and time constraints are present

Apprenticeship program

• Combination of on the job training and experience with classroom instruction in particular subjects are provided to trainees

Special courses

• Taken which provide more emphasis on education rather than traning

Training programs for managers

• Classifications

  • Decision making skills

  • Interpersonal skills

  • Job knowledge

  • Organizational knwoledge

Decision making skills

• In basket

• Management games

• Case studies

In basket

• Trainee provided with set of notes, messages, telephone calls, letters, and reports, all pertaining to certain company situation

• Trainee expected to handle situation in 1-2 hours

Management games

• Training method where trainees are gfaced with simulated situation and are required to make an ongoing series of decisions about that situation

Case studies

• Methods that presents actual situations inorg and enable one to examine successful and I successful operations

Interpersonal skills

• Roleplaying

• Behavior modeling

• Sensitivity training

• Transactional analysis

Role playing

• Trainees are assigned roles to play in a given case incident

• Purpose to improve skill in human relations, supervision, and leadership

Behavior modeling

• attempts to influence the trainee by showing model persons behaving effectively ij problem situation

• Expected to adapt the behavior of the ,model and use it effectively in some instances

Sensitivity training

• Awareness and sensitivity to behavioral patterns of oneself and others are developed

Transactional analysis

• Intended to help individuals not only understand themselves and others but also improve their I terpersonal communication skills

Job knowledge

• on the job experience

• Coaching

• Understudy

On the job experience

• Provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job

Coaching

• Requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing directions, advice, and helpful criticism

Understudy

• Manager works as an assistant to a higher-level manager and participates in planning and other managerial functions ions until he is ready to assume the position himself

Organizational knowledge

• Position rotation

• Multiple management

Position rotation

• ,manager is given assignments in a variety of departments

• Purpose is to expose him to different functions of the organization

Multiple management

• Method is premised on the idea that junior executives must be provided with the means to prepare them for higher management positions

Performance appraisal

• The measurement of employee performance

• Ways:

  • Rating scale method

  • Essay method

  • Management by the objectives method

  • Assessment center method

  • Checklist method

  • Work standards method

  • Ranking method

  • Critical incident method

Rating scale method

• Each trait to be rated is represented by a line or scale on which rater indicates the degree to which the individual possesses that trait

Essay method

• Evaluator composes statements that best describe the person evaluated

Management objectives method

• Specific goals are set collaboratively for the organization as a whole, for various subunits, and for each individual member

• Indivs are then evaluated on how well they achieved the results specified by the goals

Assessment center method

• One is evaluated by persons other than the immediate superior

• Used for evaluating managers

Checklist method

• Evaluator checks statements on a list deemed to chracterize an employee’s behavior or performance

Work standards method

• Standards are set for the realistic worker output and used in evaluating the performce of non managerial employees

Ranking method

• Each evaluator arranges employees in rank in order from best to poor

Critical-incident method

• Evaluator recalls and writes down specific but critical incidents that indicate employees performance

Critical incident

• Occurs when employee's behavior results in an unusual success or failure on some parts of the job

Employment decisions

• Monetary rewards

• Promotion

• Transfer

• Demotion

Monetary rewards

• Given to employees whose performances is at par or above standard requirements

Promotion

• Movement by a person into a position of higher pay and greater responsibilities

• Given as a reward for competence and ambition

Transfer

• Movement of person to a different job at same or similar level of responsibility in the org

• Made to provide growth opportunities for persons involved or to get rid of poor performing employee

Demotion

• Movement from one position to another which has less pay or responsibility attached to it

• Used as a form of punishment or temporary measure to keep an employee until he is offered a higher position

Separation

• Voluntary or involuntary termination of an employee

Voluntary separation

• Organization must find out the real reason and if defect is present, corrective action is necessary

Involuntary separation

• Last option that management exercises when an employees performance is poor or committed to an act violating the company rules and regulations

• Made after training efforts fail to produce positive results