management midterms Staffing

Engineer Manager

The _________must be concerned with putting the right persons in various positions within his area of concern (responsibility)

Staffing

defined as the management function that determines human resources needs, recruits, selects, trains, and develops human resources for jobs created by an organization

Staffing

is undertaken to match people with jobs so that the realization of the organization’s objectives will be facilitated.

1 Human Resource Planning

2 Recruitment

3 Selection

4 Induction and orientation

5 Training and Development

6 Performance appraisal

7 Employment decisions

8 Separations

The Staffing Procedure h r s i t p e s

Forecasting

An assessment of future human resources needs in relation to the current capabilities of the organization

Programming

Appropriating or translating the forecasted human resources needs to personnel (HR) objectives and goals

Evaluation and Control

Monitoring human resources action plans and evaluating their success

Time-series

Explanatory (Causal)

Evaluation & Control

Methods of Forecasting: T E E

Time-series

Methods of Forecasting: uses historical data to develop forecasts of the future.

Explanatory (Causal)

Methods of Forecasting: attempts to identify the major variables that are related to or have caused particular past conditions and then use current measures of these variables to predict future conditions.

Evaluation & Control

Methods of Forecasting: provide early warning signals of significant changes in established patterns and relationships so that the engineer manager can assess the likely impact and plan responses if required

Regression Models

Economic Models

Leading Indicators

3 Major Types of Explanatory Models R E L

Regression Models (a.k.a curve-fitting to data)

3 Major Types of Explanatory Models: determine which variables have an effect on the response or help explain the response

Economic Models

3 Major Types of Explanatory Models: system of regression equations estimated from past time-series data and used to show the effect of various independent variables on various dependent variables

Leading Indicators

3 Major Types of Explanatory Models refer to time series that anticipate business cycle turns

Recruitment

refers to attracting qualified persons to apply for vacant positions in the company so that those who are best suited to serve the company may be selected

Current employees

Advertising

Schools

Referrals from employees

Recruitment firms or agencies

Competitors

Source of Applicants: C A S R R C

Selection

refers to the act of choosing from those that are available the individuals most likely to succeed on the job.

The purpose of this process is to determine whether a candidate is suitable for employment in the organization or not. 

True

T/F The purpose of selection is to evaluate each candidate and to pick the most suited for the position available.

Application blanks

References

Interviews

Testing

Ways of Determining Qualifications of Job Candidates: A R I T

Psychological Tests

Physical Examination

Types of Tests

Psychological Tests

Types of Tests: an objective standard measure of a sample behavior

Physical Examination

Types of Tests: test given to assess the physical health of an applicant. It is given to assure that health of the applicant is adequate to meet the job requirements.

Aptitude Test

Type of Psychological Tests: used to measure capacity or potential ability to learn

Performance Test

Type of Psychological Tests: to measure current knowledge of a subject.

Personality Test

Type of Psychological Tests: to measure personality traits as dominance, sociability, and conformity.

Interest Test

Type of Psychological Tests: to measure interest in various fields of work.

Induction

is when a New employee is provided with the necessary information about the company. His duties, responsibilities, and benefits are relayed to him

Orientation

is when a New employee is introduced to the immediate working environment and co-workers.

Training

refers to the learning that is provided in order to improve performance on the present job.

1. Training program for non-managers

2. Training and educational programs for executives

2 General Types of Training Programs

On-the-job Training (OJT)

Vestibule School

Apprenticeship Program

Special Courses

Training Program for Non-managers O V A S

On-the-job Training (OJT)

Training Program for Non-managers: Trainee (note typo error “trainer” in the textbook) is placed in an actual work situation under the direction of an immediate supervisor, who acts as a trainer.

Vestibule School

Training Program for Non-managers: A schooling facility organized within an industrial plant to teach specific skills to trainee workers.

Apprenticeship Program

Training Program for Non-managers: Combination of OJT and experiences with classroom instruction in particular subjects.

Special Courses

Training Program for Non-managers Provide more emphasis on education rather than training

Decision-making skills

Interpersonal skills

Job Knowledge

Organizational knowledge

Training Program for Managers

I M C

In-basket

Management Games

Case Studies

Decision-making skills

R B S T

Role-playing

Behaviour Modeling

Sensitivity training

Transactional analysis

Interpersonal skills

O C U

On-the-job experience

Coaching/Mentoring

Understudy

Job Knowledge

Position rotation

Multiple management

Organizational knowledge

Performance Appraisal

is the measurement of employee performance.

1. To influence, in a positive manner, employee performance and development.

2. To determine merit pay increases

3. To plan for future performance goals.

4. To determine training and development needs

5. To assess the promotional potential of employees.

Purposes of Performance Appraisal:

Rating scale method

Essay Method

Management by Objectives (MBO) Method

Assessment center method

Checklist method

Work standards method

Ranking method

Critical-incident method

Ways of Appraising Performance R E M A C W R C

Rating scale method

Ways of Appraising Performance: Each trait to be rated is represented by a line or scale on which the rater indicates the degree to which the individual possesses the trait or characteristic

Essay Method

Ways of Appraising Performance: Evaluator composes statements that best describe the person evaluated

Management by Objectives (MBO) Method

Ways of Appraising Performance: Specific goals are set collaboratively for the organization as a whole, for subunits, and for each individual member.

Individuals are evaluated on the basis of how well they achieved the results specified by the goals

Assessment center method

Ways of Appraising Performance: Employee is evaluated by other people aside from immediate superior. This is usually applied to managers. Ex. “365-degree evaluation”

Checklist method

Ways of Appraising Performance: Evaluator checks statements on a list that are deemed to characterize an employee’s behavior or performance

Work standards method

Ways of Appraising Performance Standards for worker’s output is set and used in evaluating performance of nonmanagerial employees. Ex. Productivity target, or quota.

Ranking method

Ways of Appraising Performance Evaluator arranges employees in rank order from best to poorest performer

Critical-incident method

Ways of Appraising Performance Evaluator recalls and writes down specific but critical incident that indicates employee’s performance, whether describing success or failure

1. Monetary rewards

2. Promotion

3. Transfer

4. Demotion

5. Separation

Employment Decisions M P T D S

Voluntary

Involuntary

Two Types of Separation:

Voluntary

Two Types of Separation:– Resignation of employee

➢ Management is possible, should find out the real reason why an employee resigns.

➢ If the presence of a defect in the organization is determined, corrective action is necessary.

Involuntary

Two Types of Separation: – Termination of employee ➢ This is the last resort that the management exercises when an employee’s performance is poor or when he/she committed an act violating the company rules and regulations. ➢ This is usually made after training and development efforts fail to produce positive results or expected outcome.

Staffing

Can broadly view as people-centered function and therefore it is relevant for all types of organization. It is concerned with categories of personnel from top to bottom of the organization.

staffing

Is an operation of recruiting the employees by evaluating their skills, knowledge and then offering them specific job roles accordingly. 

Recruitment

Is a process of searching for prospective employees and stimulating them to apply for jobs in the organization. It stands for finding the source from where potential employees will be selected.

management of managers

Staffing is concerned with