Studied by 51 PeopleTags & Description
Staffing
may be defined as the management function that determines human resource needs, recruits, selects, trains, and develops human resources for jobs created by an organization.
Types of Staffing
• Effective • Ineffective
Effective staffing
Make the company competitive
Ineffective staffing
Growth and survival is compromised
The Staffing Procedure
➢ Human Resource Planning ➢ Recruitment ➢ Selection ➢ Induction and Orientation ➢ Training and Development ➢ Performance Appraisal ➢Employment Decisions ➢ Separation
Human Resource Planning
○ Forecasting ○ Programming ○ Evaluation and Control
Forecasting
This is an assessment of future human resource needs of the organization in relation to its current capabilities.
Methods of Forecasting
● Time series methods ● Explanatory, or casual models
Time series methods
use historical data to develop forecasts of the future.
Explanatory, or casual models
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.
Explanatory, or casual models (Types)
● Regression models ● Econometric models ● Leading indicators ● Monitoring Methods
Econometric models
This is a 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
This refers to time series that anticipate business cycle turns.
Monitoring Methods
are those that provide early warning signals of significant changes in established patterns and relationships so that the manager can assess the likely impact and plan responses if required.
Programming
This means translating the forecasted human resource needs to personnel objectives and goals.
Evaluation and Control
This refers to monitoring human resource action plans and evaluating their success.
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.
Sources of Applicants
○ The organization’s current employees ○ Schools ○ Newspaper advertising ○ Referrals from employees ○ Recruitment firms ○ Competitors ● For entry-level personnel, the manager will likely rely on newspaper advertising,schools,and referrals. When recruiting managers, the reliable sources are current employees, recruitment firms, and competitors.
Selection
Selection refers to the act of choosing from those that are available the individual most likely to succeed on the job.
A requisite for effective selection is the preparation of a list indicating that an adequate pool of candidates is available.
Ways of Determining the Qualifications of a Job Candidate
○ Application Blanks ○ References ○ Interviews ○ Testing
Application Blanks
The application blank provides information about a person’s characteristics such as age, marital status, address, educational background, experience, and special interests.
References
Those written by previous employers, coworkers, teachers, club officers, and the like about a person.
Interviews
Information may be gathered in an interview by asking a series of relevant questions to the job candidate.
Testing
This involves an evaluation of the future behavior or performance of an individual.
Types of Tests
● Psychological Test ● Physical Examination
Psychological Test
This is an objective, standard measure of a sample behavior of the individual.
Physical Examination
This is a type of test given to assess the physical health of an applicant. It is administered to assure that the health of the applicant is adequate to meet the job requirements.
Types of psychological test
● Aptitude test ● Performance test ● Personality test ● Interest test
Aptitude test
This is used to measure a person’s capacity or potential ability to learn.
Performance test
This test is used to measure a person’s current knowledge of a subject.
Personality test
This is used to measure personality traits as dominance, sociability, and conformity.
Interest test
This is a test used to measure a person’s interest in various fields of work.
Induction and Orientation
• Induction • Orientation
induction
the new employee is provided with the necessary information about the company.
orientation
the new employee is introduced to the immediate working environment and coworkers.
Training and Development
Training refers to the learning that is provided in order to improve performance on the present job.
Training programs clasifications:
● Training Program for Non-managers ● Training Programs for Managers
Training Program for Non-managers
This type of training is directed to non-managers for specific increases in skill and knowledge to perform a particular job.
Four methods of Training Program for Non-managers
○ On-the-job Training ○ Vestibule School ○ Apprenticeship Program ○ Special Courses
On-the-job Training
where the trainee is placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer.
Vestibule School
where the trainee is placed in a situation almost exactly the same as the workplace where machines, materials, and time constraints are present.
Apprenticeship Program
Where a combination of on-the-job training and experiences with classroom instruction in particular subjects are provided to trainees.
Special Courses
are those which provide more emphasis on education rather than training.
Training Programs for Managers
The training needs of managers may be classified into four areas: decision-making skills, interpersonal skills, job knowledge, and organizational knowledge.
The decision-making skills of the manager may be enhanced through:
○ In-basket ○ Management games ○ Case studies
In-basket
where the trainee is provided with a set of notes, messages, telephone calls, letters, and reports, all pertaining to a given company situation.
Management games
is a training method where trainees are placed in a simulated situation and are required to make an on-going series of decisions about the situation.
Case studies
method that presents actual situations in organizations and enables one to examine successful and unsuccessful operations.
The interpersonal competence of the manager may be developed through:
○ Role Playing ○ Behavior Modeling ○ Sensitivity Training ○ Transactional Analysis
Role Playing
This is a method by which the trainees are assigned roles to play in a given case incident.
Behavior Modeling
This method attempts to influence the trainee by showing model persons behaving effectively in a problem situation.
Sensitivity Training
Under this method, awareness and sensitivity to behavioral patterns of oneself and others are developed
Transactional Analysis
This is a training method intended to help individuals not only understand themselves and others but also improve their interpersonal communication skills.
In acquiring knowledge about the actual job the manager is currently holding, the following methods are useful:
○ On-the-job experience ○ Coaching ○ Understudy
On-the-job experience
This method provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job.
Coaching
This method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing direction, advice, and helpful criticism.
Understudy
Under this method, a manager works as assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself.
● In the attempt to increase the trainee’s knowledge of the total organization, exposure to information and events outside of his immediate job is made.
○ Position Rotation ○ Multiple Management
Position Rotation
Manager is given assignments in a variety of departments. The purpose is to expose him to different functions of the organization.
Multiple Management
This method is premised on the idea that junior executives must be provided with means to prepare them for higher management positions.
Performance Appraisal
is the measurement of employee performance
The purposes for which performance appraisal is made areas follows:
○ To influence, in a positive manner, employee performance ○ Development ○ To determine merit pay increases ○ To plan for future performance goals ○ To determine training and development needs ○ To assess the promotion potential of employees
Ways of Appraising Performance
○ Rating scale method ○ Essay method ○ Management by objectives method ○ Assessment center method ○ Checklist method ○ Work standards method ○ Ranking method ○ Critical-incident method
Rating scale method
This is the method where each trait or characteristic to be rated is represented by a line on which the rater indicates the degree to which the individual possesses the trait or characteristics.
Essay method
The evaluator in this method composes statements that best describe the person evaluated.
Management by objectives method
This method is one where specific goals are set collaboratively for the organization as a whole, for various subunits, and for each individual member.
Assessment center method
This is the method where one is evaluated by persons other than the immediate superior. This method is used for evaluating managers.
Checklist method
This method is one where the evaluator checks statements on a list that are deemed to characterize an employee’s behavior or performance.
Work standards method
Under this method, standards are set for a realistic worker output and later on used in evaluating the performance of non managerial employees.
Ranking method (Ways of Appraising Performace)
This is the method where each evaluator arranges employee’s names in rank order from the best to the poorest.
Critical-incident method
This method is one where the evaluator recalls and writes down specific (but critical) incidents that indicate the employee’s performance.
Employment Decisions
○ Monetary rewards ○ Promotion ○ Transfer ○ Demotion
Monetary rewards
These are given to employees whose performance is at par or above standard requirements.
Promotion
This refers to the movement by a person into a position of higher pay and greater responsibilities and which is given as a reward for competence and ambition.
Transfer
This is the movement of a person to a different job at the same or similar level of responsibility in the organization.
Demotion
This is a movement from one position to another which has less pay or responsibility attached to it
Separation
This is a movement from one position to another which has less pay or responsibility attached to it
When made voluntarily, the organization's management must find out the real reason.
If the presence of a defect in the organization is determined, corrective action is necessary.
involuntary separation (or termination) is the last option that the management exercises when an employee’s performance is poor.
This is usually made after training efforts fail to produce positive results.
Compensating Employees
Certain factors determine the salary or wages paid to employees.
Compensating Employees (classification)
● Performance ● The Relative Worth of Each Job ● Methods of Job Evaluation ● Labor Market Conditions and Prevailing Wage Rates ● Type of Pay System Used
Performance
The achievement of the objectives of the organization will depend on the individual and collective performance of its employees.
Hence, it is only right to compensate them according to their ability to contribute to the attainment of goals.
When an individual’s output is better than the others, this should be recognized and he should be provided a higher pay rate.
The Relative Worth of Each Job
The compensation of the individual employee may also be determined according to the relative worth of each job.
To determine a job’s relative worth, job evaluation is undertaken. This activity allows the organization to rank jobs and determine their hierarchy of importance across all jobs in the organization.
Up-to-date job descriptions and job specifications are useful tools of job evaluation.
Job description
represents the written summary of a job as an identifiable organizational unit.
Job specification
is a written explanation of the knowledge, skills, abilities, traits, and other characteristics necessary for effective performance on a given job.
Methods of Job Evaluation
● Point method ● Comparison method ● Classification or grading method ● Ranking method