Staffing

Engg - 1032 Midterms

Staffing

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

False

(The Engineer Manager must be concerned with putting the right persons in various positions within his area of concern or responsibility.

True or False:

The Engineer Manager must be concerned with putting the right persons in various positions within his area of reach.

Staffing

It is 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

1. Forecasting

2. Programming

3. Evaluation and Control

Human Resource Planning

Forecasting

Human Resource Planning:

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

Programming

Human Resource Planning:

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

Evaluation and Control

Human Resource Planning:

Monitoring human resources action plans and evaluating their success.

1. Time-series

2. Explanatory (Causal)

3. Evaluation & Control

Methods of Forecasting

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.

1. Regression Models

2. Economic Models

3. Leading Indicators

3 Major Types of Explanatory Models

Regression Models

Types of Explanatory Models:

It is also known as Curve-Fitting to Data, determine which variables have an effect on the response or help explain the response

Economic Models

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

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.

1. Current employees

2. Advertising

3. Schools

4. Referrals from employees

5. Recruitment firms or agencies

6. Competitors

Source of Applicants

Selection

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

Selection

The purpose of this is to evaluate each candidate and to pick the most suited for the position available.

1. Application blanks

2. References

3. Interviews

4. Testing

Ways of Determining Qualifications of Job Candidates

1. Psychological Tests

2. Physical Examination

Types of Tests

Psychological Tests

Types of Tests:

An objective standard measure of a sample behavior.

1. Aptitude Test

2. Performance Test

3. Personality Test

4. Interest Test

Types of Psychological Tests

Aptitude Test

Types of Psychological Tests:

Used to measure capacity or potential ability to learn.

Performance Test

Types of Psychological Tests:

To measure current knowledge of a subject.

Personality Test

Types of Psychological Tests:

To measure personality traits as dominance, sociability, and conformity.

Interest Test

Types of Psychological Tests:

To measure interest in various fields of work.

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.

Induction

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

Orientation

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

1. On-the-job Training (OJT)

2. Vestibule School

3. Apprenticeship Program

4. Special Courses

Training Program for Non-managers

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.

1. Decision-making skills

2. Interpersonal skills

3. Job Knowledge

4. Organizational knowledge

Training Program for Managers

• In-basket

• Management Games

• Case Studies

Training Program for Managers:

Decision-making Skills Training

• Role-playing

• Behaviour Modeling

• Sensitivity training

• Transactional analysis

Training Program for Managers:

Interpersonal Skills Training

• On-the-job experience

• Coaching/Mentoring

• Understudy

Training Program for Managers:

Job Knowledge Training

• Position rotation

• Multiple management

Training Program for Managers:

Organizational Knowledge Training

Performance Appraisal

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

1. Rating Scale Method

2. Essay Method

3. Management by Objectives (MBO) Method

4. Assessment Center Method

5. Checklist Method

6. Work Standards Method

7. Ranking Method

8. Critical-Incident Method

Ways of Appraising Performance

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.

Management by Objectives (MBO) Method

Ways of Appraising Performance:

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 non-managerial 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

1. Voluntary

2. Involuntary

Two Types of Separation

Voluntary Separation

Types of Separation:

Resignation of employee

Voluntary Separation

Types of Separation:

In this type of separation, management is possible, should find out the real reason why an employee resigns.

Voluntary Separation

Types of Separation:

In this type of separation, if the presence of a defect in the organization is determined, corrective action is necessary.

Involuntary Separation

Types of Separation:

Termination of employee

Involuntary Separation

Types of Separation:

In this type of separation, 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.

Involuntary Separation

Types of Separation:

In this type of separation, this is usually made after training and development efforts fail to produce positive results or expected outcome.