CHAPTER FIVE

Staffing an Organization
 The procurement function
 Training and development function
 Maintenance and utilization
 Separation
 Inception
• Strategic human
• Resource planning
• Recruiting
• Employee
presentation

Maintenance Development
HRM • Benefit HRM • Employee
administration training
Goals
GOALS • Safety and health
• Communication
• Employee
development
• programs

Motivation
• TQM and
productivity
• Rewards
• Compensation
DEFINITION OF STAFFING
 “The Managerial function of staffing involves manning
the organizational structure through proper and
effective selection, appraisal, and development of
personnel to fill the roles designed into the structure.”
Koontz and O'Donnell

Thus, manpower planning, procurement (i.e., selection

and placement), training, development, appraisal and
remuneration of workers are included in staffing.
Nature of Staffing
 The nature of staffing are as follows:
 Managerial Responsibility
 Staffing is a basic function of management. Every manager is
continuously engaged in performing the staffing function.
 Continuous Function
 Staffing function is to be performed continuously. Every
manager is engaged in various staffing activities. He is to
guide and train the workers and also evaluate their
performance on continuous basis.
 Concerned with Human Element
 Staffing function is concerned with procurement and
development of human resources. Every manager should use
human relations skill in providing guidance and training to
the subordinates
Importance of Staffing
The importance of staffing has increased because of the
following factors:
 Efficient Performance
 The efficient performance of the company depends on the
quality of the people employed. This has increased the
significance of staffing.
 Use of Latest Technology
 Many significant changes are taking place in technology. In
order to make use of the latest technology, the appointment
of right type of persons is necessary.
 Development of Manpower
 The management has to train and develop the existing
personnel for future promotion. This will meet the
requirements of the company in future.
Importance of Staffing
 Optimum Use of Manpower
 Management has to spend money on recruitment and
selection, training wages, salaries, etc. In order to get
the optimum out from the personnel.
 Proper Motivation
 The workers are to be motivated properly through
financial and non-financial incentives.
 Higher Morale
 Right type of atmosphere should be created for the
workers to contribute to the achievement of the
organizational objectives. This will increase the morale
of the employees.
Elements of Staffing Process
The scope of staffing is very wide. The elements, steps or sub-
activities of staffing process are as follows:
1- Manpower Planning
 It is concerned with the determining the number and types of staff
required for the organization.
2- Recruitment
 Recruitment is the process of searching prospective employees and
encouraging them to apply for jobs in the enterprise.
3- Selection
 Selection is the process of selecting best suited candidates for the
jobs from among those who have applied for these jobs in the
enterprise.
 Placement of Personnel
 The new employees need to familiarized with their units,
supervisors and fellow employees. They should be placed on the
jobs for which they are suited.
Elements of Staffing Process
6- Orientation or Induction
 Orientation or induction is a process of familiarizing the new
employees with their enterprise, department, work unit, work group,
superiors, fellows and subordinates etc.
7- Remuneration
 Compensation of workers for their efforts involves fixation of their
wages and salaries.
8- Training
 The art of acquiring knowledge and skill of doing a particular job in a
particular manner.
9- Development
 The development of knowledge, efficiency and aptitude of different
officers of managerial level so that they may contribute their feeling,
cooperation and contribution towards the accomplishment of
organizational objectives.
Elements of Staffing Process
9- Performance Appraisal
 It is concerned with the rating or evaluation of the
performance of the employees. Transfer and promotion of
staff are based on performance appraisal.
10- Promotion and Transfer
 Promotion involves the shifting an employee to a higher
position carrying higher responsibilities, facilities, status and
pay.
 Transfer involves the shifting of an employee from one job to
another , one unit to another, or one shift to another.
11- Human Relations
 Every manager is responsible for achieving good human
relations in the organization
 10.2

Awareness of Legal
Aspects of Staffing

Performance Human Resources

Appraisal Planning
The
Organization Staffing
Model

Compensation Recruitment

Orientation,
Training, and Selection
Development Adapted from
Exhibit 10.1
 10.3

1. Determine 2. Determine
future needs future turnover

Steps
Involved in
Strategic Human
Resources
Planning

4. Offer 3. Recruit, hire,

training and or layoff as
development necessary
 10.4

Recruitment Purposes and Sources

Purposes Sources
Include . . . Include . . .

u Finding employees who fit u Present employees

well into the culture of the u Referrals by present
company employees
u External sources, such as
u Selling the company to advertising and placement
quality candidates offices
u Online recruiting
Selection Tools
Background
Information

Interviews References

Selection

Performance tests Paper tests

Physical
Ability tests
 10.5

Getting Hired:
A Model for Selection
Preliminary Completion of Psychological
Applicant is
Screening Application and Personnel
Recruited
Interview Form Testing

Physical Reference
Job Interview
Examination Checking

Adapted from Exhibit 10.5

Training & Development
 Training: teach organizational members how to
perform current jobs.
 Help worker’s acquire skills to perform effectively.
 Development: build worker’s skills to enable them to take on
new duties.
 Training used more often at lower levels of firm,
development is common with managers.
 A Needs Assessment should be taken first to
determine who needs which program and what topics
should be stressed.
Types of Development
 Varied Work Experiences: Top managers must build
expertise in many areas.
 Workers identified as possible top managers given many
different tasks.
 Formal Education: tuition reimbursement is common
for managers taking classes for MBA or similar.
 Long-distance learning can also be used to reduce travel.
 Whatever training and development efforts used,
results must be transferred to the workplace.
Performance Appraisal
 Process of evaluating employee performance
 job related strengths
 development needs
 progress toward goals
 determine ways to improve performance
 Pay an promotion decisions
 More systematic is better, for the most part
Performance Appraisal (cont)
 Self Appraisal
 Peer Appraisal
 360 Degree appraisal
 Central Tendency Error-everyone ranked as average
 Leniency-individuals are ranked higher than they
deserve
Who Appraises Performance?
Supervisors

Peers Customers &

Clients
Sources of
performance
appraisals

Self Subordinates
 10.8
Designing the “Right” Package of Benefits

Usually Mandatory
u Social security u Group life insurance
u Workers’ compensation u Retirement pensions
u Unemployment compensation u Paid vacations

Optional but Frequently Offered

u Disability insurance u Employee assistance program

u Paid sick leave u Paid rest breaks
u Health insurance u Tuition assistance

Optional but Less Frequently Offered

u Wellness programs u Vision-care plans

u Credit unions u Parental leave
u Funeral leave u Retirement counseling

Adapted from Exhibit 10.10

Integration & Maintenance
 Employee discipline
 Discipline refers to the actions imposed by an
organization on its employees for failure to follow the
organization's rules, standards, or policies
 Reasons why discipline might not be used
 Organizational culture of avoiding discipline
 Lack of support
 Guilt
 Fear of loss of friendship
 Avoidance of time loss
 Fear of lawsuits
Approaches
Hot-Stove to Discipline
Progressive Discipline

Principle of discipline that A formal discipline

says discipline should be process in which the
like a hot stove, giving clear consequences become
warning and following up more serious if the
with consistent, objective, employee repeats the
& immediate consequences. offense.
• Warning system • Verbal warning.
• Immediate burn. • Written warning
• Consistency. • Suspension.
• Impersonality. • Termination.
Labor relation and labor laws
 Any organization concerned about getting through to
employees must offer them trusted communication in
uncertain times
 An organization must offer employees:
 A willingness to express dissent
 Visibility and proximity of upper management
 Priority of internal to external communication
 Attention to clarity
 A friendly tone
 A sense of humor