Management Theory and Practice

STAFFING

Definition of Staffing

Staffing is filling, and keeping filled, positions in the organization structure

The Systems Approach to Human Resource Management: An Overview of the Staffing Function

STAFFING
Human capital is essential for success of any organization. Employer-employee relationship is crucial.

Organizations perform better when they treat their employees better.

Human resources are key to organizational success or failure.
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Strategic Human Resource Management

Strategic human resource management mobilizes human capital through the HRM (human resource management) process to best implement organizational strategies

Situational Factors Affecting Staffing

External factors . level of education, societies attitude toward work laws and regulations the economic conditions the supply of and demand for managers outside the enterprise
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Situational Factors Affecting Staffing cont.

Internal factors organizational goals, tasks, technology various kinds of policies organization structure the kinds of people employed the demand for and the supply of managers within the enterprise, the reward system
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Major human resource management responsibilities

Attracting a quality workforce

Human resource planning, recruitment, and selection

Developing a quality workforce

Employee training and development, and performance appraisal.

Maintaining a quality workforce

Career development, work-life balance, compensation and benefits, employee retention and turnover, and labor-management relations.
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Steps in strategic human resource planning.

Job Analysis
Job analysis.
It is the process of analyzing the job with reference to the duties, tasks, or activities of jobs. Job analysis is defined simply as obtaining information about jobs (McCormic)

Job Description
A statement (organized & factual )statement of the tasks, duties & responsibilities of a specific job.

Job specifications
A statement of minimum acceptable qualities necessary to perform a job properly.
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Recruitment
Recruitment

Activities designed to attract a qualified pool of job applicants to an organization.

Steps in the recruitment process:

Advertisement of a job vacancy. Preliminary contact with potential job candidates. Initial screening to create a pool of qualified applicants.
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Recruitment methods
Internal source candidates are sought from within the organization.

External source
candidates are sought from outside the organization.

Present permanent employees Present temporary/causal employees References by the employees of the organization Retired employees of the organization Dependents of deceased / retired employees

Campus Recruitment Private Employment Agencies/Consultants Public Employment Exchanges Professional Associations Data Banks Casual Applications Competitors sources Job Fairs

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Current Trend

Walk-in Consultant Head-hunters Recruitment Agencies Outsourcing

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Selection
Selection procedure is a process which employs several methods of collecting information about the candidates qualifications, experience, physical and mental ability, behavior, knowledge, aptitude etc., for judging whether a given applicant is suitable or not for the job. According to Stone, The selection is the process of differentiating between applicants in order to identify ( and hire) those with a greater likelihood of success in a job. 14

Steps in Scientific Selection Process who offer the greatest Choosing from a pool of applicants the best person
performance potential.

Selection Steps 1. Application form 2. Written examination 3. Preliminary interview 4. Work History 5. Tests 6. Final interview 7. Physical examination 8. Reference checks 9. Functional managers decision 10. Job offer

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Systems Approach to Selection

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Commonly-used Tests on Managerial Candidates

Intelligence tests Proficiency and aptitude tests Vocational tests Personality tests

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Intragroup and Intergroup Communication

Intragroup communication is communication with people in the same organizational unit. Intergroup communication is communication not only with other departments but also with groups outside the enterprise

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Selection, Placement, and Promotion

In the selection approach, applicants are sought to fill a position with rather specific requirements. In the placement approach, the strengths and weaknesses of the individual are evaluated, and a suitable position is found or even designed. Promotion is a move within the organization to a higher position that has greater responsibilities and requires more advanced skills.

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The Peter Principle

Managers tend to be promoted to the level of their incompetence. Specifically, if a manager succeeds in a position, this very success may lead to a promotion to a higher position, often one requiring skills that the person does not possess.

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Application Form
Application form (application blank) is used for securing information from the prospective candidates about : Personal background Educational attainments Work experiences Salary Personal details and References. It is used as a screening device to determine if a candidate satisfies minimum job requirements.

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Interview

Exchange of information between job candidate and key members of the

organization.

Opportunity for job candidate and organizational members to learn more about each other. It is conducted to solicit necessary information form the prospective applicants and to assess the applicants suitability to the job.

It is useful as a process of eliminating the undesirable and unsuitable

candidates. It is also known as screening interviews Provides basic information about the company to the candidate

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Interview
How to succeed in a telephone interview Be prepared ahead of time. Take the call in private. Dress professionally. Practice your interview voice. Have reference materials handy. Have a list of questions ready. Ask what happens next.

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Employment Tests - Used to further

screen applicants by gathering additional jobrelevant information

ABILITY TESTS Aptitude Tests Achievement Tests Intelligence Tests Judgment Tests

1. 2. 3. 4.

1. 2.

3.
4.

PERSONALITY TESTS Interest Tests Personality Tests Projective Tests Attitude Tests

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Types of Psychological Tests

Aptitude Tests: Intelligence Test (IQ) Emotional Quotient Skill Tests Mechanical Aptitude Psychomotor Tests Clerical Aptitude Tests 2. Achievement Test: Job knowledge Test Work Sample Test Situational Tests: Group Discussion In Basket 4. Interest Test: 5. Personality Tests: Objective Tests Projective Tests 6. Multi-Dimensional Testing

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Criteria for selection devices:

Reliability

The selection device is accurate and consistent in measurement.

Validity

The degree to which the data predicts the candidate's success and eventual performance as a manager.
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Behaviorally-oriented employment tests:

Assessment center

Evaluates a persons performance in simulated work situations.

Work sampling

Evaluates a persons performance on actual job tasks.

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Other selection Tests

Graphology Phrenology Physiognomy tests

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Interviews - types
1.Preliminary Interview Informal Interview Unstructured interview 3.Decision-Making Interview 2.Core Interview planned interview probing interview Stress interview The group interview Non-directive interview Formal and structured interview Panel interview and Depth interview

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Physical Examinations

Ensure applicants physical capability to fulfill job requirements.

Basis for enrolling applicant in life, health, and

disability insurance programs.

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Reference and Background Checks

Inquiries to previous employers, academic advisors, coworkers and/or acquaintances regarding applicants:

Qualifications. Experience. Past work records.

Can better inform potential employer. Can enhance candidates credibility.

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Final Decision to Hire or Reject

Best selection decisions will involve extensive consultation among multiple parties.

Selection decision should focus on all aspects of the candidates capacity to perform the designated job.
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Socialization
Socialization
Process of influencing the expectations, behavior,

and attitudes of a new employee in a way considered desirable by the organization.

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Induction

Induction is the process of receiving and welcoming an employee when he first joins a company and giving him the basic information and make feel proud for having joined the organization, settle down quickly and happily start work.

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Orientation
Orientation
Set of activities designed to familiarize new

employees with their jobs, coworkers, and key aspects of the organization.

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The Peter Principle

Managers tend to be promoted to the level of their incompetence. Specifically, if a manager succeeds in a position, this very success may lead to a promotion to a higher position, often one requiring skills that the person does not possess.

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Training and Development

Training

On-the-job training

A set of activities that provides the opportunity to acquire and improve job-related skills.

Job rotation Coaching Mentoring Modeling

Off-the-job training

Management development

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Performance management systems

Performance management systems ensure that

Performance standards and objectives are set. Performance results are assessed regularly. Actions are taken to improve future performance potential.

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Performance Appraisal Performance appraisal

Formally assessing someones work accomplishments and providing feedback. Purposes of performance appraisal:

Evaluation lets people know where they stand relative to objectives and standards. Development assists in training and continued personal development of people.

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Study Question 3: How do organizations develop a quality workforce? Graphic rating scales

Uses checklists of traits or characteristics to evaluate performance.

Relatively quick and easy to use.

Questionable reliability and validity.

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Study Question 3: How do organizations develop a quality workforce? Behaviorally anchored rating scales (BARS)

Describes actual behaviors that exemplify various levels of performance achievement in a job. More reliable and valid than graphic rating scales. Helpful in training people to master important job skills.

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Figure 11.4 Sample behaviorally anchored rating scale for performance appraisal.

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Study Question 3: How do organizations develop a quality workforce?

Critical-incident techniques

Keeping a running log or inventory of effective and ineffective behaviors. Documents success or failure patterns.

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Study Question 3: How do organizations develop a quality workforce? Multiperson comparisons

Formally compare one persons performance with that of one or more others. Types of multiperson comparisons:

Rank ordering Paired comparisons

Forced distributions
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Study Question 3: How do organizations develop a quality workforce?

Alternatives to supervisory appraisal:

Peer appraisal

Occurs when people who work regularly and directly with a jobholder are involved in the appraisal. Occurs when subordinates reporting to the jobholder are involved in the appraisal. Occurs when superiors, subordinates, peers, and even internal and external customers are involved in the appraisal of a jobholders performance.
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Upward appraisal

360 feedback

Study Question 4: How do organizations maintain a quality workforce?

Career development

Career a sequence of jobs that constitute what a person does for a living. Career path a sequence of jobs held over time during a career. Career planning matching career goals and individual capabilities with opportunities for their fulfillment. Career plateau a position from which someone is unlikely to move to a higher level of responsibility.

Progressive employers seek ways to engage plateaued employees.

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Study Question 4: How do organizations maintain a quality workforce?

Work-life balance

How people balance career demands with personal and family needs. Progressive employers support a healthy work-life balance.

Contemporary work-life balance issues:

Single parent concerns Dual-career couples concerns

Family-friendliness as screening criterion used by candidates

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Study Question 4: How do organizations maintain a quality workforce?

Compensation and benefits

Base compensation

Salary or hourly wages Additional non-wage or non-salary forms of compensation Employees can select a set of benefits within a certain dollar amount
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Fringe benefits

Flexible benefits

Study Question 4: How do organizations maintain a quality workforce?

Pay for performance

Paying people for performance is consistent with: Equity theory. Expectancy theory. Reinforcement theory.
Merit pay

Awards a pay increase in proportion to individual performance contributions. Provides performance contingent reinforcement. May not succeed due to weakness in performance appraisal system or lack of consistency in application.
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Study Question 4: How do organizations maintain a quality workforce?

Incentive compensation systems: Skill-based pay.

Links pay to the number of job-relevant skills an employee masters. One-time or lump-sum payments based on the accomplishment of specific performance targets or some extraordinary contribution.

Bonus pay plans.

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Study Question 4: How do organizations maintain a quality workforce?

Incentive compensation systems:

Profit-sharing plans.

Some or all employees receive a proportion of net profits earned by the organization.
Groups of employees share in any savings realized through their efforts to reduce costs and increase productivity.

Gain-sharing plans.

Employee stock ownership plans.

Employees own stock in the company that employs them.

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Study Question 4: How do organizations maintain a quality workforce?

Compensation and benefits

Family-friendly benefits

Help in balancing work and nonwork responsibilities

Employee assistance programs

Help employees deal with troublesome personal problems.

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Study Question 4: How do organizations maintain a quality workforce?

Retention and turnover

Replacement is the management of promotions, transfers, terminations, layoffs, and retirements.

Replacement decisions relate to:

Shifting people between positions within the organization.

Retirement.

Early retirement incentive programs

Termination.
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Study Question 4: How do organizations maintain a quality workforce?

Labor-management relations
Labor unions deal with employers on the workers behalf. Labor contracts specify the rights and obligations of employees and management regarding:

Wages. Work hours. Work rules. Seniority. Hiring. Grievances. Other conditions of employment.

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Study Question 4: How do organizations maintain a quality workforce?

Labor-management relations

Collective bargaining process of

negotiating, administering, and interpreting a labor contract

Two-tier wage system pays new hires

less than workers already doing the same work with more seniority
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