STAFFING
GROUP 4 ASSIGNMENT .
THEORY OF PRACTICE OF MANAGEMENT
BCM 1207-1
NO. NAME REGISTRATION NO.
1. JACKTONE ANDEKA BB07/SR/10780/25
2 DANIEL KIMIREI BB07/SR/10805/25
3 EVANS KIPTOO BBO7/SR/10790/25
4 DESMOND LESINKO BB07/SR/10804/25
5 DOROTHY NYABOKE BB07/SR/10829/25
6 DIANA CHEROTICH BB07/SR/10797/25
7 MAXMILLA ANYONA BB07/SR/10821/25
8 SAMUEL OURU BB07/SR/10827/25
9 SHILLA NASHIPAI BB07/SR/10812/25
INTRODUCTION
Definition
Staffing is the managerial function of **filling and keeping filled** the positions in the
organisation structure. It involves identifying workforce requirements, then handling recruitment,
selection, placement, promotion, appraisal, training, and development of personnel. In simple
terms, it is “putting people to jobs.” It covers obtaining, utilising, and maintaining a competent
and satisfied workforce (including regular employees, daily wagers, consultants, and contract
staff). The focus is on the individual worker as the ultimate performer.
Importance of Staffing
- People are the most important asset; organisational success depends on the quality of
humanresources.
- It has become critical due to technological changes, larger organisations, and complex
humanbehaviour.
Key benefits:
(i) Attracts competent personnel
(ii) Ensures right person for the right job → higher performance
(iii) Supports succession planning for long-term survival and growth
(iv) Optimises utilisation of human resources
(v) Improves employee satisfaction and morale through fair assessment and rewards
Staffing as Part of Human Resource Management (HRM)
Staffing is a core function performed by **all managers**, but it is also a specialised HRM
activity. It is closely linked to organising: once the structure and positions are designed, people
must be placed, trained, and motivated to achieve organisational goals. HRM also includes job
analysis, compensation planning, labour relations, grievance handling, welfare, and legal
compliance.
Staffing Process (8 main steps)
1. Estimating manpower requirements
2. Recruitment
3. Selection
4. Placement and orientation
5. Training and development
6. Performance appraisal
7. Promotion and career planning
8. Compensation
Key Aspects of Staffing
The chapter highlights three core aspects:
1. Recruitment
Process of searching for and stimulating prospective employees to apply.
- Internal sources Transfers and promotions (motivates existing staff).
External sources Direct recruitment, advertisements, employment exchanges, placement
agencies, campus recruitment, employee recommendations, web publishing, labour contractors,
etc. (brings fresh talent).
2. Selection
Choosing the best candidate from applicants.
Steps
(i) Preliminary screening
(ii) Selection tests (intelligence, aptitude, personality, trade, interest)
(iii) Employment interview
(iv) Reference & background checks
(v) Selection decision
(vi) Medical examination
(vii) Job offer
(viii) Contract of employment
3. Training and Development
- Training: Increases skills and abilities for current or future jobs (learning new skills).
- Education Broadens knowledge and develops logical thinking.
- Development Focuses on overall growth, personality, and realising potential.
Training Methods
- On-the-Job Apprenticeship, coaching, internship, job rotation.
- Off-the-Job Lectures, films, case studies, computer modelling, vestibule training ,programmed
instruction.
Performance Appraisal
A systematic review of an employee’s performance, contribution, skills, and growth (usually
annual, semi-annual, or quarterly). It helps allocate rewards, identify development needs, and
justify decisions on pay, promotion, or termination.
Types
- Top-down (traditional supervisor evaluation)
- Self-assessment
- Peer assessment
- 360-degree feedback
- Negotiated appraisal (mediator-assisted, less adversarial)
How it works
Appraisals allocate limited funds for raises/bonuses, reward top performers, create development
plans, and address shortcomings. Frequent feedback throughout the year makes the process
smoother.
Criticisms
- Difficulty separating individual vs. organisational performance
- Can create distrust, bias, unrealistic goals, or unethical behaviour
- May favour likability over actual results
- Cultural or job-function mismatch can reduce effectiveness
In essence, staffing is not just “hiring people” — it is a continuous, strategic process that directly
determines how well an organisation performs by ensuring the right people are in the right roles,
properly trained, fairly evaluated, and motivated to grow with the enterprise.
Reference;
1’Staffing organisations 9th edition by Herbert G Heneman , Timothy Jidge andJohn Mueller
2. Armstrong book of Human Resource Management Practice .
3. Hiring your Attitude by Mark Murphy
[Link] Staffing by Jean M Phillips .