Week 06: Lecture Notes

STAFFING
1

Staffing is concerned with finding the right person for the

right position at the right time aiming to obtain, utilize,
and maintain a satisfied workforce.

According to Koontz and O’Donnell, “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.”
 NATURE OF STAFFING
2

1. Staffing is a pervasive activity.

2. Staffing is a wider concept.

3. Staffing is a continuous activity.

4. Staffing deals with maximum utilization of human

resources.

5. Staffing is performed by all the managers.

 3

PROCESS OF STAFFING
Procurement (manpower planning,
recruitment, selection, and placement)

Development

Compensation

Integration (sense of belonging)

Maintenance (physical & mental health)

IMPORTANCE OF STAFFING
4

• Filling jobs with competent personnel

• Better performance

• Organisation growth and survival

• Optimum utilisation of human resources

• Improves morale and job satisfaction

NEED FOR STAFFING 5

Growing organisational
size
Development of
technology
Needs for skilled
manpower

Trade Union
Human relation
movement

Cost of hiring
Week 06: Lecture Notes 1

PRINCIPLES OF STAFFING

Principle of
Principle of Principle of
Principle of Job Human
Staffing Staffing
Definition Resource
Objective Responsibility
Planning

Principle of Principle of
Principle of
Recruiting Managerial
Training
Objective Appraisal
 2

MEANING OF
RECRUITMENT
Recruitment refers to the process of searching for
prospective employees and encouraging them to apply for
jobs in the organisation.

Recruitment generates an adequate pool of candidates to

enable management to select suitable candidates for different
positions.
 SOURCES OF RECRUITMENT
3

Sources of Recruitment

External Sources Internal Sources

1. Advertisements 5. Casual Callers Promotion Transfer

2. Employment Agencies 6. Direct Recruitment
3. Educational Institutions 7. Labour Contractors
4. Web Publishing 8. Recommendations
 4

RECRUITMENT VS SELECTION
Basis Recruitment Selection

Purpose Aims to create large pool of Aims to ensure that a competent

candidates. candidate is employed.

Nature Positive process. Negative process.

Order It is preceded by selection process. It starts after recruitment

Process It is a simple process. It is a complex process.

Cost It is a economical process. It is a comparatively expensive

process.
Week 06: Lecture Notes
1

SELECTION
“Selection is the process of choosing from among the
candidates from within the organization or from the outside,
the most suitable person for the current position or for the
future position”
- Dale Yoder
PROCESS OF SELECTION
2

Preliminary Interview

Application Blank

Employment Tests

Employment Interview REJECTION

Physical Examination

References

Final Approval
 EMPLOYEE ORIENTATION
3

Employee orientation also known as induction programme, helps a new employee in

settling down quickly into the job by becoming familiar with the surroundings.

Improves effectiveness and efficiency of new employee.

Saves time and cost.

Duration can vary from few hours to few days.

Very important for industrial works.

OBJECTIVE OF ORIENTATION
4

PROGRAMME
1. To build new employee’s confidence.

2. To develop a feeling of belongingness.

3. To foster cordial and close relationship.

4. To ensure newcomers does not form false

impression.

5. To provide the necessary information.

CONTENTS OF THE ORIENTATION PROGRAM 5

Short history and general policies of company

Products and services of company

Organisational structure

Location of departments and employee

facilities

Personnel policies and practices

Rules and regulations

Safety measures

Employees' activities and benefits

GUIDELINES FOR EFFECTIVE 6

ORIENTATION PROGRAMS

Proceed with general policies of

organisation

Oriented based on human touch

Query resolution

Introducing co-workers

Time to adapt
Week 06: Lecture Notes 1

TRAINING
Training is the process of increasing the knowledge, skills
and abilities of employees for doing a particular job.

Training is not a one-stop process but is an ongoing process.

 2

BENEFITS OF TRAINING
Higher performance

Less learning period

Uniformity of procedures

Manpower development

Optimum utilization of resources

Less supervision

High morale

Participative management
 3

DEVELOPMENT
Management development or executive development is a
systematic and continuous process through which executives
learn advanced knowledge and skills in managing.

According to Flippo, “Management development includes

the processes by which managers and executives acquire not
only skills and competency in their present jobs, but also
capacities for future managerial tasks of increasing difficulty
and scope.”
FEATURES 4

Change in behaviour of employee

Continuous process

Efforts of employee than effort of firm

Long process
 5

BENEFITS OF DEVELOPMENT
Prevent managerial obsolescence

Ensures company’s long term survival and growth

Develop future executives

Create group cohesiveness

Optimum utilization of resources

Improve organizational climate

 DIFFERENCE BETWEEN 6

TRAINING AND DEVELOPMENT

Basis Training Development
Purpose Enables workers to do the job better Aims for overall growth of employee
Scope of learning Increases skills already possessed Develops hidden qualities and talents
Depth of knowledge Focuses on teaching technical skills Focuses on teaching human and
conceptual skills

Orientation Job oriented Career oriented

Level of trainees More suitable for technical staff More suitable for managerial staff
Duration Time bound- Short term Career bound- Long term
Methods used On the job training methods Off the job training methods
Initiative in leaning Employer takes the initiative Employee takes the initiative
Week 06: Lecture Notes
CAREER DEVELOPMENT 1

• Career development consists of activities undertaken by the individual employees and the organization to
meet career aspirations and job requirements.

Organizational Career Plans

Individual Career Plans
Integrate short term and long- CAREER
Personal interests and abilities
term human resource needs DEVELOPMENT
Organizational opportunities
Develop a career plan for each MODEL
Strategy to achieve career goals
employee

Integrate organizational needs and individuals career goals

Career Development
Implement career plans
Appraise employee performance
Employee development through training and development Source: C.B. Gupta
Evaluate career progression
 2

CAREER DEVELOPMENT
Career development involves:
• Career needs assessment- aptitudes, abilities and
potential

• Career opportunities- Job description, job specification, job -

redesign

• Need-opportunity alignment- Individualized techniques,

performance appraisal, MBO, career counseling

• Monitoring career moves- monitoring progress against

predetermined goals
 EFFECTIVE CAREER
3

DEVELOPMENT PROGRAMME
Career development programme can be made effective by:

Creating awareness about individual strengths and weaknesses.

Developing appreciation of organizational constraints.

Caring for the development of employees.

Developing appropriate career plans.

Supporting by providing fair and equal opportunity.

 4

PERFORMANCE
APPRAISAL
According to Shubin, performance appraisal is “ A systematic
appraisal of the employee’s personality traits and
performance in the firm.”

It implies systematic and formal evaluation of the individual

concerning their job performance and potential for
development.
 PERFORMANCE APPRAISAL VS 5

JOB EVALUATION

Job Evaluation Performance Appraisal

It involves the determination of worth of different It involves measurement of the worth of individuals
jobs to the organization

Focus is on the job Emphasis is on the performance and potential of

employee

Aim is to determine basic wage rate for different jobs Aim is to determine the incentive or reward given to
employee
BENEFITS OF PERFORMANCE
6

APPRAISAL
1. Tests effectiveness of staffing function.

2. Provides a systematic record of employee’s performance.

3. Helps in planning for incentives and wage differentiation.

4. Facilitates in training and development of employees.

5. Acts as a controlling device.

LIMITATIONS OF PERFORMANCE APPRAISAL
7

Quantitative parameter

Halo effect

Non-uniformity of standards

Over-emphasizing one
quality

Complex procedure