Fall 2023
July 2023
BMGT101L
Dr. ARJUN SINGH K
04/04/2025 Module 4: Staffing 2
STAFFING
Staffing is defined as filling,
and keeping filled, positions
in the organization structure.
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SYSTEMS APPROACH TO STAFFING
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FACTORS AFFECTING THE NUMBER AND KINDS OF
MANAGERS REQUIRED
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DETERMINATI
ON OF
AVAILABLE
MANAGERIAL
RESOURCES:
THE
MANAGEMEN
T INVENTORY
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ANALYSIS OF THE NEED FOR MANAGERS: EXTERNAL AND INTERNAL INFORMATION SOURCES
Supply of managers
High Low
Internal:
Selection Training and Development
Demand for managers
High
Placement Compensation
Promotion External:
Recruitment
Change in company plans
Outplacement Training and development if
Low
Layoffs change in demand is
Demotion expected in the future
Early retirement
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OTHER IMPORTANT ASPECTS IN THE SYSTEMS APPROACH TO STAFFING
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SITUATIONAL FACTORS AFFECTING STAFFING
− The External Environment
− Laws
− Regulations
− Availability of managers
− The Internal Environment
− Company policies
− Manager supply and demand
− Organizational climate
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MAJOR INDIAN LAWS GOVERNING EQUAL EMPLOYMENT
OPPORTUNITY
Constitution of India: Article 16 of the Constitution of India guarantees equality of opportunity in
matters of public employment. This means that no citizen can be discriminated against on the basis of
religion, race, caste, sex, descent, place of birth, residence, or any of these factors, in respect of any
employment or office under the State.
Equal Remuneration Act, 1976: This Act prohibits discrimination in wages between men and women
for the same work or work of a similar nature.
Persons with Disabilities (Equal Opportunities, Protection of Rights and Full Participation) Act,
1995: This Act provides for equal opportunities for persons with disabilities in education, employment,
and all other aspects of life.
The Protection of Human Rights Act, 1993: This Act protects the fundamental rights of all citizens,
including the right to equal employment opportunity.
The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act,
2013: This Act prohibits sexual harassment of women at the workplace and provides for mechanisms
to prevent and address it.
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SELECTION: MATCHING THE PERSON WITH
THE JOB
Selection is about choosing from candidates, from within or outside the organization, the most
suitable person for a position.
Or in other words
Selection is the process of choosing from among candidates, from within the organization or
from the outside, the most suitable person for the current position or for future positions.
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SYSTEMS APPROACH TO SELECTION
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POSITION REQUIREMENTS AND JOB
DESIGN
- Clear understanding of the nature and purpose of the position
- An objective analysis of the position requirement must be made
- Job must be designed to meet organizational and individual needs
- Skills required
- Personal characteristics
- Identifying job requirements
- Job design
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IDENTIFYING JOB REQUIREMENTS
- What has to be done in this job?
- How is it done?
- What background knowledge, attitudes, and skills are required?
- Can the job be done differently?
- What are the new requirements?
- The answers for the above questions can be found through, Observations, Interviews,
Questionnaires, or System analysis
- Job Description usually lists, important duties, authority-responsibility, and the
relationship to other positions.
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IDENTIFYING JOB REQUIREMENTS
APPROPRIATE SCOPE OF THE JOB
- Too narrowly defined job:
- No challenge, no opportunity for growth, no sense of accomplishment
- Broadly defined job:
- Stress, frustration, loss of control
− Job design should start with the tasks to be accomplished
− Broad enough to accommodate peoples needs and desires
− Job description, must provide a clear idea of the performance requirements for a person in a
particular position.
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JOB DESIGN
- Individual feel good about their work
- Requires an appropriate job structure in terms of content, function and relationship
DESIGN OF JOBS FOR INDIVIDUALS AND WORK TEAMS
− grouping tasks into natural work units
− Combining several tasks into one job
− establishing direct relationship with the customer or clients
− prompt and specific feedback should be built into the system whenever appropriate
− Increasing vertical job loading
FACTORS INFLUENCING JOB DESIGN
− Requirements of the enterprise
− Individual differences, technology involved, cost associated with restructuring, organization
structure and the internal climate
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SKILLS AND PERSONAL CHARACTERISTICS
NEEDED IN MANAGERS
Analytical and Problem-
Solving Abilities
Personal Characteristics
Needed in Managers
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ANALYTICAL AND PROBLEM SOLVING ABILITIES
“We have no problems here; all are opportunities; all a problem
should be is an opportunity”
-Alan Stoneman, former president, Purex Corporation
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PERSONAL CHARACTERISTICS NEEDED IN MANAGERS
− Desire to manage
− effort, time, energy, and usually long hours of work
− Communication skills and empathy
− written reports, letters, speeches and discussions
− demands clarity and empathy
− Affective empathy: This is the ability to feel the same emotions as another person.
− Cognitive empathy: This is the ability to understand the thoughts and feelings of
another person, even if you don't share the same emotions.
− Intragroup communication , intergroup communication
− Integrity and honesty
− Honesty in money matters, adherence to the full truth, strength of character and
behaviour in accordance with ethical standards.
− Past performance as manager
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SELECTION PROCESS, TECHNIQUES AND INSTRUMENTS
- Information about the applicant should be valid and reliable
- Validity, the degree to which the data predict the candidates success as a manager
- Reliability, the accuracy and consistency of the measurement
- The selection criteria are established
- Screening interview
- Additional information may collected
- Formal interview
- Check and verify the information collected
- Result declaration
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INTERVIEWS
- Interviewers should be trained
- Interviewers should be prepared to ask the right questions.
- Conduct multiple interviews
- Reference check and letter of recommendations
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TESTS
- Intelligence test
- Proficiency and aptitude tests
- Vocational tests
- Personality tests
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ASSESSMENT CENTERS
- Not a location but a technique for selecting and promoting managers
- Used in combination with training
- Assessed by psychologists and experienced managers
- Involves various psychology tests, management games, ‘in-basket’ exercises, group
discussions etc.
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ORIENTING AND SOCIALIZING NEW EMPLOYEES
- Introduction of new employees to the enterprise – its function, tasks and people
- formal orientation explains history, products and services, general policies and
practices, organization (divisions, departments and geographical locations), benefits
(insurance, retirement, vacations etc.), requirements for confidentiality and secrecy and
other regulations.
- Socialization of new managers
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PERFORMANCE APPRAISAL AND CAREER STRATEGY
- Performance appraisal is the process of evaluating an employee's job performance
- can be formal or informal
- It is important for number of reasons
- they help employees to understand how they are performing and where they need to
improve
- they help managers to identify employees who are performing well and deserve raises or
promotions
- they can help to identify employees who need additional training or support
- Career strategy is the process of planning and managing your career
- involves thinking about your long-term goals and developing a plan to achieve them
- involve developing your skills and knowledge, networking with people in your field, and
building your professional reputation
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CHOOSING APPRAISAL CRITERIA
Performance in
Accomplishing
Goals
Performance as
Managers
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APPRAISING MANAGERS AGAINST VERIFIABLE OBJECTIVES
• The Appraisal Process
• Different Views on Appraisal Issues
• Three Kinds of Reviews
• Strengths of Appraisal against Verifiable Objectives
• Weaknesses of Appraisal against Verifiable Objectives
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APPRAISAL PROCESS
− Identify the manager's key objectives
− done in collaboration with the manager, and the objectives should be aligned with the
organization's overall goals and objectives.
− Make sure the objectives are verifiable
− should be specific, measurable, achievable, relevant, and time-bound
− Collect data on the manager's progress towards their objectives
− performance reviews, project reports, and customer feedback
− Analyse the data and compare the manager's performance to their objectives
− to determine whether the manager has met their objectives
− Provide feedback to the manager on their performance
− be specific, constructive, and actionable.
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DIFFERENT VIEWS ON APPRAISAL ISSUES
Subjective versus Objective evaluation
− Subjective evaluation is based on personal opinions, feelings, and biases. It is often influenced
by the evaluator's own experiences, values, and beliefs.
− to assess someone's creativity or originality
− potential for bias
− Objective evaluation is based on facts and data. It is not influenced by the evaluator's personal
opinions or biases. The objectives should be aligned with the organization's overall goals.
− more reliable and accurate than subjective evaluation
− not influenced by the evaluator's personal opinions or biases
− best to use a combination of subjective and objective evaluation when assessing someone's
performance.
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DIFFERENT VIEWS ON APPRAISAL ISSUES
Judging versus self-appraisal
− Judging is the process of forming an opinion about someone or something
− based on facts, personal opinions, feelings, and biases
− done by someone else
− based on an external set of standards
− can be influenced by a variety of factors, such as personal biases and relationships
− Self-appraisal is the process of evaluating one's own performance or work.
− valuable tool for identifying areas where one needs to improve
− done by oneself
− based on one's own internal standards
− more objective
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DIFFERENT VIEWS ON APPRAISAL ISSUES
Assessing past performance versus future development
− Past Performance can be assessed by looking at employee contributions, such as sales figures,
project timelines, and customer satisfaction ratings
− good indicator of how an employee has performed in the past
− job description, performance goals, performance standards, contributions to the team and the
organization
− not always a good predictor of future development
− Future development can be assessed by looking at employee skills, potential, and career goals.
− good indicator of how an employee may perform in the future
− skills and knowledge, potential for growth, career goals, development needs
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THREE KINDS OF REVIEWS
Comprehensive Review
− full and detailed assessment of a manager's performance over a period of time
− conducted by the manager's superior
− involves a review of the manager's job description, performance goals, and performance
standards
− strengths and weaknesses
− career goals and development plans
− most detailed and informative, but they can also be time-consuming
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THREE KINDS OF REVIEWS
Progress Review
− shorter and less detailed assessment of a manager's performance
− conducted by the manager's superior
− involves a review of the manager's progress towards their performance goals
− challenges they are facing and how they can be addressed
− less time-consuming, but they may not be as informative
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THREE KINDS OF REVIEWS
Continuous Monitoring
− ongoing process of assessing a manager's performance
− conducted by the manager's superior
− involves a regular review of the manager's work, such as their emails, reports, and
presentations
− least time-consuming type of review
− difficult to keep track of all of the information that is collected
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STRENGTH AND WEAKNESS
Strength of appraisal against verifiable objectives
Alignment with organizational goals
• helps to ensure that employees are working towards the overall goals of the organization
• employees are clear about what is expected of them and how their work contributes to the big picture
• more likely to be motivated and engaged.
Fairness and objectivity
• considered to be a fair and objective way to assess employee performance
• the objectives are set in advance and are measurable
• less room for bias and personal opinions to influence the appraisal process.
Improved performance
• help to improve employee performance
• provides employees with clear and measurable goals to work towards
• gives them regular feedback on their progress
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STRENGTH AND WEAKNESS
Weakness of appraisal against verifiable objectives
Focus on short-term results
• focus too much on short-term results at the expense of long-term performance
• objectives are typically set for a specific period of time
• lead to employees taking shortcuts or focusing on tasks that are easy to measure
Time-consuming and bureaucratic
• requires managers to set objectives, track employee progress, and provide regular feedback
• difficult to develop verifiable objectives for all types of jobs.
Lack of flexibility
• objectives are set in advance and are not easily changed
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APPRAISING MANAGERS AS MANAGERS:
A SUGGESTED PROGRAM
− the process of evaluating their performance in their role as a manager
− includes assessing their skills and abilities in areas such as leadership, communication,
problem-solving, decision-making, teamwork, delegation, and results
− One common approach is to use a performance appraisal form that includes criteria for each of the
key
− Another approach is to use a 360-degree feedback process, which involves collecting feedback
from the manager's superior, peers, and direct reports
− it is important to be fair and objective in the appraisal process
− should be based on the manager's actual performance
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APPRAISING MANAGERS AS MANAGERS:
A SUGGESTED PROGRAM
Advantages of appraising managers as managers:
Identify areas for improvement and development
• can be used to develop training and development programs to help managers improve their skills
and knowledge.
Recognize and reward good performance
• help to motivate managers and to create a positive work environment.
Improve the performance of the organization
• lead to increased productivity, improved employee morale, and better customer satisfaction.
Disadvantages of appraising managers as managers:
Time-consuming
• important to ensure that the appraisal process is efficient and effective.
Difficult to be objective
• important to be aware of potential biases and to take steps to mitigate them
May lead to conflict
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TEAM EVALUATION APPROACH
Advantages
Selection of job-related criteria
• High degree of accuracy
Development of examples of observable behavior
• Can be used to identify raters
bias
Selection of four to eight raters (peers, associates, other
supervisors, and, naturally, the immediate superior) • Persons being rated involve
in selecting evaluation criteria
Preparation of the rating forms applicable to the job
as well as the raters
Completion of the forms by the raters
Integration of the various ratings
Analysis of the results and preparation of the report
04/04/2025 Module 4: Staffing 39
REWARDS AND STRESS OF MANAGING
Rewards of Managing:
Pay for Performance
General Aspects
Fitting the Needs of
Stress in Managing the Individual to the
Demands of the Job
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REWARDS OF MANAGING
Achievement of goals, Improved Productivity, Team Collaboration, Problem solving skills,
Career advancement, Financial rewards, Personal Development, Influence and impact,
Recognition, Job Satisfaction, Learning opportunity, Networking, Adaptability, Time
Management, Leadership Experience
STRESS IN MANAGING
• Complex phenomenon, rate of all wear and tear caused by life
• Physical sources: overload, irregular timing, loss of sleep, loud noises, bright light or less
light
• Psychological sources: boring job, inability to socialize, lack of autonomy, responsibility
without authority, unrealistic objectives
• Physiological and Psychological effects
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FORMULATING THE
CAREER STRATEGY
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MANAGER
DEVELOPMENT
PROCESS AND
TRAINING
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APPROACHES TO MANAGER DEVELOPMENT: ON-THE-JOB
TRAINING
• Planned Progression
• Job Rotation
• Creation of “Assistant-to” Positions
• Temporary Promotions
• Committees and Junior Boards
• Coaching
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Conference Programs
University Management Programs
APPROACHES TO MANAGER
DEVELOPMENT: INTERNAL AND In-House “Universities”
EXTERNAL TRAINING
Readings, Television, Video Instruction, and Online
Education
Business Simulation and Experiential Exercises
E-Training
Innovation in Higher Education: edX
Coursera Online Programs
Special Training Programs
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MANAGING CHANGE
• Changes That Affect Manager and Organization Development
• Techniques for Initiating Change
• Resistance to Change
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ORGANIZATIONAL CONFLICT
Sources of Conflict Managing Conflict
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Thank
you
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