Organization and Management Quarter 2 Chapter 5

1. Definition
and
Nature of
Staffing

2. Table of Contents
Definition
• Define Staffing
• Nature of
Staffing
Recruitment
• Methods
• Kinds of
Recruitment
• Advantages and
Disadvantages
Selection
• Steps in
Selection
01 02 03

3. What is Staffing
01

4. What is staffing?
According to Dyck and Neubert
(202), Staffing is the Human
Resource function of identifying,
attracting, hiring, and retaining
people with the necessary
qualifications to fill the
responsibilities of current and future
jobs in the organization.

5. MANAGERIAL and NON-
MANAGERIAL INVENTORY
There is a need to use Inventory Charts.
1. SUCCESSION/REPLACEMENT CHART.
2. GENERAL ORGANIZATION CHART

6. MANAGERIAL
INVENTORY
Inventory Charts.
1. SUCCESSION/REPLACEMENT CHART.
This chart is similar to the general organization chart used by the
company but limited to managerial positions and the names of potential
successors (promotable, satisfactory but not promotable, dismissed,
etc.)

7. NON-MANAGERIAL
INVENTORY
Inventory Charts.
2. GENERAL ORGANIZATION CHART
to identify vacant job positions that need to be filled or by direct reports
from department/unit heads or supervisors. Managers need not make
detailed succession planning, as these job positions are less sensitive.

8. COMPONENTS OF STAFFING
RECRUITME
NT
The process of identifying and
attracting the people with the
necessary qualifications
SELECTI
ON
choosing who to hire

9. checking the internal environment of the organization for human
resources
the identifying of job vacancies, job requirements, as well as
workforce requirements
selecting those with essential qualifications for the job opening.
external recruiting
2
1
3
4
STEPS in STAFFING

10. promoting
placing the selected applicant
planning of employee’s career
evaluating performance
6
5
7
8
STEPS in STAFFING

11. compensating human resources
training of human resources
10
9
STEPS in STAFFING

12. WHAT AFFECTS THE PRESENT AND
FUTURE NEEDS FOR THE HUMAN
RESOURCES?
EXTERNA
L
External forces
include economic,
technological,
social, political,
and legal factors.
INTERNAL
The firm’s goal and
objectives, technology,
the types of work that
have to be done, salary
scales and the kinds of
people employed by the
company,

13. RECRUITME
NT
02

14. RECRUITMENT
can either be…
EXTERNAL
INTERNAL

15. EXTERNAL
RECRUITMENT
• In external recruitment, outside sources
are considered in the process of locating
potential individuals who might want to
join the organization and encouraging
them to apply for actual or anticipated job
vacancies.
• Can be UNSOLICITED or REFERRALS
from Employment agencies/schools

16. INTERNAL
RECRUITMENT
• filling job vacancies can be done
through promotions or transfer of
employees who are already part of the
organization.

17. Methods of External
Recruitment
Advertisements
● though websites, newspapers,
trade journals, radio,
television, billboards, posters
and e-mails among others.

18. Methods of External
Recruitment
Unsolicited applications
● received by employers from
individuals who may or may not
be qualified for the job openings.

19. Methods of External
Recruitment
Internet recruiting
● independent job boards on the
Web are commonly used by job
seekers and recruiters to gather
and disseminate job opening
information.

20. Methods of External
Recruitment
Employee referrals
● are recommendations from the
organization’s present employees
who usually refer friends and
relatives who they think are
qualified for the job.

21. Methods of External
Recruitment
Executive search firms
● also known as “head hunters” help
employers find the right person for
a job. Such firms seek out
candidates with qualifications that
match the requirements of the job
openings that their client company
hopes to fill.

22. Methods of External
Recruitment
Educational institutions
● good sources of young applicants or new
graduates who have formal training but with
very little work experience. For technical and
managerial positions, schools may refer
some of their alumni who may have the
necessary qualifications needed for the said
job positions.

23. Methods of External
Recruitment
Professional associations
● may offer placement services to their
members who seek employment.
Employers may make use of the
listings that they publish in their
journals regarding members who are
available for possible recruitment or
hiring.

24. Methods of External
Recruitment
Labor unions
● sources of applicants for blue-collar and
professional job jobs.

25. Methods of External
Recruitment
Public and private
employment agencies
● may also be good sources of
applicants for different types of job
vacancies for they usually offer free
service while private one’s charge
fees from both the job applicant and
the employers soliciting referrals from
them.

26. INTERNAL
RECRUITMENT
• Most managers prefer to follow a policy of
filling job openings through promotions and
transfer.
• In this way, they lessen the chances of
losing the organization’s top performers.
• Recruitments may be done by using
company bulletin boards, company
newsletters and recommendations from
department or unit heads, among others.

27. Advantages of External
Recruitment
1. Advertising and recruiting through the Internet reach a larger
number of possible applicants, thus, increasing the possibility of
being able to recruit applicants suited for the job.
2. Applicants who submit applications and resumes through their own
initiative are believed to be better potential employees because they are
serious about getting the job.
3. Employee referrals from outside sources are believed to be high-
quality applicants because employees are generally hesitant to
recommend persons who are not qualified for job openings.

28. Advantages of External
Recruitment
4. Executive search firms usually refer highly qualified
applicants from outside sources because they try to check
applicants’ qualifications before recommending them to client
firms who pay for their services.
5. Educational institutions know the capabilities and
qualifications of their graduates, hence, increasing the
chances of their ability to refer qualified applicants to
potential employers. High-quality

29. Disadvantages of External
Recruitment
1. The cost and time required by external recruitment are the
typical disadvantages of suing this recruitment method.
Advertising job openings and the orientation and training of
newly hired employees from outside sources, as well as
sorting out large volumes of solicited or unsolicited job
applications present challenges in budgeting time and
money.

30. Disadvantages of External
Recruitment
2. Another disadvantage of external recruitment is the
possibility of practicing bias or entertaining self-serving
motives in the referral of friends and relatives by current
employees and in the recommendation of private
employment agencies of job applicants.

31. Advantages of Internal
Recruitment
1. Less expenses are required for internal recruitment advertising;
newsletters, bulletin boards, and other forms of internal communication may
disseminate information to current employees interested in applying for job
openings within the company.
2. Training and orientation of newly promoted or transferred current
employees are less expensive and do not take too much time since they
are already familiar with company policies.
3. The process of recruitment and selection is faster because the candidate
for transfer or promotion is already part of the organization.

32. Disadvantages of Internal
Recruitment
1. The number of applicants to choose from is limited.
2. Favoritism may influence a manager to recommend a
current employee for promotion to a higher position.
3. It may result in jealousy among other employees who were
not considered for the position. Some may also accuse the
management of bias for choosing an employee who is
perceived to be less qualified for the job opening.

33. SELECTION
03

34. Establishing the selection criteria – Selecting human resources
in an organization requires an understanding of the nature and
purpose of the job position that has to be filled.
Requesting applicants to complete the application form –
Application forms must be completed because these provide
the needed information about the applicant.
Screening by listing applicants who seem to meet the set
criteria – This involves the preparation of a shortlist of
applicants who meet the minimum requirements of the job
position to be filled.
1
STEPS in SELECTION PROCESS
2
3

35. Screening interview to identify more promising applicants –
Here, a shortlist of applicants is prepared. Included in the list
are applicants who will be asked to undergo formal interview by the
supervisor/manager; and applicants who are deemed to be most fitted
for the job opening to this shorter list.
Interview by the supervisor/manager or panel interviewers –
Through formal interviews of the most promising applicants,
other characteristics of the applicants may be revealed or ob
served by the supervisor/manager or panel interviews.
4
STEPS in SELECTION PROCESS
5

36. Verifying information provided by the applicant –
To make sure that the applicant has not given false
information about himself or herself, verification is necessary.
Requesting the applicant to undergo psychological and
physical examination – Having a healthy mind and a healthy
body is important for good job performance.
Informing the applicant that he or she has been chosen for the position
applied for – Informing the applicant may be done verbally or in
writing by the managers who give the final decision regarding the
company’s rules and regulations for hiring an applicant must be
given in this step.
6
STEPS in SELECTION PROCESS
7
8

37. Panel
interview
TYPES OF INTERVIEW
One-on-one
interview
Unstructure
d Interview
Structured
Interview

38. Intelligence Test Personality Tests
Proficiency and Aptitude Tests Vocational Tests
TYPES OF
EMPLOYMENT
TESTS

39. Training needs assessment
Training needs assessment must be
done systematically in order to
ascertain if there really is a need for
training.

40.  Organization Analyses include the analyses of effects of downsizing,
branching out conflicts with rival companies, and others that may
require training or retraining of employees.
• Task analysis involves, for example, checking job requirements to find
out if all these are being done to meet company goals. If not this may
be a go-signal to train or retrain personnel.
• Person analysis determines who among the employees needs training or
retraining. This is to avoid spending on the training of employees who
no longer need it. For example, a department manager pirated from a
rival company to occupy a vacancy in one of the organization’s
departments in the same capacity (department manager) may not
need managerial skills training anymore.

41. Different Learning Principles
Modeling
Feedback and Reinforcement
Massed v. Distributed learning
Goal-setting
Individual Differences
Active Practice and Repetition

42. Different Learning Principles
oDesigning the Training Program
oImplementing the Training Program
oEvaluating the Training Program
oEmployee Development

43. Compensation/Wage and Performance Evaluation
Compensation/wages and performance evaluation
are related to each other because the employees’
excellent or poor performance also determines the
compensation given to them, after considering
other internal and external factors like the actual
worth of the job, compensation strategy of the
organization, conditions of the labor market, cost
of living and area wage rates among others.

44. Types of Compensation
Direct Compensation – include workers’ salaries, incentive
pays, bonuses and commissions.
Indirect Compensation – includes benefits given by
employers other than financial remunerations; for example:
travel, educational and health benefits and others.
Nonfinancial Compensation – includes recognition
programs, being assigned to do rewarding jobs or enjoying
management support, ideal work environment and
convenient work hours.

45. Connecting Compensation to Organizational Objectives
Worker compensation/wages have tremendously changed in the 21st
century due to increased market competition (both local and global),
required skills from workers, and changes in technology, among
others. Along with these, organizations’ pay philosophies have also
changed. Instead of paying employees based mainly on their job
positions or titles, they are now given pay according to their individual
competencies or according to how much they could contribute or have
contributed to their company’s success. Wage experts now prepare
compensation packages that create value for both the organization and
its employees.

46. Compensation as a Motivational Factor for
Employees
Compensation pay presents a reward that an employee receives for
good performance that contributes to the company’s success. In
relation to this, the following must be considered:
Pay Equity – related to fairness; the Equity Theory is a motivation
theory focusing on employees’ response to the pay that they receive
and the feeling that they receive less or more that they deserve.
Expectancy Theory – another theory of motivation which
predicts that employees are motivated to work well because of
the attractiveness of the rewards or benefits that they may
possibly receive from a job assignment.

47. Bases for Compensation
Piecework basis – when pay is computed according to the
number of units produced.
Hourly basis – when pay is computed according to the
number of work hours rendered.
Daily basis – when pay is computed according to the number
of work days rendered.
Weekly basis – when pay is computed according to the
number of work weeks rendered.
Monthly basis - when pay is computed according to the
number of work months rendered.

48. Purpose of Performance Evaluation
o Administrative Purposes – These are fulfilled through
appraisal/evaluation programs that provide information that may be
used as basis for compensation decisions, promotions, transfers and
termination.
o Developmental Purposes – These are fulfilled through
appraisal/evaluation programs that provide information about
employees’ performance and their strengths and weaknesses that may
be used as basis for identifying their training and development needs.

49. Performance Appraisal Method
Trait methods – performance evaluation method designed to find
out if the employee possess important work characteristics such as
conscientiousness, creativity, emotional stability and others.
Graphic rating scales – performance appraisal method where each
characteristic to be evaluated is represented by a scale on which the
evaluator or rater indicates the degree to which an employee posse
that characteristic
Forced-choice method- performance evaluation that requires the
rater to choose from tow statements purposely designed to
distinguish between positive or negative performance; for example:
works seriously –works fast; shows leadership – has initiative.

50. Performance Appraisal Method
Behaviorally anchored rating scare (BARS) – a
behavioral approach to performance appraisal that
includes five to ten vertical scales, one for each important
strategy for doing the job and numbered according to its
importance.
Behavior observation scale (BOS) – a behavioral
approach to performance appraisal that measure the
frequency of observed behavior.

51. Why do some evaluation programs fail?
♦inadequate orientation of the evaluates
regarding the objectives of the program;
♦incomplete cooperation of the evaluates;
♦bias exhibited evaluators;
♦inadequate time for answering the
evaluation forms.

52. Employee Relations
• Employee relations apply to all phases of work activities in
organizations, and managers, to be effective, must be able to
encourage good employee relations among all human
resources under his or her care.

53. THREE TYPES OF EMPLOYEES
1. ENGAGED – Employees who work with passion and feel a
deep connection with their company, they drive innovation
and move the organization forward.
2. NOT ENGAGED – Employees who are essentially “checked
out”, they put time, but not energy or passion into their work.
3. ACTIVELY DISENGAGED – Employees who are not only
unhappy at work, but also act out their unhappiness, they
undermine what their engaged coworkers accomplish.

54. REWARDS SYSTEM
Organization offer competitive rewards systems to attract knowledgeable and skilled people and to
keep them motivated and satisfied once they are employed in their firm.
Monetary reward- rewards which pertain to money, finance or currency.
a. pay/salary – financial remuneration given in exchange for work performance that will
help the organization attain its goals; examples, weekly, monthly, or hourly pay,
piecework compensation, etc.
b. benefits – indirect forms of compensation given to employees/workers for the
purpose of improving the quality of their work and personal lives; health care benefits,
retirement benefits, educational benefits, and others are examples of these.
c. incentives – rewards that are based upon a pay-for-performance philosophy; it
establishes a baseline performance level that employees or groups of employees must
reach in order to be given such reward r payment; examples: bonuses, merit pay, sales
incentives etc.
d. executive pay – a compensation package for executives of organizations which
consists of five components: basic salary, bonuses, stock plans, benefits and
perquisites.

55. REWARDS SYSTEM
e. stock option – are plans that grant employees the right to buy a specific
number of shares of the organization’s stock at a guaranteed price during a
selected period of time.
Nonmonetary reward – rewards which do not pertain to money, finance or
currency; refer to intrinsic, rewards that are self-granted and which have a
positive psychological effect the employee who receives them.
a. award – nonmonetary reward that may be given to individual employees or
groups/teams for meritorious service or outstanding performance; trophies,
medals or certificates of recognition may be given instead of cash or extrinsic
rewards.
b. praise – a form of nonmonetary, intrinsic reward given by superiors to their
subordinates when they express oral or verbal appreciation for excellent job
performance.

56. DEFINITION OF TERMS:
TYPES OF JOB INTERVIEW
STRUCTURED INTERVIEW- the interviewer
asks the applicant to answer a set of prepared
question.
UNSTRUCTURED INTERVIEW- the
interviewer has no interview guide and may ask
question freely

57. DEFINITION OF TERMS:
TYPES OF JOB INTERVIEW
ONE-ON-ONE INTERVIEW- one interviewer
is assigned to interview the applicant
PANEL INTERVIEW- several interviewer or a
panel interview may conduct interview of
applicant , three to five interviewer