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Principles Of Management
1.
2. BBA 2nd Semester
Submitted to :- Ma’am Mehwish Riaz
Submitted by :- Group ( 3 ) Sherdils
Group members :-
Naveed Azam , Roll # 6
Usama Saood , Roll # 9
Naveed Akbar , Roll # 13
3.
4. • NATURE OF STAFFING
• STAFFING AS A MANAGEMENT FUNCTION
• IMPORTANCE OF STAFFING
DEFINITION OF STAFFING
KINDS OF STAFFING
STAFFING PROCESS
5.
6. It Is a process through which capable employees
are recruited, selected, properly trained, effectively
developed, rightfully rewarded and their joint efforts are
harmoniously.
- Is a managerial function that takes people with
necessary skills into the organization and develops them
into precious organizational resource.
DEFINITION
7. NATURE OF STAFFING
1. It is a significant function of management
2. It is an important part of management process
3. It is continuous activity function of management
4. It is concerned with human resources of an organization
5. It is separate from physical factors, because it is complicated
and sensitive function
6. It deals with the maximum utilization of human resources like
direction, coordination and control.
8. STAFFING AS MANAGEMENT FUNCTION
- Committed to acquiring, training,
appraising, and compensating employees.
9. 1. All managers are human resource managers.
2. Employees are more important assets than
buildings or equipment; good employees give a
company the competitive edge.
3. Human resource management is a matching
process therefore; it must match the needs of the
organization with the needs of the employee.
3 PRINCIPLES TO BE UNDERSTOOD BY ALL MANAGERS
10. IMPORTANCE OF STAFFING
1. Filling the organizational positions
2. Making possible discovery of able
staff for challenges
3. Guaranteeing utmost productivity
4. Developing personnel for shouldering
greater responsibilities
11. 5. Meeting upcoming requirements of talented
people
6. Satisfying job owing to correct placement
7. Utilizing of human resources most favorably
8. Supplying information concerning transfer,
promotion, recruitment, death, demotions, ic.
9. Retaining professionalism among personnel
13. 1. SHORT- TERM STAFFING
2. LONG- TERM STAFFING
3. SUCCESSION STAFFING
4. STRATEGIC STAFFING
14. SHORT- TERM STAFFING
- Centers on the urgent needs of the
company
LONG- TERM STAFFING
- Engages taking a practical approach to
company’s staffing needs
- Covers at least one year
15. SUCCESSION PLANNING
- ALLOWS YOU TO COMPLETELY
COMPREHEND THE DUTIES AND
RESPONSIBILITIES OF YOUR MANAGEMENT
STAFF SO YOU CAN TRAIN INSIDE CANDIDATE TO
BE READY TO STEP INTO PROMOTION RIGHT
AWAY SHOULD MANAGEMENT TURNOVER TAKES
PLACE.STRATEGIC- STAFFING
- INVOLVES A COMBINATION OF SHORT-
TERM, LONG- TERM AND SUCCESSION
PLANNING
16. WHY IS STRATEGIC STAFFING
PLANS ARE IMPORTANT?
1. Competitive Advantage
2. Executive Development
3. Legal Consideration
4. Cost Efficiency
17. STAFFING PROCESS
1. MANPOWER
PLANNING
•1. MANPOWER PLANNING
2.
RECRUITMENT
•2. RECRUITMENT
3. SELECTION
•3. SELECTION
4. PLACEMENT
•4. PLACEMENT
5. TRAINING &
DEVELOPMENT
•5. TRAINING & DEVELOPMENT
18. MANPOWER PLANNING
- First step in staffing
- Manpower planning which is also called as
human resource planning consists of putting right
number of people, right kind of people at the right place,
right time, doing the right things for which they are
suited for the achievement of goals of the organization.
19. STEPS IN MANPOWER PLANNING
1. Analyzing the current manpower inventory
A. Type Of Organization
B. Number Of Departments
C. Number And Quantity Of Such Departments
D. Employees In These Work Units
20. 2. MAKING FUTURE MANPOWER
FORECASTS
A. Expert Forecasts
B. Trend Analysis
C. Work Loud Analysis
D. Work Force Analysis
E. Other Methods
STEPS IN MANPOWER PLANNING
21. STEPS IN MANPOWER PLANNING
3. DEVELOPING EMPLOYMENT PROGRAMS
4. DESIGN TRAINING PROGRAMS
22. IMPORTANCE OF MANPOWER PLANNING
1. Key To Managerial Function
2. Efficient Utilization
3. Motivation
4. Better Human Relations
5. Higher Productivity
23.
24. 2. RECRUITMENT
- Is the process of attracting the
appropriate number of qualified individuals to
apply for vacant positions in an organization.
25. TYPES OF RECRUITMENTS
1. Internal recruitment
- Is a recruitment which takes place within
the concern or organization. Internal sources of
recruitment are readily available to an organization.
A. Transfers
B. Promotions
C. Re-employment Of Ex-employees
26. TYPES OF RECRUITMENTS
2. External recruitment
- External sources of recruitment have to be solicited
from outside the organization. But it involves lot of time
and money.
A. Employment At Factory Level
B. Advertisement
C. Employment Exchanges
D. Employment Agencies
E. Educational Institutions
F. Recommendations
G. Labor Contractors
27. SELECTION
- Refers to the process of choosing
from candidates those who will
become employees of the
organization.
28. SELECTION PROCESS
- Includes Activities Such As:
Development Of Selection Criteria
Advertising
Short- Listing
Application Forms Submission
Testing
Interviewing
Reference Check
Making The Final Selection Decision
Submission Of Medical Requirements
29. SELECTION PROCESS
DEVELOPING SELECTION CRITERIA
Republic of the Philippines
CIVIL SERVICE COMMISSION XII
Field Office for South Cotabato
Koronadal City
BULLETIN OF VACANT POSITIONS IN THE GOVERNMENT
Issue No. 003
Date: MAY 18, 2015
GOV'T ITEM PLACE OF
AGENCY SECTOR POSITION SG NUMBER ASSIGMENT EDUCATION EXPERIENCE TRAINING ELIGIBILITY
LGU-Tboli South
Cotabato
Local Gov't Unit
ENVIRONMENTAL
MANAGEMENT
SPECIALIST II
SG-15
OFFICE OF THE
MUNICIPAL
ENVIRONMENT AND
NATURAL
RESOURCES AND
NATURAL
RESOURCES
BACHELOR'S DEGREE
RELEVANT TO THE JOB
1-YEAR OF RELEVANT
EXPERIENCE
4 HOURS OF
RELEVANT
TRAINING
CAREER SERVICE PROFESSIONAL
OR SECOND LEVEL ELIGIBILITY
PREPARED BY: NOTED:
HRMO II Head of Agency
Municipal Mayor
CERTIFICATION
THIS IS TO CERTIFY THAT THIS POSTING OF VACANT POSITION IS POSTED IN THREE CONSPICUOS PLACES: NAMELY: MUNICIPAL HALL, PUBLIC PLAZA AND MARKET FROM MAY 18-JUNE 2, 2015.
HRMO II
30.
31. SELECTION PROCESS
SHORT- LISTING
VITAL QUALIFICATIONS
ADVANTEGEOUS
QUALIFICATIONS
LOOK FOR
MORE
INFORMATION
BE RELIABLE ON
DOCUMENTS
DECISIONS MADE & THE
REASON FOR THEM
33. SELECTION PROCESS
TESTING
Test match the essential
requirements of the job
Check the tests are up-to-
date
Check for any bias or
indirect discrimination
34. SELECTION PROCESS
INTERVIEWING
Permit applicants to display what they can offer to the
organization
Confirm if there is a need for any specific arrangements
Have questions prepared in advance
Ensure consistency & fairness in questioning
Focus on the real needs of the job
The selection committee is entitled to ask applicants whether
they can fulfill the requirements of the job
It is proper to ask people with disabilities whether they require
any adjustments to perform the job
Allow the interviewee time to make their point
Don’t make assumptions about a person’s ability
Do not ask invasive and irrelevant questions
35. SELECTION PROCESS
REFERENCE CHECKS
Help guarantee that suitable
candidate is hired
Clarify, verify and add data to what
has been learned in the interview
Never reveal information received
from the previous employer to the
candidate
Best source of information on any
candidate is the former employer
On- the- job performance is the
most useful predictor of future
success
36. SELECTION PROCESS
MAKING DECISIONS
Time to appraise all
information gathered
Grade applicants
Evaluate all information
Record decisions prepared
& reasons for them
If requested, offer
constructive comments to
unsuccessful applicants
40. 1. BRIEF HISTORY & OPERATIONS OF THE COMPANY
2. THE COMPANY’S ORGANIZATION STRUCTURE
3. POLICIES & PROCEDURES OF THE COMPANY
4. PRODUCTS & SERVICES OF THE COMPANY
5. LOCATION OF DEPARTMENT & EMPLOYEE FACILITIES
6. SAFETY MEASURES
7. GRIEVANCES PROCEDURES
8. BENEFITS & SERVICES OF EMPLOYEE
9. STANDING ORDERS & DISCIPLINARY PROCEDURES
10. OPPORTUNITIES FOR TRAINING, PROMOTIONS,
TRANSFERS, ETC.
11. SUGGESTION SCHEMES
12. RULES & REGULATIONS
INFORMATION GIVEN DURING AN ORIENTATION
41. SIGNIFICANCE OF PLACEMENT
1. IT ENHANCES EMPLOYEE MORALE
2. IT HELPS IN EMPLOYEE TURNOVER REDUCTION
3. IT AIDS IN LESSENING ABSENTEEISM
4. IT FACILITATES IN ACCIDENT RATES REDUCTION
5. IT AVOIDS MISFIT BETWEEN THE CANDIDATE AND
THE JOB
6. IT ASSISTS THE CANDIDATE TO WORK BASED ON
THE PRESET OBJECTIVES OF THE ORGANIZATION
43. TRAINING & DEVELOPMENT
THE PRINCIPAL OBJECTIVE:
Make sure the availability of a skilled and willing
workforce to an organization
4 Other Objectives
1. Individual Objectives
2. Organizational Objectives
3. Functional Objectives
4. Societal Objectives
44. THE NEED FOR TRAINING & DEVELOPMENT
CHANGE
DEVELOPMENT
45. DIFFERENT TYPES OF TRAINING & DEVELOPMENT
TECHNIQUES
1. ON- THE- JOB TRAINING AND
LECTURES
2. PROGRAMMED INSTRUCTION (PI)
3. COMPUTER- ASSITED INSTRUCTION
(CAD)
4. AUDIOVISUAL TECHNIQUES
5. SIMULATIONS
6. BUSINESS GAMES