2. Staffing
• Defined as the management function that
determines human resources needs, recruits,
selects, trains, and develops human resources
for jobs created by the organization.
• It is undertaken to match people with jobs so
that the realization of the organization’s
objectives will be facilitated.
3. Staffing procedure
1. Human resource planning
2. Recruitment
3. Selection
4. Induction and orientation
5. Training and development
6. Performance appraisal
7. Employment decisions(rewards, transfers,
promotion and demotion)
8. separations
4. Human resource planning activities
1. Forecasting – an assessment of future human
resource needs in relation to the current
capabilities of the organization
2. Programming – translating forecasted human
resource needs to personnel objectives and
goals.
3. Evaluation and control – monitoring human
resource action plans and evaluating their
success.
5. Recruitment
• Refers to attracting qualified persons to apply for
vacant positions in the company so that those
who are best suited to serve the company may
be selected.
• Source of Applicants
– Organization’s current employees
– Newspaper advertizing
– Schools
– Referral from employees
– Recruitment firms
– competitors
6. Selection
• Refers to the act of choosing from those that
are available the individuals most likely to
succeed on the job.
• The purpose of selection is to evaluate each
candidate and to pick the most suited for the
position available.
• Selection procedures may be simple or
complex depending on the costs of a wrong
decision.
7. • When the position under consideration
involves special skills, a more elaborate
selection process is undertaken.
8. Ways of determining the qualifications of a
job candidate
• Application blanks – provides information
about a person’s characteristics such as age,
marital status, address, educational
background, experience, and special interests.
• References – are those written by previous
employers, co-workers, teachers, club officers,
etc. Their statements may provide some vital
information on the character of the applicant.
9. • Interviews – information gathered by asking
series of relevant questions to the job
candidate.
• Testing – this involves an evaluation of the
future behavior or performance of an
individual.
10. Types of Tests
• Psychological tests – is an objective, standard
measure of a sample behavior. It is classified into:
a.) Aptitude test – used to measure a person’s capacity
or potential ability to learn
b.) Performance test – used to measure a person’s
current knowledge of a subject
c.) Personality test – used to measure personality traits
as dominance, sociability, and conformity.
d.) Interest test – used to measure person’s interest in
various fields of work.
11. • Physical examination – test given to assess the
physical health of an applicant. It is given to
assure that the health of the applicant is
adequate to meet the job requirements.
12. Induction and Orientation
• In induction, new employee is provided with
the necessary information about the
company. The company history, its products
and services, and the organizational structure
are explained to the new employee. His duties
and responsibilities, and benefits are relayed
to him. Personnel and health forms are filled
up, and passes are issued.
13. • In orientation, the new employee is
introduced to the immediate working
environment and co-workers. Location, rules,
equipment procedures, training plans and
performance expectations are discussed. The
new employee also undergoes socialization
process by pairing him with an experienced
employee.
14. Training and development
• Training is necessary if the newly-hired
employee is assessed to be lacking the
necessary skills required for the job.
• Training refers to the learning that is provided
in order to improve performance on the
present job.
15. Training program for nonmanagers
• On-the-job training – the trainee is placed in an
actual work situation under the direction of his
immediate supervisor, who acts as trainer.
• Vestibule school – the trainee is placed in a
situation almost exactly the same as the
workplace where machines, materials and time
constraints are present.
• Apprenticeship program – a combination of on-
the-job training and experiences with classroom
instruction in particular subjects are provided to
trainees.
16. • Special courses – provide more emphasis on
education rather than training.
17. Training Programs for Managers
• Training methods that enhance decision-
making skills:
1.In-basket – The trainee is provided with set of
notes, messages, telephone calls, letters, and
reports, all pertaining to a certain company
situation. He is expected to handle the
situation within a given period of 1 to 2 hours.
18. • Management games – The trainees are faced
with a simulated situation and are required to
make an ongoing series of decisions about
that situation.
• Case studies – Actual situations in
organizations are presented and will enable
one to examine successful and unsuccessful
operations.
19. Training methods that enhance
interpersonal competence
• Role playing – the purpose is to improve skills
in human relations, supervision and
leadership. Trainees are provided with a script
or a description of a given problem and of the
key persons they are to play.
• Behavior modeling – the trainee is expected
to adapt the behavior of the model and use it
effectively in some instances later on.
20. • Sensitivity training – awareness and sensitivity
to behavioral patterns of oneself and others
are develop.
• Transactional analysis – training method
intended to help individuals not only
understand themselves and others but also
improve their interpersonal communication
skills.
21. Training methods that enhance job
knowledge
• On-the-job experience – provides valuable
opportunities for the trainee to learn various
skills while actually engaged in the
performance of a job.
• Coaching – this method requires a senior
manager to assist a lower-level manager by
teaching him the needed skills and generally
providing directions, advice, and helpful
criticism.
22. • Understudy – under this method, a manager
works as assistant to a higher-level manager
and participates in planning and other
managerial functions until he is ready to
assume such position himself. Sometimes, the
assistant is allowed to take over.
23. Training methods that enhance
knowledge of the organization
• Position rotation – under this method, the
manager is given assignments in variety of
departments. The purpose is to expose him to
different functions of the organization.
• Multiple management – junior executives are
provided with means to prepare them for higher
management positions. They are encouraged to
take a broad business outlook rather than
concentrating on their specialized lines of work.
24. Performance appraisal
• Is the measurement of employee performance.
• Purposes:
1.To influence in a positive manner employee
performance and development.
2.To determine merit pay increases
3.To plan future performance goals
4.To determine training and development needs
5.To assess the promotional potential of
employees
25. Ways of appraising performance
1. Rating scale method – each trait or
characteristic to be rated is represented by a
scale on which the rater indicates the degree
to which the individual possesses the trait or
characteristic.
2. Essay method – the evaluator composes
statements that best describe the person
evaluated.
26. 3. Management by objectives method – where
specific goals are set collaboratively for the
organization as a whole, for various subunits, and
for each individual member. Individuals are then
evaluated on the basis of how well they have
achieved the results specified by the goals.
4. Assessment center method – where one is
evaluated by persons other than the immediate
superior. This method is used for evaluating
managers.
27. 5. Checklist method – the evaluator checks
statements on a list that are deemed to
characterize an employee’s behavior or
performance.
6. Work standards method – standards are set
for the realistic worker output and later on
used in evaluating the performance of non-
managerial employees
28. 7. Ranking method – each evaluator arranges
employees in rank order from the best to the
poorest.
8. Critical –incident method – the evaluator
recalls and writes down specific but critical
incidents that indicate the employee’s
performance. A critical incident occurs when
employee’s behavior results in an unusual
success or failure on some parts of the job.
29. Employment decisions
• Monetary rewards – given to employees whose
performance is at par or above standard
requirements
• Promotion – a movement by a person into a
position of higher pay and greater responsibilities
and which is given as a reward to competence
and ambition
• Transfer – movement of a person to a different
job at the same or similar level of responsibility in
the organization.
30. • Transfers are made to provide growth
opportunities for the persons involved or to
get rid of a poor performing employee.
• Demotion – a movement from one position to
another which has less pay or responsibility
attached to it. It is used as a form of
punishment or as a temporary measure to
keep an employee until he is offered a higher
position.
31. Separation
• A voluntary or involuntary termination of an
employee.
• When made voluntary, the organization’s
management must find out the real reason. If the
presence of a defect in the organization is
determined, corrective action is necessary.
• Involuntary separation or termination is the last
option when an employee’s performance is poor
or when he/she committed an act violating
company rules and regulations. This is usually
made after training efforts fail to produce
positive results
