useful to students

1. Unit-5
Staffing: Definition, Meaning, and Functions
Staffing is the process of hiring eligible candidates in the organization or company for specific
positions. In management, the meaning of staffing is an operation of recruiting the employees by
evaluating their skills, knowledge and then offering them specific job roles accordingly. Let us
find out more about what is Staffing and what it entails along with its functions and
characteristics.
What is Staffing?
Definition: Staffing can be defined as one of the most important functions of management. It
involves the process of filling the vacant position of the right personnel at the right job, at right
time. Hence, everything will occur in the right manner.
It is a truth that human resource is one of the greatest for every organization because in any
organization all other resources like- money, material, machine etc. can be utilized effectively
and efficiently by the positive efforts of human resource.
Therefore it is very important that each and every person should get right position in the
organization so as to get the right job, according to their ability, talent, aptitude, and
specializations so that it will help the organization to achieve the pre-set goals in the proper way
by the 100% contribution of manpower. Thus it can be said that it is staffing is an essential
function of every business organization. From this, we can understand what is Staffing?
Functions of Staffing
1. The first and foremost function of staffing is to obtain qualified personnel for different
jobs position in the organization.
2. In staffing, the right person is recruited for the right jobs, therefore it leads to maximum
productivity and higher performance.
3. It helps in promoting the optimum utilization of human resource through various aspects.
4. Job satisfaction and morale of the workers increases through the recruitment of the right
person.
5. Staffing helps to ensure better utilization of human resources.
6. It ensures the continuity and growth of the organization, through development managers.
Importance of Staffing
Efficient Performance of Other Functions

2. For the efficient performance of other functions of management, staffing is its key. Since, if an
organization does not have the competent personnel, then it cannot perform the functions of
management like planning, organizing and control functions properly.
Effective Use of Technology and Other Resources
What is staffing and technology’s connection? Well, it is the human factor that is instrumental in
the effective utilization of the latest technology, capital, material, etc. the management can
ensure the right kinds of personnel by performing the staffing function.
Optimum Utilization of Human Resources
The wage bill of big concerns is quite high. Also, a huge amount is spent on recruitment,
selection, training, and development of employees. To get the optimum output, the staffing
function should be performed in an efficient manner.
Development of Human Capital
Another function of staffing is concerned with human capital requirements. Since the
management is required to determine in advance the manpower requirements. Therefore, it has
also to train and develop the existing personnel for career advancement. This will meet the
requirements of the company in the future.
The Motivation of Human Resources
In an organization, the behaviour of individuals is influenced by various factors which are
involved such as education level, needs, socio-cultural factors, etc. Therefore, the human aspects
of the organization have become very important and so that the workers can also be motivated
by financial and non-financial incentives in order to perform their functions properly in
achieving the objectives.
Building Higher Morale
The right type of climate should be created for the workers to contribute to the achievement of
the organizational objectives. Therefore, by performing the staffing function effectively and
efficiently, the management is able to describe the significance and importance which it attaches
to the personnel working in the enterprise.
Characteristics of Staffing
People-Centered
Staffing can broadly view as people-centered function and therefore it is relevant for all types of
organization. It is concerned with categories of personnel from top to bottom of the organization.
 Blue collar workers (i.e., those working on the machines and engaged in loading,
unloading etc.) and white collar workers (i.e., clerical employees).

3.  Managerial and Non Managerial personal.
 Professionals (eg.- Chartered Accountant, Company Secretary)
Responsibility of Manager
Staffing is the basic function of management which involves that the manager is continuously
engaged in performing the staffing function. They are actively associated with the recruitment,
selection, training, and appraisal of his subordinates. Therefore the activities are performed by
the chief executive, departmental managers and foremen in relation to their subordinates.
Human Skills
Staffing function is mainly concerned with different types of training and development of human
resource and therefore the managers should use human relation skill in providing guidance and
training to the subordinates. If the staffing function is performed properly, then the human
relations in the organization will be cordial and mutually performed in an organized manner.
Continuous Function
Staffing function is to be performed continuously which is equally important for a new and well-
established organization. Since in a newly established organization, there has to be recruitment,
selection, and training of personnel. As we compare that, the organization which is already a
running organization, then at that place every manager is engaged in various staffing activities.
Therefore, he is responsible for managing all the workers in order to get work done for the
accomplishment of the overall objectives of an organization
Steps involved in staffing process
 HRP(Human resource planning)
 Recruitment
 Selection
 Training i) on the job training ii) off the job training
 Induction or orientation
 Development
 Performance appraisal
 Promotion & transfer
 Remuneration ex:wage,salary
 Employee welfare etc.
SelectionProcess
Employee Selection is the process of putting right men on right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people. Effective
selection can be done only when there is effective matching. By selecting best candidate for
the required job, the organization will get quality performance of employees. Moreover,

4. organization will face less of absenteeism and employee turnover problems. By selecting
right candidate for the required job, organization will also save time and money. Proper
screening of candidates takes place during selection procedure. All the potential candidates
who apply for the given job are tested.
But selection must be differentiated from recruitment, though these are two phases of
employment process. Recruitment is considered to be a positive process as it motivates more
of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data.
While selection is a negative process as the inappropriate candidates are rejected here.
Recruitment precedes selection in staffing process. Selection involves choosing the best
candidate with best abilities, skills and knowledge for the required job.
Definition: The Selection is a process of picking the right candidate with prerequisite
qualifications and capabilities to fill the jobs in the organization.
The selection process is quite lengthy and complex as it involves a series of steps before
making the final selection. The procedure of selection may vary from industry to industry,
company to company and even from department to department. Every organization designs
its selection process, keeping in mind the urgency of hiring people and the prerequisites for
the job vacancy.
SelectionProcess
The selection procedure comprises of following systematic steps:
1. Preliminary Interview: The preliminary interview is also called as a screening interview
wherein those candidates are eliminated from the further selection process who do not meet
the minimum eligibility criteria as required by the organization.
Here, the individuals are checked for their academic qualifications, skill sets, family
backgrounds and their interest in working with the firm. The preliminary interview is less

5. formal and is basically done to weed out the unsuitable candidates very much before
proceeding with a full-fledged selection process.
2. Receiving Applications: Once the individual qualifies the preliminary interview he is
required to fill in the application form in the prescribed format. This application contains the
candidate data such as age, qualification, experience, etc. This information helps the
interviewer to get the fair idea about the candidate and formulate questions to get more
information about him.
3. Screening Applications: Once the applications are received, these are screened by the
screening committee, who then prepare a list of those applicants whom they find suitable for
the interviews. The short listing criteria could be the age, sex, qualification, experience of an
individual. Once the list is prepared, the qualified candidates are called for the interview
either through a registered mail or e-mails.
4. Employment Tests: In order to check the mental ability and skill set of an individual, several
tests are conducted. Such as intelligence tests, aptitude tests, interest tests, psychological
tests, personality tests, etc. These tests are conducted to judge the suitability of the candidate
for the job.
5. Employment Interview: The one on one session with the candidate is conducted to gain
more insights about him. Here, the interviewer asks questions from the applicant to discover
more about him and to give him the accurate picture of the kind of a job he is required to
perform. Also, the briefing of certain organizational policies is done, which is crucial in the
performance of the job. Through an interview, it is easier for the employer to understand the
candidate’s expectations from the job and also his communication skills along with the
confidence level can be checked at this stage.
6. Checking References: The firms usually ask for the references from the candidate to cross
check the authenticity of the information provided by him. These references could be from
the education institute from where the candidate has completed his studies or from his
previous employment where he was formerly engaged. These references are checked to know
the conduct and behaviour of an individual and also his potential of learning new jobs.
7. Medical Examination: Here the physical and mental fitness of the candidate are checked to
ensure that he is capable of performing the job. In some organizations, the medical
examination is done at the very beginning of the selection process while in some cases it is
done after the final selection.
Thus, this stage is not rigid and can take place anywhere in the process. The medical
examination is an important step in the selection process as it helps in ascertaining the
applicant’s physical ability to fulfil the job requirements.
8. Final Selection: Finally, the candidate who qualifies all the rounds of a selection process is
given the appointment letter to join the firm.
Thus, the selection is complex and a lengthy process as it involves several stages than an
individual has to qualify before getting finally selected for the job.
Training:
Management development is a systematic process of growth and development by which the
managers develop their abilities to manage. It is concerned with not only improving the
performance of managers but also giving them opportunities for growth and development.

6. There are two methods through which managers can improve their knowledge and skills. One
is through formal training and other is through on the job experiences. On the job training is
very important since real learning takes place only when one practices what they have
studied.
But it is also equally important in gaining knowledge through classroom learning. Learning
becomes fruitful only when theory is combined with practice. Therefore on the job methods
can be balanced with classroom training methods (off-the-job methods).
Methods of Training: On-the-job Training Method and Off-the-Job Methods!
1. On-the-job Training (OJT) Methods:
This is the most common method of training in which a trainee is placed on a specific job and
taught the skills and knowledge necessary to perform it.
The advantages of OJT are as follows:
1. On the job method is a flexible method.
2. It is a less expensive method.
3. The trainee is highly motivated and encouraged to learn.
4. Much arrangement for the training is not required.
On-the-job training methods are as follows:
1. Job rotation:
This training method involves movement of trainee from one job to another gain knowledge
and experience from different job assignments. This method helps the trainee understand the
problems of other employees.
2. Coaching:
Under this method, the trainee is placed under a particular supervisor who functions as a
coach in training and provides feedback to the trainee. Sometimes the trainee may not get an
opportunity to express his ideas.
3. Job instructions:
Also known as step-by-step training in which the trainer explains the way of doing the jobs to
the trainee and in case of mistakes, corrects the trainee.
4. Committee assignments:
A group of trainees are asked to solve a given organizational problem by discussing the
problem. This helps to improve team work.
5. Internship training:

7. Under this method, instructions through theoretical and practical aspects are provided to the
trainees. Usually, students from the engineering and commerce colleges receive this type of
training for a small stipend.
II. Off-the-job Methods:
On the job training methods have their own limitations, and in order to have the overall
development of employee’s off-the-job training can also be imparted. The methods of
training which are adopted for the development of employees away from the field of the job
are known as off-the-job methods.
The following are some of the off-the-job techniques:
1. Case study method:
Usually case study deals with any problem confronted by a business which can be solved by
an employee. The trainee is given an opportunity to analyse the case and come out with all
possible solutions. This method can enhance analytic and critical thinking of an employee.
2. Incident method:
Incidents are prepared on the basis of actual situations which happened in different
organizations and each employee in the training group is asked to make decisions as if it is a
real-life situation. Later on, the entire group discusses the incident and takes decisions related
to the incident on the basis of individual and group decisions.
3. Role play:
In this case also a problem situation is simulated asking the employee to assume the role of a
particular person in the situation. The participant interacts with other participants assuming
different roles. The whole play will be recorded and trainee gets an opportunity to examine
their own performance.
4. In-basket method:
The employees are given information about an imaginary company, its activities and
products, HR employed and all data related to the firm. The trainee (employee under training)
has to make notes, delegate tasks and prepare schedules within a specified time. This can
develop situational judgments and quick decision making skills of employees.
5. Business games:
According to this method the trainees are divided into groups and each group has to discuss
about various activities and functions of an imaginary organization. They will discuss and
decide about various subjects like production, promotion, pricing etc. This gives result in co-
operative decision making process.
6. Grid training:

8. It is a continuous and phased programme lasting for six years. It includes phases of planning
development, implementation and evaluation. The grid takes into consideration parameters
like concern for people and concern for people.
7. Lectures:
This will be a suitable method when the numbers of trainees are quite large. Lectures can be
very much helpful in explaining the concepts and principles very clearly, and face to face
interaction is very much possible.
8. Simulation:
Under this method an imaginary situation is created and trainees are asked to act on it. For
e.g., assuming the role of a marketing manager solving the marketing problems or creating a
new strategy etc.
9. Management education:
At present universities and management institutes gives great emphasis on management
education. For e.g., Mumbai University has started bachelors and postgraduate degree in
Management. Many management Institutes provide not only degrees but also hands on
experience having collaboration with business concerns.
10. Conferences:
A meeting of several people to discuss any subject is called conference. Each participant
contributes by analyzing and discussing various issues related to the topic. Everyone can
express their own view point.
Coordination Meaning
Coordination is the function of management which ensures that different departments and
groups work in sync. Therefore, there is unity of action among the employees, groups, and
departments.
It also brings harmony in carrying out the different tasks and activities to achieve the
organization’s objectives efficiently. Coordination is an important aspect of any group effort.
When an individual is working, there is no need for coordination.
Therefore, we can say that the coordination function is an orderly arrangement of efforts
providing unity of action in pursuance of a common goal. In an organization, all the departments
must operate a part of a cohesive unit to optimize performance.
Coordination implies synchronization of various efforts of different departments to reduce
conflict. Multiple departments usually perform the work for which an organization exists.
Therefore, synchronization between them is essential. Lacking coordination, departments might
work in different directions or at different timings, creating chaos.

9. Common definitions of the coordination function
Mooney and Reiley – ‘Coordination is an orderly arrangement of group efforts to provide unity
of action in the pursuit of common goals.‘
Charles Worth – ‘Coordination is the integration of several parts into an orderly hole to
achieve the purpose of understanding.‘
Brech – ‘Coordination is balancing and keeping together the team by ensuring suitable
allocation of tasks to the various members and seeing that the tasks are performed with the
harmony among the members themselves.‘
Features of coordination
Coordination is the integration, unification, synchronization of the efforts of the departments to
provide unity of action for pursuing common goals. A force that binds all the other functions of
management.
The management of an organization endeavours to achieve optimum coordination through its
basic functions of planning, organizing, staffing, directing, and controlling.
Therefore, coordination is not a separate function of management because management is
successful only if it can achieve harmony between different employees and departments. Here
are some important features of coordination:
 It is relevant for group efforts and not for individual efforts. Coordination involves an
orderly pattern of group efforts. In the case of individual efforts, since the performance of
the individual does not affect the functioning of others, the need for coordination does not
arise.
 It is a continuous and dynamic process. Continuous because it is achieved through the
performance of different functions. Also, it is dynamic since functions can change
according to the stage of work.
 Most organizations have some sort of coordination in place. However, the management
can always make special efforts to improve it.
 Coordination emphasizes the unity of efforts. This involves fixing the time and manner in
which the various functions are performed in the organization. This allows individuals to
integrate with the overall process.
 A higher degree of coordination happens when the degree of integration in the
performance of various functions increases.
 It is the responsibility of every manager in the organization. In fact, this is integral to the
role of a manager because he synchronizes the efforts of his subordinates with others.
 Nature of co ordination
 It is a continuous function

10.  It is a pervasive function
 It ensures unity of action
 It uses for a common purpose
 It is every managers responsibility