3. Guess the
Word
Game Mechanics:
1. Guess the word that links the pictures
together.
2. No searching for answers online please!
3. The game master's decisions are final.
4. Have Fun!
4. Guess the Word
may be defined as "the
management function
that determines human
resource needs,
recruits, selects,
trains, and develops
human resources for
jobs created by an
organization."
(clue: 8 letters)
Staffing
5. Guess the Word
The planned output of any organization will
require a systematic deployment of human resources
at various levels. To be able to do this, the
engineer manager will have to involve himself with
_____ ________ ________?
Human Resources Planning
6. Guess the Word
either a
voluntary or
involuntary
termination
of an
employee.
(clue: 10 letters)
Separation
7. Guess the Word
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.
(What is the word that
links the four
photos?)
Recruitment
9. What is Staffing?
Staffing may be defined
as "the management
function that
determines human
resource needs,
recruits, selects,
trains, and develops
human resources for
jobs created by an
10. The staffing process consists of the following series of
steps:
1. Human resource planning
2. Recruitment
3. Selection
4. Induction and orientation
5. Training and development
6. Performance appraisal
7. Employment decisions (monetary rewards, trans- fers, promotions and demotions) and
The Staffing Procedure
11. Human
Resource
Planning
the continuous process of
systematic planning to
achieve optimum use of an
organization's most valuable
asset—quality employees.
To be able to do this, the
engineer manager will have
to involve himself with
human resource planning.
This will be done in
conjunction with the efforts
of the human resource
officer, i.e., if the
company has one.
12. Human resource planning may involve three activities, as
follows:
1. Forecasting - which is an assessment of
future human resource needs in relation
to the current capabilities of the
organization.
2. Programming which means translating the
forecasted human resource needs to
personnel objectives and goals.
3. Evaluation and control - which refers to
monitoring human resource action plans
and evaluating their success.
13. Methods of Forecasting
1. Time series methods - which use historical data
to develop forecasts of the future.
2. Explanatory, or causal models which are attempts to
identify the major variables that are
related to or have caused particular
past conditions and then use current
measures of these variables to predict
future conditions.
The three major types of explanatory
models are as follows:
a. regression models (presented in Chapter 2)
14. b. econometric models-a system of regression
equations estimated from past time-series
data and used to show the effect of various
independent variables on various dependent
variables.
c. leading indicators - refers to time series
that anticipate business cycle turns.
3. Monitoring methods are those that provide - early
warning signals of significant changes
in established patterns and
relationships so that the engineer
manager can assess the likely impact and
plan responses if required.
16. Recruitment
Recruitment Source of Applicants
When management wants to fill up certain
vacancies, the following sources may be
tapped:
1. The Organization's Current Employees. Some of the
organization's current employees may be
qualified to occupy positions higher than
the ones they are occupying. They should be
considered.
2. Newspaper Advertising. There are at least three
major daily newspapers distributed
throughout the Philippines. Readership is
higher during Sundays.
3. Schools. These are good sources of applicants.
17. Recruitment
Recruitment 5. Recruitment Firms. Some
companies are
specifically formed
to assist client
firms in recruiting
qualified persons.
Examples of these
companies are the SGV
Consulting and John
Clements Consultants,
Inc., (See Figure
5.1).
6. Competitors. These are
useful sources of
qualified but
18. A productive leader must be very competent in
staffing.
– Dr. A.P.J Abdul Kalam
Staffing the opportunities instead of the problems not only creates
the most effective organization, it also creates enthusiasm and
dedication.
– Peter F. Drucker
19. Selection
refers to the act of choosing from
those that are available the
individuals most likely to succeed on
the job. A requisite for effective
selection is the preparation of a
list indicating that an adequate pool
of candidates is available.
20. Ways of Determining the Qualifications of a Job Candidate
1. Application Blanks. The application blank provides
information about a person's characteristics
such as age, marital status, address,
educational background, experience, and
special interests.
2. References. 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.
3. Interviews. Information may be gathered in an
interview by asking a series of relevant
questions to the job candidate.
4. Testing. This involves an evaluation of the
21. Types of Tests
1. Psychological test is a standardized measure of a sample
of a person’s behavior that is used to measure
the individual differences that exist among
people. It is classified into:
a. aptitude test-one used to measure a person's
capacity or potential ability to learn.
b. performance test- one used to measure a
person's current knowledge of a subject.
c. personality test-one used to measure
personality traits as dominance, sociability,
and conformity.
d. interest test-one used to measure a person's
interest in various fields of work.
2. Physical examination a type of test given to assess the
physical health of an applicant. It is given "to
23. In induction, the new employee is provided with the necessary
information about the company. His duties, responsibilities, and
benefits are relayed to him.
In orientation, the new employee is introduced to the immediate
working environment and co-workers. The following are discussed:
location, rules, equipment, procedures, and training plans.
Induction and
Orientation
Induction and
Orientation
25. Training and Development
Training and Development
Training and development programs help
employees learn and acquire new skills and
gain the professional knowledge required to
progress their careers.
Training refers to the “learning that is
provided in order to improve performance on
the present job.
Training programs consist of two general
types, namely:
1. training programs for nonmanagers
26. This type of training is directed to
nonmanagers for specific increases in skill
and knowledge to perform a particular job.
The four methods under this type are:
1.On-the-job training-where the trainer is
placed in an actual work situation under
the direction of his immediate
supervisor, who acts as trainer.
2.Vestibule school- where the trainee is
placed in a situation almost the same as
the workplace where machines, materials,
Training Program for Nonmanagers
27. 3.Apprenticeship program-where a
combination of on-the-job training and
experiences with classroom instruction in
particular subjects are provided to
trainees.
4.Special courses- are those taken which
provide more emphasis on education rather
than training.
Training Program for Nonmanagers
28. Training Programs for Managers
Training needs of managers may be classified into
four areas: decision-making skills, interpersonal
skills, job knowledge, and organizational knowledge.
The decision-making skills of the manager may be
through any of the following methods of training:
1. In-basket- where the trainee is provided with a set
of notes, messages, telephone calls, letters, and
reports, all pertaining to a certain company
situation.
2. Management games- is a training method where "trainees
are faced with a simulated situation and are
required to make an ongoing series of decisions
about that situation.“
3. Case studies- this method presents actual situations in
organizations and enable one to examine successful
29. The Interpersonal Competence of the Manager
may be developed through any of the following
methods:
1. Role-playing- is a method by which the trainees are
assigned roles to play in a given case
incident. They are provided with a script, or a
description of a given problem and of the key
persons they are to play.
2. Behavior Modeling- this method attempts to influence
the trainee by "showing model persons behaving
effectively in a problem situation.“
3. Sensitivity Training- under this method, aware- ness and
sensitivity to behavioral patterns of oneself
and others developed.
4. Transactional Analysis- is a training method intended "to
help individuals not only understand themselves
30. Actual job the manager is currently holding, the
following methods are useful:
1. On-the-job experience - this method provides valuable
opportunities for the trainee to learn various
skills while actually engaged in the
performance of a job.
2. 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.
3. 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.
31. To increase the trainee's knowledge of
the total organization, the following
methods are useful:
1. Position Rotation - under this method, the
manager is given assignments in a variety
of departments.
2. Multiple Management - this method is premised
on the idea that junior executives must
be provided with means to prepare them
for higher management positions.
32. Nothing we do is more
important than hiring and
developing people. At the
end of the day, you bet on
people, not on strategies.
34. Purpose of Performance Appraisal
• To influence, in a positive manner, employee
performance and development
• To determine the merit, pay increases
• To plan for future performance goals
• To determine training and development needs
• To assess promotional potential of employees
35. Ways of Appraising Performance
• Rating Scale Method
Each trait/ characteristic to be rated is
represented by a line or scale on which the
rater indicates the degree to which the
individual possesses the trait or
characteristics.
36. Ways of Appraising Performance
• Essay Method
Evaluator
composes
statements that
best describe
the person
evaluated.
37. Ways of Appraising Performance
• Management by Objectives Method
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 on how well
they have achieved the results specified by
the goals.
38. Ways of Appraising Performance
• Assessment
Center Method
One is evaluated
by persons other
than the
immediate
superior. This
method is used
for evaluating
managers.
39. Ways of Appraising Performance
• Checklist
Method
Evaluator
checks
statements on
the list that
are deemed to
characterize an
employee’s
behavior/
performance.
40. Ways of Appraising Performance
• Work Standards
Method
Standards are set
for the realistic
worker output and
later on used in
evaluating the
performance of
non-managerial
employees.
41. Ways of Appraising Performance
• Ranking Method
Each evaluator arranges employees in rank
order from the best to the poorest.
42. Ways of Appraising Performance
• Critical Indicent Method
Evaluator recalls and writes down specific
(but critical) incident 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.
43. Employment Decisions
1. Monetary Rewards - Given to employees whose
performance is at par or above standard
requirements
2. Promotion - Movement by a person into a position
of higher pay and greater responsibilities and
which is given as a reward for competence and
ambition.
44. 3. Transfer - Movement of a person to a different job
at the same time or similar level of
responsibility in the organization. It is
made to provide growth opportunities for the
persons involved or to get rid of a poor
performing employee.
4. Demotion - Movement form one position to another
which has less pay or responsibilities attached
to it. It is used as a form of punishment or as
a temporary measure to keep an employee until
46. Separation
Refers to the end of an
employee's working
relationship with a
company. This can happen
when an employment
contract or an at-will
agreement between an
employer and an employee
48. Involuntary Separation
(termination)
last option that the management
exercises when an employee’s
performance is poor or when he/she
committed an act violating the
company’s rules and regulations.
This is usually made after
training efforts fail to produce
