The document discusses staffing as a key managerial function that involves filling positions and developing current employees. It describes staffing as identifying workforce needs, recruiting and selecting candidates, and promoting development. An effective staffing system takes an open approach, considering both internal factors like policies and rewards as well as external factors like the availability of skilled workers. The document outlines the steps in staffing, including determining position requirements, identifying needed skills, matching qualifications to positions, selecting candidates, and orienting new employees.

1. Management Concepts and
Strategies
T52(4)

2. UNIT 3
CHAPTER 11
By
V.JAYA LAKSHMI
Asst. Prof. (Sel.Gr.)
MCA Department

3. DEFINITION OF STAFFING
• It is defined as filling, and keeping filled position
in an organization.
• This include identifying workforce
requirements, inventorying the people available
and recruiting, selecting, placing, promoting,
appraising, planning the careers of
compensating and training or otherwise
developing both candidates and current
jobholders to accomplish their task effectively
and efficiently.
• Staffing is identified as a separate managerial
function for the following reasons.

4. • Making staffing a separate function facilitates
element in selection appraisal, career planning,
and manager development.
• An important body of knowledge and experience
has been developed in the area of staffing.
• Managers often overlook the fact that staffing is
their responsibility not that of the personal
department.

5. SYSTEM APPROACH TO HUMAN RESOURCE
MANAGEMENT
An Overview of Staffing Function
• The fig. shows how the managerial function of
staffing relates to the total management system.
• Specifically enterprise plans become the basis for
organizational plan which are necessary to
achieve enterprise objectives.
• The present and projected organization
structure determines the number and kinds of
manager required.

6. • On the basis of this analysis external and
internal sources are utilized in the process of
recruitment, selection, placement, promotion and
separation.
• Other essential aspects of staffing are appraisal,
carrier, strategy and training and development
of manager.
• Staffing affects leading and controlling Proper
staffing facilities leading.
• Similarly selecting quality manager affects
controlling.
• Staffing requires an open system approach.

7. • It is carried out within the enterprise which in
turn is linked to the external environment.
• Internal factors of the firm such as personnel
policies, the organizational climate and reward
system must be taken into account clearly
without adequate rewards it is possible to attract
and keep quality manager.
• The external environment can not be ignored,
high technology demand, well trained, well
educated and highly skilled manager

8. Factors Affecting the Number and Kinds of
Manager Required:
• The number of manager needed in am enterprise
depends upon its size and the complexity of the
organizational structure,
• It is possible by enlarging or contracting the
delegation of authority to modify a structure so
that the number of managers in a given instant
will increase or decrease
• The need for determining the number of
manager required has been stressed here, it is
clear that the numbers are part of the picture.

10. Determination of Available Managerial Resources
The Management Inventory
• It is common for any business as well as for non
business enterprises to keep an inventory of
raw materials and goods on hand to enable it to
carry on its operation. It is far less common for
enterprise to keep an inventory on available
human resources, particularly mangers;
keeping abreast of the management potential
within a firm can be done by the use of an
inventory chart which is simply an
organizational chart.

11. • At a glance the controller can see where he/she
stands with respect to the staffing function. The
controller’s successor is probably the manager
of general accounting and this person in turn
has a successor ready for promotion.
• Supporting that person in turn is a sub-
ordinate who will be ready for promotion in one
year but below that one person who does not
have potential and two newly hired employees.

13. Advantages of management inventory
• The chart gives an overview of the staff in
situation in an organization.
• Managers who are ready for promotion can
now be easily identified.
• The chart also shows the future internal supply
of managers by indicating who is promotable in
a year or more.
• Mangers who do not perform satisfactorily are
identified and the need for training or
replacement is indicated.
• One can identify and prevent hoarding of
promotable people by their immediate superior.

14. • If the orgn. has insufficient depth recruitment
and training plans can be initiated immediately
to ensure the future supply of managers.
• Managers who are close to retirement can be
identified and preparation can be made for
their replacement.
• The chart facilitates the transfer of managers
not only to strengthen weak departments but
also to broaden the manager’s experience.
• Managers can counsel sub-ordinates about
their carrier plans and relate them to
employment opportunities within the company.

15. Limitations of management inventory
• The chart does not show to what position the
manager may be promotable.
• The data shown on the chart are not sufficient
for making a fair assessment of all the
capabilities of individual. It is still necessary to
keep records of each individual’s skills,
performance and other biographical
information.
• It takes time and effort to keep the chart up to
date.

16. • Although the chart is useful for counseling sub-
ordinates, it is not practicable to share the
information with all employees. Instead only
the top mangers of a division or department
may have this information available.
• Upper level manager may be reluctant to make
their chart available to other upper level
manger, because they may be afraid that they
will lose competent sub- ordinate to other
organization unit.

17. Analysis of the Need for Manager: External and
internal information sources
• As shown in fig 11.1 the need for manager is
determined by enterprise and organizational
plans and more specifically by an analysis of
the number of managers required and the
number available as identified through the
manager inventory. But there are other factors
internal and external that influences the
demand for and supply of manager.
• The external forces include economic,
technological, social, political and legal factors.

19. • For example, economic growth may result in
increased demand in the product, which
requires an expansion of the work force that
increasing the demand for manager, at the same
time competing companies may also expand
and recruit from a common labor pool that
reducing the supply of manager. One must also
consider the trends in the labor in the labor
market may be obtained from several sources.
• The demand for supply of labor must not be
viewed from a National or even local
perspective. On a broader scale we find the
imbalances of demand and supply increasing.

20. • In the past labor was very much a fixed factor
of production. But in several developing
countries the demand for qualified labors and
managers may increase with their rapid
economic development resulting in labor
shortages.

21. Other important aspects in the system’s approach
to staffing:
• After the need for managerial personnel has
been determined, a number of candidates may
have to be recruited. This involves attracting
qualified candidates to fill organizational roles
from these managers or potential managers are
selected. This is the process of choosing from
among the candidates the most suitable ones.

22. • The aim is to place people in position that allow
them to utilize their personal strengths and
perhaps overcome their weakness by getting
experience or training in those skills in which
they need improvement. Initially placing a
manager in a new position within the enterprise
often results in a promotion which normally
involves more responsibility.

23. SITUATIONAL FACTORS AFFECTING STAFFING
External factors includes
• Level of education the prevailing attitudes
• The man laws and regulations
• Economic conditions
• Supply of demand for managers

24. Internal factors affecting staffing includes
• Organizational goals
• Tasks
• Technology
• Organization Structure
• Kinds of people employees by the enterprise
• Demand for and supply of managers within the
enterprise
• The reward system, etc,
• Effective staffing, requires recognition of many
external and internal situational factors

25. SYSTEM APPROACH TO SELECTION
• A Systematic approach is essential to manger
selection and to the assessment of present and
future needs for managerial personnel.
• An overview of the system approach to
selection is illustrated in figure 11.4, the
variables that are closely related to selection
but are not discussed in this section are marked
with broken lines in the model.
• The managerial requirements plan is based on
the firm’s objectives, forecasts, plan and
strategies.

26. • This plan is translated into position and job
design requirements that are matched with
such individual characteristic as intelligence,
knowledge, skills, attitude and experience.
• To meet organizational requirements, manager
recruit, select, place and promote people.
• This course must be done with due
consideration for the internal environment(for
example, company, policies, supply of demands
of the manager).

27. • The external environment (law, regulation,
availability of manager).
• After people have been selected and placed in
positions, they must be introduced to the new
job.
• This orientation in values learning about the
company its operation and its social aspects.

28. • POSTION REQUIREMENTS AND JOB DESIGN
• SKILLS AND PERSONAL CHARACTERISTICS
NEEDED IN MANAGER:
• MATCHING QUALIFICATION WITH POSITION
REQUIREMENTS
• SELECTION PROCESS, TECHNIQUES AND
INSTRUMENTS
• ORIENTING AND SOCIALIZING NEW
EMPLOYEES:

29. POSTION REQUIREMENTS AND JOB DESIGN
• Identifying job requirements
–Appropriate scope of the job
–Managerial skills required by job design
• Job design
–Design of jobs for individual and work teams.
–Factors influencing job design

30. SKILLS AND PERSONAL CHARACTERISTICS
NEEDED IN MANAGER:
• Analytical and problem-solving abilities
• Personnel characteristic needed in managers
• Desire to manage
• Communication skill and empathy
• Integrity and honesty
• Past performance as a manager

31. MATCHING QUALIFICATION WITH POSITION
REQUIREMENTS
• Recruitment of Managers
• Information exchange Contributing to
Successful Selection
• Selection, Placement and Promotion
• The Peter Principle

32. SELECTION PROCESS, TECHNIQUES AND
INSTRUMENTS
• The selection process
• Interview
• Tests
–Intelligent tests
–Proficiency and aptitude tests
–Vocational tests
–Personality tests
• Assessment centers
• Limitations of the selection process
ORIENTING AND SOCIALIZING NEW

34. POSTION REQUIREMENTS AND JOB DESIGN
Selecting a manager effectively requires a clear
under standing of the nature and purpose of the
position which to be filled. An objective analysis
of position requirements must be made as far as
possible, meet organizational and individual
needs.
• Identifying job requirements
– Appropriate scope of the job
– Managerial skills required by job design
• Job design
– Design of jobs for individual and work teams.
– Factors influencing job design

35. Identifying job requirements:
• In identifying job requirements, fi must answer
question such as these, what has to be done in this
job?
• How is it done?
• What background knowledge, attitudes and skill
are required?
• Since positions are not static, additional question
to be considered can be done through
observation, interview etc.
• A job description based on job analysis, usually
lists important duties authority, responsibility
and the relationship to other positions.

36. –Appropriate scope of the job A job narrowly
defined provides no challenge no opportunity
for growth, and no sense of accomplishment,
consequently good managers will be bored and
dissatisfied.
A job must not be so broad that it cannot be
effectively handled. The result will be stress,
frustration and loss of control.
–Managerial skills required by job design: The
design of the job should start with the tasks to
be accomplished
It may be especially appropriate to design jobs
for exceptional persons in order have to be

37. Job Design
 People spend a great deal of time on the job so
that individuals feel good about their work.
 This requires on appropriate job structure in
term of content function and relationship.
- Design of jobs for individual and work teams:
First, individual job can be related into one
category and assigning an individual to carry out
the task
This means putting tasks that are related into one
category and assigning an individual to carry out
task

38. A second related approach is to combine several
tasks into one job.
A third way of enriching the job is to establish
direct relationship with the customer or client.
A fourth way prompt and specific feed back
should be built into the system whenever
appropriate.
A fifth way individual jobs can be enriched
through vertical job loading, which is increasing
individual responsibility for planning closing and
controlling this job.

39. - Factors influencing job design:
In designing job, the requirements of the
enterprise have to be taken into account, but
other factor must be considered in order to
realize maximum benefits.
They include the costs associated with
restructuring the jobs.
The orgn structure needs to taken into account
individual job must fit the overall structure.
The organization climate influence job design,
group may function well in an atmosphere that
encourages participation, job enhancement and
autonomous work.

40. SKILLS AND PERSONAL CHARACTERISTICS
NEEDED IN MANAGER:
• Analytical and problem-solving abilities
• Personnel characteristic needed in managers
• Desire to manage
• Communication skill and empathy
• Integrity and honesty
• Past performance as a manager

41. Analytical and problem-solving abilities:
• Manager must be able to identify problems,
analyze complex situation and by solving the
problem encountered exploit the opportunities
presented.

42. Personnel characteristic needed in managers
• A desire to manage
• The ability to communicate with empathy
• Integrity and honesty.
• his or her past performance experience as a
manager.

43. Desire to manage
• The successful manager has a strong desire to
manage to influence other and to get results
• Many people want the privileges of managerial
positions.
• The desire to manage require effort, time energy
and usually, long hour of work.

44. Communication skill and empathy
• Manager ability to communicate through written
reports, letters, speeches and discussion.
• Communication demand clarity, but even more,
it demands empathy.
• This communication is not only with the
departments but also with groups outside the
enterprise customer, supplier, governs the
community, the stock holder in business
enterprise.

45. Integrity and honesty
• Manager must be morally sound and worthy of
trust, integrity in manager include honesty in
money matter and in dealing with others.
• Many of these qualities and others have been
cited by top executive of major companies.
Past performance as a manager
• Very important characteristic for selection is past
performance as a manager.
• But past accomplishment are important
considerations in the selection of middle and
upper-level manager.

46. MATCHING QUALIFICATION WITH
POSITION REQUIREMENTS
• The organizational position are identified,
manger are obtained through recruitment,
selection, placement and promotion
• There are two sources of managerial personnel,
people from within the enterprise may be
promoted or transferred and manager may be
hired from out side.

48. Recruitment of Managers
• Recruiting involves attracting candidate to fill
the positions in the organization structure.
• Enterprises with a favorable public image find
it easier to attract qualified candidate.

49. Information exchange Contributing to Successful
Selection
• The exchange of information works two ways in
recruitment and selection.
• An enterprise provides applicants with an
objective description of the company and the a
position, while the applicants provide
information about their capabilities.

50. Selection, Placement and Promotion
• Selecting a manager is choosing from among
the candidates the one who best meets the
position requirements.
• Selection approach, applicants are sought to fill
a position a with rather specific requirement, in
the placement approach, the strength and
weakness of the individual are evaluated a
suitable position is found or even designed.
• Promotion is a change with in the organization
to a higher position that has greater
responsibilities and requires more advanced
skills.

51. • The various facts of selection generally apply
also to promotion which may be a reward for
outstanding performance or a result of the
firm’s to better utilize an individual skill and
abilities.
The Peter Principle
• Errors in selection are possible, perhaps even
common. According to Peter principle,
manager tend to be promoted to the level of
their in competence.
• If manage succeeds in a position, this may lead
to promotion to a higher position, often one
requiring skills that the person does not posses.

52. SELECTION PROCESS, TECHNIQUES AND
INSTRUMENTS
• The overview of selection process, and then
number of instruments and techniques including
interview, tests and the assessment center the
information about the applicant should be both
valid and reliable.
• Valid raise this question and data measuring.
• Reliability a term that refers to the accuracy and
consistency of the measurement

53. • The selection process
• Interview
• Tests
– Intelligent tests
– Proficiency and aptitude tests
– Vocational tests
– Personality tests
• Assessment centers
• Limitations of the selection process

54. The Selection Process
• First, the selection criteria are established,
usually on the basis of current and sometime
future job requirements.
• Second, the candidate is requested to complete
an application form.
• Third, a screening interview is conducted to
identify the more promising candidate.
• Fourth, additional info is obtained by testing the
candidate qualification for the position.
• Fifth, formal interviews are conducted by the
information provided by the candidate is
checked and verified.

55. Interviews
• Virtually every manager hired or promoted by a
company is interviewed by one or more people.
• The interview is considerably distrusted as a
reliable and valid means for selecting manager.
• Interviews often do not ask the right questions.
• They may be influenced by the interview general
appearance which may have little bearing on job
performances.

56. • First, interviewer should be trained so that they
know to look for, in interviewing people from
within the enterprise
• Second, interviewer should be prepared to ask
the right questions, there are structured, semi
structured and unstructured interviews.
• Third way to improve selection is to conduct
multiple interview using different interviewers.
• Fourth, the interview is just one aspect of the
selection process, should be supplement by date
from the application form.
• The results of various tests and the information
obtained from persons listed as references.

57. Tests
• The primary aim of testing is to obtain data
about the applicant that helps predict their
probable success as managers.
• Some of the benefits from testing include finding
the best person for the job, obtaining a high
degree of job satisfaction for the applicant and
reducing turnover.
– Intelligent tests
These are designed to measure mental
capacity and to test memory, speed of thought
and ability to see relationship in complex
problem situation.

58. – Proficiency and Aptitude Tests
These are constructed to discover interest,
existing skills and potential situation.
– Vocational Tests
These are designed to show a candidate most
suitable occupation or the areas in which the
candidate interest match the interest of
people working in those areas.
– Personality Tests
These are designed to reveal candidates
personal characteristics and the way
candidates may interact with others, there by
giving a measure of leadership potential.

59. • First, competent industrial psychologists agree
that test are not accurate enough to be used a s
the sole measure of candidates characteristic but
must be interpreted in the light of each
individual entire history.
• Second, the test user must know what tests do
and one of the major limitation is uncertainly
about whether tests are really applicable.
• Third, before any test is widely used it should be
tried out, if possible on personnel currently
employed in a enterprise.

60. • Fourth, it is also important to that test be
administered and interpreted by experts in the
fields.
• Finally, test should not discriminate unfairly and
should be consistent with laws and government
guidelines.

61. Assessment centers
• The assessment center is not a location but a
technique for selecting and promoting managers.
• This approach may be used in combination with
training.
• Assessment center were first used for selecting
and promotion lower-level supervisors, but now
they are applied to middle level manager as well.
• It is used by the German and British military in
World War II and the American office of
strategic services.

62. A typical assessment center will have the candidate
do the following as.
• Take various psychological tests. Engage in
management game in small groups.
• Engage in “in-basket exercises, in which they are
asked to handle a variety of matters that they
might face in a managerial job.”
• Participate in a leader less group discussion of
some problem.
• Give a brief oral presentation on a particular
topic or theme, usually, recommending a course
of desirable action to a mythical superior.

63. • Engage in various other exercises, such as
preparing a written report.
• These reports are most available to appointing
manage for their guidance.
• They are also often used as guide for
management development.
• Evidence of the usefulness of the assessment
center approach-although not conclusive is
encouraging.
• Assessment centers do present some problem,
first they are costly in term of time especially
since may effective program extend over a 5-day
period.

64. • Second, training assessor is a problem
particularly in those companies that believe, with
some justification that the best assessors are
likely to be experienced line manage rather than
trained psychologists.
• Third, although a number of different exercise
are used to cover the hind of things a manager
does, question have been raised as to whether
these exercises are the best criteria for
evaluation.

65. Limitations of the selection process
• The diversity of selection approaches and tests
indicates that there is no one perfect way to
select manager.
• The latter is a function of the individual and the
environment. For example a person needs may
be different at various time.
• The organizational environment also change, the
climate of an enterprise may change for one that
encourages initiative to one that restricts a new
top management introduce a different
managerial philosophy.

66. • Especially psychological testing, has limitation,
specifically the seeking of certain information
may be considered an invasion of privacy.
• These complex issues are not easily resolved, yet
they cannot be ignored when an enterprise is
selecting manager.

67. ORIENTING AND SOCIALIZING NEW
EMPLOYEES
• Orientation involves the introduction of new
employee to the enterprise, its function task and
people.
• Large firm usually have an formal orientation
program. Which explains these feature of the
company, history, product and service, general
policies and practices, organization (division
departments and geographical locations)
• These may be further described in detail in a
company booklet, but the orientation meeting
provides new employees with an opportunity to