Js Mtp+ +6 Staffing

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Management Theory

and Practice

STAFFING



2

Definition of Staffing

Staffing is filling, and keeping filled, positions

in the organization structure



3

The Systems Approach to Human Resource

Management: An Overview of the Staffing

Function



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STAFFING

Human capital is essential for success of

any organization.

Employer-employee relationship is crucial.Organizations perform better when they

treat their employees better.

Human resources are key to organizationalsuccess or failure.



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Strategic Human Resource Management

Strategic human resource management

mobilizes human capital through the HRM

(human resource management) process to best

implement organizational strategies



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Situational Factors Affecting

Staffing

External factors .

level of education,

societies attitude toward work laws and regulations

the economic conditions

the supply of and demand for managersoutside the enterprise



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Situational Factors Affecting

Staffing – cont.

Internal factors

organizational goals, tasks, technology

various kinds of policies

organization structure

the kinds of people employed

the demand for and the supply of managers within the

enterprise,

the reward system



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Major human resource management

responsibilities

Attracting a quality workforce

Human resource planning, recruitment, and selection

Developing a quality workforce

Employee training and development, and

performance appraisal.

Maintaining a quality workforce

Career development, work-life balance,compensation and benefits, employee retention and

turnover, and labor-management relations.



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Steps in strategic human resource planning.



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Job Analysis

Job analysis.

It is the process of analyzing the job with reference to

the duties, tasks, or activities of jobs.

Job analysis is defined simply as ―obtaining informationabout jobs‖ (McCormic)

Job Description

A statement (organized & factual )statement of the tasks,

duties & responsibilities of a specific job.

Job specifications

A statement of minimum acceptable qualities necessary to

perform a job properly.



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Recruitment

Recruitment

Activities designed to attract a qualified

pool of job applicants to an organization. Steps in the recruitment process:

Advertisement of a job vacancy.

Preliminary contact with potential job

candidates.

Initial screening to create a pool of qualified

applicants.









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Steps in Scientific Selection

ProcessChoosing from a pool of applicants the best person who offer the greatest

performance potential.

Selection Steps

1. Application form

2. Written examination3. Preliminary interview

4. Work History

5. Tests

6. Final interview7. Physical examination

8. Reference checks

9. Functional manager’s decision

10. Job offer



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Systems Approach to Selection



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Commonly-used Tests on

Managerial Candidates

Intelligence tests

Proficiency and aptitude tests

Vocational tests Personality tests



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Intragroup and Intergroup

Communication

Intragroup communication is communication

with people in the same organizational unit.

Intergroup communication is communication

not only with other departments but also with

groups outside the enterprise





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The Peter Principle

Managers tend to be promoted to the level of

their incompetence.

Specifically, if a manager succeeds in a

position, this very success may lead to a

promotion to a higher position, often one

requiring skills that the person does not

possess.



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Application Form

Application form (application blank) is used for securinginformation from the prospective candidates about :

Personal background

Educational attainments

Work experiences

Salary

Personal details and

References.

It is used as a screening device to determine if a candidatesatisfies minimum job requirements.





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Interview

How to succeed in a telephone interview

Be prepared ahead of time.

Take the call in private.

Dress professionally. Practice your interview voice.

Have reference materials handy.

Have a list of questions ready. Ask what happens next.



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Employment Tests - Used to further

screen applicants by gathering additional job-

relevant information ABILITY TESTS

1. Aptitude Tests

2. Achievement Tests

3. Intelligence Tests

4. Judgment Tests

PERSONALITY

TESTS

1. Interest Tests

2. Personality Tests

3. Projective Tests

4. Attitude Tests





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Criteria for selection devices:

Reliability

The selection device is accurate and consistent

in measurement.

Validity

The degree to which the data predicts thecandidate's success and eventual performance as

a manager.



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Behaviorally-oriented

employment tests:

Assessment center

Evaluates a person’s performance in simulated

work situations.

Work sampling

Evaluates a person’s performance on actual job

tasks.





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Interviews - types

1.Preliminary Interview

Informal Interview

Unstructured interview

3.Decision-Making Interview

2.Core Interview

planned interview

probing interview

Stress interview

The group interview

Non-directive interview

Formal and structuredinterview

Panel interview and

Depth interview





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Reference and Background Checks

Inquiries to previous employers, academic

advisors, coworkers and/or acquaintances

regarding applicant’s:

Qualifications. Experience.

Past work records.

Can better inform potential employer.

Can enhance candidate’s credibility.



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Final Decision to Hire or Reject

Best selection decisions will involve

extensive consultation among multiple

parties.

Selection decision should focus on all

aspects of the candidate’s capacity to

perform the designated job.



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Socialization

Socialization

Process of influencing the expectations, behavior,

and attitudes of a new employee in a way

considered desirable by the organization.







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The Peter Principle

Managers tend to be promoted to the level of

their incompetence.

Specifically, if a manager succeeds in a

position, this very success may lead to a

promotion to a higher position, often one

requiring skills that the person does not

possess.





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Performance management systems

Performance management systems

ensure that —

Performance standards and objectives areset.

Performance results are assessed regularly.

Actions are taken to improve futureperformance potential.



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Performance Appraisal

Performance appraisal

Formally assessing someone’s work

accomplishments and providing feedback.

Purposes of performance appraisal:

Evaluation — lets people know where they stand

relative to objectives and standards.

Development — assists in training andcontinued personal development of people.





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Study Question 3: How do organizations

develop a quality workforce?

Behaviorally anchored rating scales (BARS)

Describes actual behaviors that exemplify variouslevels of performance achievement in a job.

More reliable and valid than graphic rating scales. Helpful in training people to master important job

skills.

Fi 11 4 S l b h i ll



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Figure 11.4 Sample behaviorally

anchored rating scale for performance

appraisal.



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Critical-incident techniques

Keeping a running log or inventory of

effective and ineffective behaviors.

Documents success or failure patterns.



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Multiperson comparisons

Formally compare one person’s

performance with that of one or more others.

Types of multiperson comparisons:

Rank ordering

Paired comparisons

Forced distributions



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Alternatives to supervisory appraisal: Peer appraisal

Occurs when people who work regularly and directlywith a jobholder are involved in the appraisal.

Upward appraisal

Occurs when subordinates reporting to the jobholderare involved in the appraisal.

360° feedback

Occurs when superiors, subordinates, peers, and eveninternal and external customers are involved in theappraisal of a jobholder’s performance.





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maintain a quality workforce?

Work-life balance

How people balance career demands with personal and

family needs.

Progressive employers support a healthy work-life balance.

Contemporary work-life balance issues:

Single parent concerns

Dual-career couples concerns

Family-friendliness as screening criterion used by candidates



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Compensation and benefits

Base compensation

Salary or hourly wages Fringe benefits

Additional non-wage or non-salary forms of

compensation

Flexible benefits Employees can select a set of benefits within a

certain dollar amount





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Incentive compensation systems:

Skill-based pay.

Links pay to the number of job-relevant skills an

employee masters.

Bonus pay plans.

One-time or lump-sum payments based on the

accomplishment of specific performance targets or

some extraordinary contribution.



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Incentive compensation systems:

Profit-sharing plans.

Some or all employees receive a proportion of net profits

earned by the organization. Gain-sharing plans.

Groups of employees share in any savings realized through their efforts to

reduce costs and increase productivity.

Employee stock ownership plans. Employees own stock in the company that employs them.



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Compensation and benefits

Family-friendly benefits

Help in balancing work and nonwork

responsibilities

Employee assistance programs

Help employees deal with troublesome personal

problems.







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Labor-management relations

Collective bargaining – process of negotiating, administering, and interpreting alabor contract

Two-tier wage system – pays new hiresless than workers already doing the samework with more seniority