Republic of the Philippines

DON HONORIO VENTURA STATE UNIVERSITY

Cabambangan, Villa de Bacolor, Pampanga

COLLEGE OF ENGINEERING AND ARCHITECTURE

Department of Civil Engineering

A. Course Code / Title : ME212 – Engineering Management

B. Module Number : Module 5 - Staffing

C. Time Frame : 2nd week of December 2020 to 2nd week of January 2021 (2
hrs/week)

D. Description : This module explains the importance of Staffing, its procedures

and the role of these to the management.

E. Objectives : At the end of this module, the learner should be able to:
1. Identify the staffing process which includes human resources
planning, recruitment, selection, orientation and training.
2. Know the right staffing procedure and how it is relevant to the
job of the Engineer Manager.

F. Contents : I. What is Staffing?

II. Human Resource Planning
III. Recruitment
IV. Selection
V. Induction and Orientation
VI. Training and Development
A. Training Program for Nonmanagers
B. Training Program for Managers
VII. Performance Appraisal
VIII. Employment Decisions
IX. Separation

After setting up the organizational structure that has been decided to best serve the interest of certain firm,
the next move that has to be made is to fill up the identified positions with the most qualified persons available.
Engineering organizations are very sensitive to whatever staffing errors are made. Placing the wrong person
in a highly specialized position like quality control, for instance, may bring untold damage to the firm. Yet, this refers
to a single error only.
An example of the ill- effects of staffing errors was provided by the TV program “Brigada Siete”. The disaster
that happened in the Firm Center at the Cultural Center Complex in Manila was highlighted in the program. In
November 1981, the whole sixth floor of the firm Center collapsed while undergoing construction. Many workers and
an engineer died as a result.
When interviewed by the TV program’s staff, former construction worker said he was hired to do masonry
job when he does not have training in masonry. Some other examples of staffing errors were provided in the
program.
This type of tragedy underscores the importance of staffing in any organization, engineering or otherwise.
Effective staffing, on the other hand places the engineering organization on a competitive stance.

I. WHAT IS STAFFING?
The Engineer manager must be concerned with putting the right persons in various positions within his area
of concern. Although some of the important aspects of staffing may be delegated to the human resource office, the
engineer manager assumes a great responsibility in assuring that the right persons are assigned to positions that fit
their qualifications.

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 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 organizations.
Staffing is undertaken to match people with jobs so that the realization of the organization’s objectives will
be facilitated.

The Staffing Procedure

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, transfer, promotions and demotions) and
8. Separations

II. HUMAN RESOURCE PLANNING

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 resource planning. This
will be done in conjunction with the efforts of the human resource officer, i.e., if the company has one.
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.

Methods of Forecasting
The forecasting of man power needs may be undertaken using any of the following quantitative methods:

1. Time series method - which use historical data to develop forecast 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)
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 patters
and relationships so that the engineer manager can assess the likely impact and plan responses if required.

III. RECRUITMENT
When the different positions have been identified to be necessary and the decision to fill them up has been
made, the next logical step is recruitment.
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
When management wants to fill up certain vacancies the following source may be tapped:
1. The organizations’ current employees.

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 Some of the organization current employees may be qualified to occupy positions higher than the ones they
occupying. They should be considered.
2. Newspaper advertising.
There are at least three major daily newspapers distributed throughout the Philippines. Readership is higher
during Sunday.
3. Schools.
These are good sources of applicants. Representatives of companies may interview applicants inside
campuses.
4. Referrals from employee.
Current employees sometimes recommend relatives and friends who may be qualified.
5. Recruitment firms.
Some companies are specifically formed to assist client firms in recruiting qualified persons.
6. Competitors.
These are useful sources of qualified but underutilized personnel.

For entry level personnel, the engineer manager will likely rely on newspaper advertising, school, and
referrals. When recruiting managers, the reliable source are current employees, recruitment firms, and competitors.

IV. SELECTION
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 preparation of list indicating that the adequate pool of candidates is
available.
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 cost of a wrong decision. If the
management picks the wrong person and the subsequent effect to the organization is negligible, then the selection
process is made simple. This is true in the case of construction laborers where a review of their applications is done.
Within a few days or even few hours, the applicants are informed of the decision.

Ways of Determining the Qualifications of a Job Candidate

Companies use any or all of the following in determining the qualifications of a 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. After reading the application blank, the evaluator
will have some basis on whether or not to proceed further in evaluating the applicant.
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 future behavior or performance of an individual.
Types of Tests
Tests may be classified as follows:
1. PSYCHOLOGICAL TEST –This is “an objective, standard, measure of a sample behavior.” 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 the applicant. It is given “to
assure that the health of the applicant is adequate to meet the job requirements.”

V. INDUCTION AND ORIENTATION

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 After an applicant is finally selected from among the various ones and then subsequently is hired, the next
steps undertaken are induction and orientation.
In induction, the new employee is provided with the necessary information about the company. His duties,
responsibilities, and benefits are relayed to him. Personnel and health forms are filled up, and passes are issued.
The company history, its products and services, and the organization structure are explained to the new employee.
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. Performance expectations are
also discussed. The new employee also undergoes the “socialization process” by pairing him with an experienced
employee and having a one on one discussion with manager.

VI. TRAINING AND DEVELOPMENT

If the newly hired (or newly-promoted) employee is assessed to be lacking the necessary skills required by
the job, training becomes a necessity.
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, and
2. Training and educational programs executives.

A. Training Program for Nonmanagers

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 trainee is placed in an actual work situation under the direction of his immediate
supervisor, who acts as trainer. This situation motivates strongly the trainee to learn.
2. Vestibule school- where the trainee is placed in a situation almost exactly the same as the workplace where
machines, materials, and time constraints are present. As the trainer works full time, the trainee is assured of
sufficient attention from him.
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. Examples are
those which concerns specific uses of computer like computer-aided design and building procedures.

B. Training Programs for Managers

The training needs of managers may be classified into four areas: decision-making skills, interpersonal skills
and competence, job knowledge and organizational knowledge.

The Decision-Making Skills of the manager may be enhanced 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. He is expected to handle the situation within a given period of 1 or 2 hours.
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 present actual situations in organizations and enable on to examine successful and
unsuccessful operations. It emphasizes “the manager’s world, improves communication skills, offers rewards of
solving a mystery, possesses the quality of illustration, and establishes concrete reference points for connecting
theory with practice.”

The Interpersonal Skills and 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 accident. They are
provided with a script or a description of a given problem and of the key persons they are to play. The purpose of this
method is to improve the skill of the trainees in human relations, supervision, and leadership.

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2. Behavior Modeling- this method attempts to influence the trainee by “showing model persons behaving effectively
in a problem situation.” The trainee is expected to adapt the behavior of the model and use it effectively in some
instances later on.
3. Sensitivity Training- under this method, awareness and sensitivity to behavioral patterns of oneself and others
are developed.
4. Transaction Analysis- is a training method intended “to help individuals not only understand themselves and
other s but also improve their interpersonal communication skills.”

In acquiring Job Knowledge 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. The senior manager must be skilled himself
and have the ability to educate; otherwise the method will be ineffective.
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. Once in a while, the
assistant is allowed to take over.

In the attempt to increase the Trainee’s Organizational Knowledge, exposure to information and events
outside of his immediate job is made. In this regard, the following methods are useful:
1. Position Rotation- under this method, the manager is given assignments in a variety of departments. The
purpose is to expose him to different functions of the organization.
2. Multiple Management- this method is premised on the idea that the junior executive must be provided with means
to prepare them for higher management positions. To achieve this, a junior board of directors is created consisting of
junior executive as members. The board is given the authority to discuss problems that the senior board could
discuss. The members are encouraged to take a broad business outlook rather than concentrating on their
specialized lines of work.

VII. PERFORMANCE APPRAISAL

Performance appraisal is the measurement of employee performance. The purposes for which appraisal is
made are as follows;
1. To influence, in a positive manner, employee performance and development.
2. To determine merit pay increase
3. To plan for future performance goals.
4. To determine training and development needs, and
5. To assess the promotional potential of employee.

Ways of Appraising Performance

An employee’s performance may be measured using any of the following methods:
1. Rating scale method - where each trait or characteristic is represented by a line of scale on the rater indicates the
degree to which the individual possesses the trait or characteristic.
2. Essay method - where the evaluator composes statements that best describes the person evaluated.
3. Management by objectives method – where specific goals are set collaboratively for the organization as a
whole, for various sub units, and for each individual member. Individuals are, then, evaluated on the basic 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.
5. Checklist Method- where the evaluator checks statement on a list that are deemed to characterize an employee’s
behavior or performance.
6. Work standards method – where standards are set for the realistic worker output and later on used in evaluating
the performance of non-managerial employees.
7. Ranking Method – where each evaluator arranges employees in rank order from the best to the poorest.

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8. Critical-incident method – where 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 job.

VIII. EMPLOYMENT DECISIONS

After evaluating the performance of employees (managerial or otherwise), the management will now be
ready to make employment decisions. These may consist of the following:
1. Monetary rewards – these are given to employees whose performance is at par or above standard requirements.
2. Promotion – a movement by a person into a position of higher pay and greater responsibilities and which is given
as a reward for competence and ambition.
3. Transfer – movement of a person to a different job at the same or similar level of responsibility in the organization.
Transfers are made to provide growth opportunities for the persons involved or to get rid of a poor performing
employee.
4. Demotion – a movement from one position to another which has less pay or responsibility attached to it. Demotion
is used as a form of punishment o as a temporary measure to keep an employee until he is offered a higher position.

IX. SEPARATION
Separation is either a voluntary or involuntary termination of a company. When made VOLUNTARILY, 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 that the management exercises when an employee’s
performance is poor or when he/she committed an act violating the company rules and regulations. This is usually
made after training efforts fail to produce positive results.

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Reference:
 Engineering Management by Roberto G. Medina

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