coordinating, and controlling depend upon the employees of the

STAFFING organization which are made available through the staffing function.
 Define staffing;  Staffing is a pervasive activity. It is carried out in every organization
 Explain the definition and nature of staffing; and at all the levels of the management in the organization.
 Prepare job analysis.  Staffing is a continuous activity. This is due to the fact that the
function of staffing continues throughout the life of the organization.
DEFINITION OF STAFFING  The basis of staffing function is the efficient management of
Staffing is defined as the filling and keeping filled positions in the personnel. The process involved in the staffing function in the
organizational structure. This is done by identifying work-force organization
requirements, inventorying the people available, recruiting, selecting, is efficiently managed by a system or with well-tried procedures.
placing, promoting, appraising, planning the careers, compensating,  The function of staffing helps in placing right men at the right
training, developing existing staff or new recruits, so that they can job. It can
accomplish their tasks effectively and efficiently.” be done effectively through proper recruitment procedures and then
The definitions of the staffing function as given by the finally selecting the most suitable candidate as per the job requirements.
different management experts are given below.  Staffing involves people. This emphasizes that people are
 “The managerial function of staffing involves operating the considered a valuable resource in any organization. It is concerned with
organizational structure through proper and effective selection, appraisal all people in all levels of the organization.
and development of personnel to fill the roles designed into the structure.”  Staffing requires application of human skills .Staffing function is
– Koontz and O’Donnell concerned with training and developing people. Every manager should use
 “Staffing relates to the recruitment, selection, development, training, their human and interpersonal skill in providing guidance and training to
compensation of subordinate managers.” – Theo Haimann the subordinates.
 “Staffing is the function by which managers build an organization through CHARACTERISTICS OF STAFFING
therecruitment, selection, and development of individuals as capable From its definition and its nature as a management function, staffing
employees.” has the
– McFarland following characteristics:
 “Staffing is the human resource function of identifying, attracting, hiring,  It is an essential element of management.
and retaining people with the necessary qualifications to fill the  It is goal-oriented.
responsibilities of current and future jobs in the organization.” – Dyck and  It is performed within the enterprise by all the managers at all the times.
Neubert  It is intangible in nature.
 Staffing the process involved in identifying, assessing, placing, evaluating  It is concerned with matching the people with the jobs.
and directing individuals at work.” – S. Benjamin  It is a process, not an isolated function.
 “Staffing is the function by which managers build an organization through  It is concerned with total management system.
therecruitment, selection, and development of individuals as capable  Its efficiency varies from one enterprise to another, and from one time
employees.” period to another even within an enterprise.
– McFarland. FUNCTIONS OF STAFFING
NATURE OF STAFFING The ultimate aim of the staffing function is to stimulate
The following points describe the nature of the staffing function. organizational performance by placing the right people on the job. With
 Staffing is an important managerial function. Staffing function is this, staffing is said to have three main functions in any organization.
normally the sub function of the organizing function. All the five  Attracting a quality workforce. Staffing attract talented and skilled
functions of the management; planning, organizing, directing, people
into the organization in an effort to find the best people suitable for the job
 Developing quality workforce. Staffing focuses on making sure 9. Compensation or Remuneration. This involves providing a
that reasonable and equitable monetary equivalent to an employee’s nature of
employees admitted to the organization know how to perform their work.
duties properly 10. Performance evaluation or appraisal. This involves
 Maintaining a quality workforce. Staffing should be able to determining how efficiently an employee performs his or her job and
encourage employees to stay in the organization by providing them with knowing his or her aptitudes and other qualities necessary for performing
opportunities to make their work and work setting convenient as well as the jobs assigned to him or her from the company
opportunities to grow both on and outside of their jobs. 11. Promotion. This is the pprocess of upgrading an employee to a higher
OBJECTIVES OF STAFFING position involving an increase in rank, prestige or status, and
The staffing function in an organization pursues to achieve the following responsibilities.
objectives: 12. Demotion. This is the process of moving down an employee to a lower
 To help the organization meet its goals position
 To make use of the skills and abilities of the organization’s workforce which less pay and/or responsibility
effectively 13. Transfer. This involves movement of an employee from one job to
 To provide the organization with employees who are fit for the job another with or without any increase in pay, status, or responsibilities.
 To give employees with job satisfaction and self-actualization 14. Separation. This is when an employee is separated from the company.
 To enable employees to develop and maintain a quality work-life balance
 To communicate an organization’s human resource policies to employees
The importance of compensation, wages
 To be ethically and socially responsive to the needs of the society through and
its employees.
STEPS IN THE STAFFING PROCESS
performance evaluation, appraisal, reward
system,employee relations and movement
The staffing processes as a managerial function consist of a series of
logical and sequential steps listed and briefly introduced as follows: Conducting the training needs assessment
1. Manpower planning. It involves determining the quantitative and Training needs assessment must be done systematically in order to
qualitative requirements of manpower or labor in an organization ascertain
2. Recruitment. This is the process of searching for prospective if there really is a need for training. Managers must first try to observe the
employees and enticing them to apply for various jobs and positions in an business
organization condition and the economic, strategic and technological changes that are
3. Selection. This process of selecting the persons who are most suitable happening
for the jobs in an organization in the organization’s environment before proceeding to the analyses of the
4. Placement. This means putting a particular person on the job for which organization, task and persons ‘individuals, as all these are determinants of
he or she was selected training
5. Induction. This is where a new employee is provided the types required for the maintenance of the firm’s stability.
necessary information he or she has to know about the company Examples of organization analyses include the analyses of effects of
6. Orientation. This is where a new employee is introduced to downsizing, branching out conflicts with rival companies, and others that
his/her immediate work environment and co-employees. may
7. Training This involves providing the employee with the necessary require training or retraining of employees.
skills, abilities, and competencies he or she needs to function properly with ` Task analysis involves, for example, a checking of job requirements to
his or her current jobs find out
8. Development. This involves providing employees with if all these are being done to meet company goals. If not this may be a go-
opportunities for promotion to future or higher jobs signal to
train or retrain personnel. so that the training to be given to them will not go to waste. Different
Person analysis determines who among the employees need training or learning
retraining. This is to avoid spending for the training of employees who no principles, like using modeling, feedback and reinforcement, massed vs.
longer distributed
need it. For example, a department manager pirated from a rival company learning and others influence the training design’s effectiveness.
to occupy Implementing the Training Program
a vacancy in one of the organization’s departments in the same capacity Various types of training program implementation include on-the-job
(department training,
manager) may not need managerial skills training anymore. apprenticeship training classroom instruction, audio-visual method,
What are the different learning principles? simulation
Modeling – the use of personal behavior to demonstrate the desired method and e-learning.
behavior or Evaluating the Training
method to be learned. The positive effects of the training program may be seen by assessing the
Feedback and reinforcement – learning by getting comments or participants’ reactions, their acquired learnings and their behavior after
feedback from completing
trainees themselves, from trainers, or fellow trainees, which can help the the said training, the effects of training may also be reflected by measuring
individual realize what they are doing wrong; reinforcement is the return
accomplished through verbal on investment (ROI) or through the benefits reaped by the organization,
encouragement or by giving rewards such as prizes, awards and others. which were
Massed v. distributed learning - learning by giving training through about by their training investment.
either few, long Employee Development
hours of training (massed) or series of short hours of training (distributed). Developing employees is a part of an organizations’ career management
Goal-setting – learning through the explanation of training goals and program and its goal is to match the individual employee must know
objectives by himself or
the trainers to the trainees. herself well, identify his or her own knowledge, skills, abilities, values and
Individual differences – training programs that take into account and interests,
accommodate so that he or she could also identify the career pathway that he or she
the individual differences of the trainees in order to facilitate each person’s would like to
style and take. Although he or she is encouraged to take responsibility for his or her
rate of learning. own
Active practice and repetition –learning through the giving of frequent career, the organization must, at regular intervals, provide him or her with
opportunities to trainees to do their job task properly. the
Designing the Training Program results of his or her performance evaluations and the organization’s plans
This phase involves stating the instructional objectives that describe the or
knowledge, skills and attitudes that have to be acquired or enhanced to be direction that may be related to his or her own career plans, this scheme
able to establishes
perform well. In short, these are performance-centered objectives that a favorable career development climate for him or her, which may lead,
must be ultimately,
aligned with the firm’s objectives. Another thing to be considered is trainee to the blending of his or her career development goals with organizational
readiness goals.
and motivation. This refers to the trainees’ background knowledge and COMPENSATION/WAGES AND PERFORMANCE
experience,
EVALUATION following must be considered:
Compensation/wages and performance evaluation are related to each other Pay Equity – related to fairness; the Equity Theory is a motivation theory
because the employees’ excellent or poor performance also determines the focusing on employees’ response to the pay that they receive and the
compensation given to them, after considering other internal and external feeling that they
factors receive less or more that they deserve.
like the actual worth of the job, compensation strategy of the organization, Employees generally feel that their pay must be commensurate to the
conditions effort
of the labor market, cost of living and area wage rates among others. exerted in the performance of their job. In other words, pay equity is
Compensation may come in different forms, It may market indirect or achieved when
nonfinancial. the pay given to them by their employers is equal to the value of the job
TYPES OF COMPENSATION performed;
Direct Compensation – include workers’ salaries, incentive pays, bonuses thus, this motivates them to perform well and to do their jobs to the best of
and their
commissions. abilities.
Indirect Compensation – includes benefits given by employers other than Expectancy Theory – another theory of motivation which predicts that
financial employees are motivated to work well because of the attractiveness of the
remunerations; for example: travel, educational and health benefits and rewards or
others. benefits that they may possibly receive from a job assignment.
Nonfinancial Compensation – includes recognition programs, being The employee’s perception of the compensation or pay attached to a job
assigned to do position is an important factor in ascertaining the motivational value of
rewarding jobs or enjoying management support, ideal work environment compensation.
and BASES FOR COMPENSATION
convenient work hours. Employees may be compensated based on the following:
CONNECTING COMPENSATION TO ORGANIZATIONAL OBJECTIVES Piecework basis – when pay is computed according to the number of
Worker compensation/wages had tremendously changed in the 21 st century units
date to increased market competitions (both local and global), required produced.
skills from Hourly basis – when pay is computed according to the number of work
workers and changes in technology, among others. Along with these, hours
organizations’ rendered.
pay philosophies have also changed. Instead of paying employees based Daily basis – when pay is computed according to the number of work days
mainly on rendered.
their job positions or titles, they are now given pay according to their Weekly basis – when pay is computed according to the number of work
individual competencies or according to how much they could contribute or weeks
have contributed rendered.Monthly basis - when pay is computed according to the number
to their company’s success. Wage experts now prepare compensation of work
packages that months rendered.
create value for both the organization and its employees. Compensation rates are influenced by internal and external factors, Among
COMPENSATION: A MOTIVATIONAL FACTOR EMPLOYEES the internal factors are the organization’s compensation policies, the
Compensation pay presents a reward that an employee receives for good importance of
performance that contributes to the company’s success. In relation to this, the job, the employees’ qualifications in meeting the job requirements, and
the the
employer’s financial stability.
External factors, on the other hand, include local and global market employee possess important work characteristics such as
conditions, labor supply, area/regional wage rates, cost of living, collective conscientiousness,
bargaining agreements, and national and international laws among others. creativity, emotional stability and others.
Purposes of Performance Evaluation: Administrative and Graphic rating scales – performance appraisal method where each
Developmental characteristic to be evaluated is represented by a scale on which the
Improving individual job performance through performance evaluation is evaluator or
just rater indicates the degree to which an employee posse that characteristic
one of the reasons why employees are subjected to assessments on a Forced-choice method- performance evaluation that requires the rater to
continuous choose from tow statements purposely designed to distinguish between
basis. There is other purpose behind employee assessment that are positive or
beneficial to the negative performance; for example: works seriously –works fast; shows
company and employees: leadership –
Administrative Purposes – These are fulfilled through has initiative.
appraisal/evaluation Behaviorally anchored rating scare (BARS) – a behavioral approach to
programs that provide information that may be used as basis for performance appraisal that includes five to ten vertical scales, one for each
compensation important
decisions, promotions, transfers and termination. strategy for doing the job and numbered according to its importance.
Human resource planning may also make use of it for recruitment and Behavior observation scale (BOS) – a behavioral approach to
selection of potential employees. performance
Developmental Purposes – These are fulfilled through appraisal that measure the frequency of observed behavior.
appraisal/evaluation WHY SOME EVALUATION PROGRAMS FAIL
programs that provide information about employees’ performance and their Performance appraisals (such as manager/supervisor appraisal, self-
strengths and weaknesses that may be used as basis for identifying their appraisal,
training subordinate or 360- degree appraisal) may sometimes fail due to various
and development needs. Through this approach, the workers become more reason
receptive including the following:
to the explanations given by the organization’s management regarding the ♦inadequate orientation of the evaluates regarding the objectives of the
importance of having evaluations at regular intervals – that these are program;
conducted to ♦incomplete cooperation of the evaluates;
improve their competencies in order to prepare them for future job ♦bias exhibited evaluators;
assignments. ♦inadequate time for answering the evaluation forms.
Different performance appraisal methods are used depending on the
information on evaluator aims to find out.
PERFORMANCE APPRAISAL METHODS
Methods of evaluating workers have undergone development in order to
adapt
new legal employment requirements and technical changes. Some
appraisal
methods used today are the following:
Trait methods – performance evaluation method designed to find out if
the