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Chapter 5 Staffing

The document discusses the key aspects of staffing as a human resource management function, including planning, execution, and maintenance of staffing efforts. It also covers human resource forecasting, recruitment and selection, placement and development, training programs like orientation, skills training and management development. Other topics include performance appraisal techniques, organization development principles, and approaches to performance appraisal and management information systems for human resource development.

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53 views18 pages

Chapter 5 Staffing

The document discusses the key aspects of staffing as a human resource management function, including planning, execution, and maintenance of staffing efforts. It also covers human resource forecasting, recruitment and selection, placement and development, training programs like orientation, skills training and management development. Other topics include performance appraisal techniques, organization development principles, and approaches to performance appraisal and management information systems for human resource development.

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Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Discussant:

JHUN SALOM
JECELYN SALOM
 To define and describe the management function
of staffing.
 To describe ways and means of forecasting
human resources requirements.
 To explain ways of implementing human
resources development programs.
 To describe appropriate training programs and
their applications.
 To define approaches in organization
development.
 To describe methods of performance appraisal
and management information systems for human
resources development.
 is the process of supplying the
organization with the needed people
to achieve the purposes for which it
has been established.
 It makes the structure alive by
assigning real people in them, hired
and maintained through proper and
effective ways of recruitment,
selection, placement, training and
development.
 Planning- for the performance of the staffing function to be effective,
it has to be aided by certain analytical studies and guided by a setoff
policies, procedures, regulations, and standards. The main products of
this stage are human resources policies and program plans. As the
initial activity of staffing, planning involves human resource
forecasting, job analysis and policies and program formulation.
 Execution- The plan can only be useful if it is carried out in the actual
operation of the company. The implementation or administration of all
policies and programs directly related to acquisition and development
of personnel will be the focus of the execution. Included in this group
are recruitment, selection, placement, training and development.
 Maintenance- This is the phase that involves activities that serve as
mechanism that will help sustain the overall staffing efforts by
providing the manager with a continuous supply of information
gathered from the execution activities. Hence, research or monitoring,
which gathers data from the programs, and evaluation which analyzes
the effects of these programs, are the basic components of
maintenance. Also included are human resource accounting,
performance appraisal system and program evaluation.
 Human resource forecasting is an exercise of
projecting or anticipating what changes and
needs in the organization will crop up in the
future in terms of human resource. To
complete the bases for human resource
planning, three types of forecasts are
required:
 Forecasting manpower requirements- to
protect and compute how many and what
types of personnel are needed when and
where (or what organizational units), it is
important to knowfirst the demand of the
company’s product or services.
 Forecasting supply from inside- The
tendency is filling up vacancy is to
supply it with qualified candidates
within the organization.

 Forecasting supply from outside-


When the company cannot find the
right persons within the company to
fill up its vacancies, it can always
turn outside sources for its supply of
manpower.
 1. Recruitment and selection-how vacant
positions are filled up either from within or
outside (or both) of the firm.
 2. Placement development-programming or
scheduling individual personnel will be
placed in what unit or project or location of
work.
 3. Skills and manpower development-
training of workers, office staff, technical
personnel, supervisory and managerial
positions.
 4. Management development- helping
managers improve their performance and
prepare for advancement through
experience-based training and education.
 5. Performance appraisal- assessing each
employee’s work performance based on a set
of criteria regarding accomplishments and/
or traits exhibited during a certain duration
of employment.
 6. Rewards and benefits-describing on how
employees are rewarded with cash (e.g.,
promotions, leaves, insurance, medical
services, awards, scholarship, training, home
financing, retirement) benefits and company
services.
 7.Labor or industrial relations- dealing
with unions in terms of work
policies/procedures agreed to ( or to be
agreed to) between management and
employees, settlement of disputes and
grievances, implementation of labor law,
collective bargaining and anything that has
to do with the relationship between
management and its work force.
Training is basically a process of
effecting a particular set of behavior
in an individual to improve his present
and future performance of a job.
The appropriate training programs and
their application are:

Orientation-
it is usually done for new
employees who have just joined the
company.

SkillsTraining- sometimes called


manpower development (in contrast with
management development); this type of
training is intended for personnel
occupying non-managerial position.
Management Development-
This is done for a long period of
time and need not to be in training
rooms. The target of this program
are the managers and would-be
managers being groomed for higher
responsibilities. It combines formal
training, practical work
experienced, and other educational
processes.
A program or organization development
(OD), takes into consideration all other
components (or systems) of the
organization.
As defined by Huse(1980) , OD is the
application of behavioral science in a long-
range effort to improve an organization’s
ability to cope with changes in it’s external
environment and increase its internal
problem-solving capabilities
 Richard Bechard(1969),another authority on OD,
described it as “organization-wide and managed
from the top to increase organization effectiveness
and health through planned inventions in the
organization’s process using behavioral science
knowledge.
 Schumach and Miles (1971), talked of OD as
applying behavioral science ( e.g., psychology,
sociology, etc.) for systems improvement.
 Frank Murray (1982) mentioned that OD
interventions designed and guided by behavioral
scientists have earned acceptance as a normal part
of organization life in many companies, not only in
North America but put side of it, in the English-
speaking world.
One of the early implementors of OD in
the local industries (Torres 1969)
subscribes to the proven OD principles
that an OD effort must:
1. Be managed by committed top management.
2. Involve the whole unit.
3. Have clear-cut objectives (of what changes
to take place).
4. Have idea climate for learning.
5. See to it that unit must develop a continuing
capacity to sustain OD.
 There are many techniques that can be used in
appraising performance. Generally, what is
measured is either trait or performance (or both)
as exhibited by the person to be evaluated in a
given period covered by the evaluation (usually
one year).However, in performance-based
appraisal, caution should be made against
unknowingly emphasizing short-term results that
can damage long-term goals (e.g.,mission of the
company). Some techniques that can be utilize
singly or in combination are:
1. Rating Scale-the individual is measured against
given criteria.
2. Ranking- employees are compared with each other
and ranked according to the best performer to the
worst one.
3. Written reviews- the rater write down impressions
of the employee in essay form.
4. Performance standard- the appraiser and
appraise, at the beginning of the appraisal period,
jointly set up the performance standard.
5. Management by objectives (MBO) - It is similar to
performance standard above. The difference is that
MBO is particular with quantitative and qualitative
objectives that must be attained, and that
performance objectives at different levels of the
organization must be interrelated with each other.

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