Professional Documents
Culture Documents
Chapter 10
Chapter 10
Staffing the organization is another major responsibility of managers. Staffing involves appointing qualified people
into positions in the organization, ensuring that they are efficient and effective employees, and promoting their
growth as they continue to work in the company. Managers should be able to fill all job positions in the company
since a complete body of employees is necessary in the accomplishment of the organizations goals and objective.
Staffing or human resources management is the managerial function of acquiring and developing human resources
for carrying out and performing the various activities of the organization. This steps in staffing involve human
resources planning, job analysis, recruitment, selection of the right people, andfinally, orientation of the selected
employee.
Staffing is a continuous process. This is due to never ending need to find , hire and develop talents for the company.
The human resources department implements human resource management and its related activities for the
company.it is staffed by human resources professionals and supervised by a human resource director. The HRD is
also responsible for ensuring that the company complies with workplace safety standards and labor and employment
laws.
The staffing processis crucial for the achievement of organizational goals. The first step in the process is human
resource panning wherein the managers identifies the right number of people and the required skills for the
differentjobs. Job analysis is employed to determine the tasks, activities and skills required in the identified positions.
After identifying the job specifications, qualified people are scouted to fill in the positions in the organization. The
process of finding people to hire for a job is called recruitment. The selection of job candidates is done through
interviews, psychological tests and background check. Upon hiring new employees are oriented on company rules
and policies, compensation and benefit packages and training program.
Human resource planning (HRP) ensures that the company achieves its mission, vision, and goals by employing the
right people with the right skills required for the different task in the organization.HRP is the critical component
1. ENVIRONMENTAL SCANNING- it is crucial for a manager to find out the factors currently affecting the
labor market because this can affect the company’s recruitment.
2. FORECASTING AND ESTIMATING THE FIRM’S MANPOWER COMPLEMENT – the status of
employment in the organization, specifically the number of regular and contractual or temporary employees
should be determined. Forecasting is done to identify the demand for and supply of employees while
considering the manpower requirements, the internal supply of employees and possible external sources of
employees.
3. GAP ANALYSIS - gap analysis is done to determine if there is a gap or difference between demand and
supply in human resources. If there is a surplus of employees, there may be a need to trim down their
number to achieve the desired manpower complement. One options is to offer early retirement programs for
those who are already near the retirement age of 60 years old. One cause of employee surplus is
redundancy or when certain positions are no longer needed by the company. Another options to address
surplus is by implementing a hiring freeze where recruitment and hiring of new personnel are halted.
When demand is equal to supply, the current workforce is provided with further skills training.in some
instances, the company conducts job rotation where employees are allowed to work in different jobs to gain
additional work experience.
Job Analysis - is the procedure for determining the duties and skill requirements for a job or position.
1.Specific tasks and activities - these refer to the essential tasks required for a position.
2. Required behavior on the job - this refers to workplace behavior or ethics required in the performance of the
job concerned.
3. Required job standards - refers to the performance levels or standards required on the job.
4. Knowledge, tools and equipment used - this takes in to account knowledge on software applications,
accounting procedures, laws and other relevant information.
5. Work conditions - this include the physical aspects of the job such as work schedules and physical environment.
6. Personal characteristics and requirements - this include the educational background, training, experience,
personality, type, attitude, values, and physical characteristics needed for the position.
Formulation of Selection of
Application of
objectives jobs Actual
job analysis
conduct of
techniques
job analysis
Preparation of job
description and job
specification
Following are the techniques that can be used in conducting job analysis:
1. Observation - this technique requires the analyst to actually observe the job as they are being perflrmed.
2. Interview - this technique requires face to face interaction between the job analyst and the employer.
3. Questionnaire - This is the least expensive for data gathering. The analyst prepares a questionnaire about
relevant information regarding a job.
4. Logbook - Recording tasks and activities in logbook is a good way to keep track of the conduct of a certain job
and its progress over a certain period.
Data gathered from the job analysis is used to formulate the job description.
Job Description - is a written summary of the duties, responsibilities, reporting relationships and the job
specifications for each job or position in the company.
1. Job title or position - this describes the exact name of the job.
2. Reporting Relationships - this includes the job title for the position's immediate supervisor.
4. General description of the job - Provides a description of the job and overview of its duties and
responsibilities.
5. Specific duties and responsibilities - this describes the function of the job in detail.
6. Job specification - it provides the minimum qualifications for a particular job such as Educational background,
experience, skills and personal qualities.
Recruitment - is the process of attracting qualified applicants to occupy vacant positions in the company.
Sources of Applicants
2. External Applicants - are individuals who are recruited by the company or directly apply to join the company.
Equal Employment - there are certain issues that companies should consider during recruitment stage.
PLACEMENT
Aims to provide new employees with relevant information about the company (company history, mission-
vision, culture, products and services provided, work.hours, dress code and company policies)
Also introduces new employees to their immediate superior and co-employees within the department
TRAINING PROCESS
TRAINING TECHNIQUES
TRAINING IMPLEMENTATION
TRAINING EVALUATION
1. Reactions 3. Recall
2. Results 4. Retrieval
Any tangible equivalent or reward for services rendered or for the performance of a task performed in the
organizations
COMPENSATION GUIDELINES
Compensation decisions are influenced by the nature and environment of a particular industry
Compensation is usually time-based.
2. Flat rates
3. Compensation through incentives
EMPLOYEE BENEFITS
Employee benefits are divided into two main groups: government-mandated and voluntary benefits. Government-
mandated benefits are those required by law, while voluntary benefits are those that are voluntarily given by the
company.
VOLUNTARY BENEFITSrefer to the benefits that are freely given by the company to its employee.
Rewards system
Contingency Pay
-based on the employees performance, competency, contribution and skills. It can be applies on individuals or
groups.
1. Team-based pay: based on the achievement of an certain quota or service delivery standard
2. Organization-wide pay: given to employees on the basis of the achievement of an organizational goals
a) Gainsharing: based on a bonus plan whete employees are encouraged to fully contribute to the company's
performance
b) Profit sharing: refers to the scheme where employees share in the profits of the company either through
cash payments or Share of stocks
Performance Appraisal - process where employee performance is documented and evaluated. Performance
review or performance evaluation.
Purposes:
1. Needs Assessment- provides relevant information about the specific training needs to employees
2. Employee movements - helps management decide who will be promoted by providing proof of meritorious
performance
3. Basis for merit increase - gives strong proof for merit increase.
4. Legal concerns - basis for justifying such action. Also, used to address issues on rewards, layoff, and
employee transfer.
5. Development - evidence foe identifying career paths and determining personnel development.
6. Channel of communication - provides good venue for discussion regarding performance and other issues
between an employee and his or her immediate supervisor
7. Source of motivation-one way to boost employee morale and encourage them to make a good impression
and give an outstanding performance in their job.
EMPLOYEE MOVEMENT - inevitable and are often the result of evaluation or structural changes in organization
Criterion:
Private sector unions- members are employed in commercial, industrial and agricultural enterprises
Workers association - employee organizations established for mutual aid, protection nd other legitimate purposes
but not for the purposes of collective bargaining
Collective bargaining-process by which the labor unions negotiates a labor contract with management
- taken to address misconduct in the workplace or any type of violations against company rules
DUE PROCESS
- this ensures that the disciplinary process is conducted in a fair and impartial manner with due regard for the rights
of the employee.