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Math 11 ABM Org - MGT Q2-Week 2
Math 11 ABM Org - MGT Q2-Week 2
STAFFING
for Organization and Management
Senior High School (ABM)
Quarter 2 / Week 2
0
FOREWORD
OBJECTIVES:
K: Identify the nature of staffing
S: Determine the concept of staffing function in
business organizations;
A: Appreciate the importance of staffing in the
business organization.
LEARNING COMPETENCIES:
I. WHAT HAPPENED
Activity:
Source: slideshare.net
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PRE-TEST:
Direction: Read and analyze the statements below. Determine whether the
statement is TRUE or FALSE. Write TRUE if the statement is correct and write FALSE
if otherwise. Write your answers on your notebook.
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DISCUSSION
Staffing – Introduction
In a new enterprise, the staffing function follows the planning and
organizing function. In the case of running an enterprise, staffing is a continuous
process. So, the manager should perform this function at all times.
It is obvious that the management must ensure a constant availability of
sufficient number of efficient executives in an enterprise for the efficient
functioning of the enterprise. The selected personnel should be physically,
mentally and temperamentally fit for the job.
Staffing is a basic function of management. Every manager is
continuously engaged in performing the staffing function. He is actively
associated with recruitment, selection, training and appraisal of his
subordinates. These activities are performed by the chief executive,
departmental managers and foremen in relation to their subordinates. Thus,
staffing is a pervasive function of management and is performed by the
managers at all levels.
Meaning of Staffing:
The term ‘Staffing’ relates to the recruitment, selection, development,
training and compensation of the managerial personnel. Staffing, like all other
managerial functions, is the duty which the apex management performs at all
times. In a newly created enterprise, the staffing would come as a. third step—
next to planning and organizing—but in a going enterprise the staffing process
is continuous.
In order to define and clarify the group of employees included in the
staffing concept, it must be stated that the staffing function is concerned with
the placement, growth and development of all of those members of the
organization whose function it is to get things done through one effort of other
individuals.
This definition includes all levels of management because those who will
occupy positions in the top two or three levels of management fifteen or
twenty years from now are likely to be found in the lower levels today.
“The managerial function of staffing involves manning the organizational
structure through effective and proper selection, appraisal, and development
of personnel to fill the roles designed into the structure.” — Koontz and
O’Donnell
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https://www.yourarticlelibrary.com/business-management/staffing-its-
meaning-nature-and-importance-business-management/27912
Staffing is related to performing a set of activities which aim at inviting,
selecting, placing and retaining individuals at various jobs to achieve the
organizational goals. It involves determining the need for people at various
organizational posts, appointing and retaining them at those posts by training
and developing their abilities and skills. This is done by performing a number of
functions like manpower planning, recruitment, selection, training and
development, performance appraisal, compensation and maintenance.
https://www.businessmanagementideas.com/notes/management-
notes/staffing-management-notes/notes-on-staffing-nature-need-and-
importance-organisation/5017
Staffing – Concept
Once the organizational goals are set, the plans are prepared and
organization is appropriately structured to pave the path for achievement of
the set goals. The next step is to provide appropriate personnel to fill in the
various positions created by the organizational structure. The process putting
people to jobs is termed as staffing. Staffing, the management function
involves appointing appropriate personnel, developing them to meet
organizational needs and ensuring that they are a satisfied and happy
workforce.
Staffing is defined as a managerial function of filling and keeping filled
the positions in the organizational structure. The personnel appointed are a
combination of permanent employees, daily workers, consultants, contract
employees etc.
Staffing includes:
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2. Recruitment and selection of appropriate personnel for new jobs or for
positions which may arise as a result of existing employees leaving the
organization.
3. Planning adequate training for development and growth of workforce.
4. Deciding on compensation, promotion and performance appraisals for the
workforce.
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VIII. Interdisciplinary nature – Staffing has its roots in social sciences. It
uses concepts drawn from various disciplines such as psychology,
sociology, anthropology, and management. It has also borrowed
principles from behavioral sciences. It is a science of human
engineering.
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it a part of organizing. But these days, on the basis of various researches, it is
accepted as an important separate managerial function.
3. Essential at All Managerial Levels
Staffing is essential at all managerial levels. The Board of Directors
performs the function of staffing by appointing General Manager. The General
Manager does so by appointing departmental managers, while the
departmental managers perform this function by appointing their
subordinates. It must be clarified here that the establishment of a separate
personnel department does not free the concerned managers from this all-
important function.
The aim of establishing this department is to assist the managers at every
level in the performance of their function of staffing. It is important to note that
the final responsibility regarding staffing lies with the managers concerned.
4. Related to Social Responsibility
Staffing deals with human beings and man is a social animal. Since it is
connected with human beings, the social responsibility of this function is born.
In order to discharge this responsibility, the managers should take care and be
impartial while going through the allied functions of recruitment, selection,
promotion, etc.
5. Effect of Internal and External Environment
The performance of staffing is affected by the internal and external
environment of the enterprise. The internal environment of the enterprise
includes policies connected with the employees — like the promotion policy,
demotion policy, transfer policy, etc. If as a matter of policy the vacant posts
are to be filled up by promotion, the employees already working in the
enterprise will have the opportunity to reach higher posts, and the people from
outside will be appointed only on lower posts.
In this way the internal policy of the organization does affect the function
of staffing. The external environment affecting the enterprise includes
government policies and educational environment. It can be the policy of the
government that in a particular enterprise employees should be recruited only
through employment exchange. Educational institutions can help in the
development of the employees by organizing special training camps. In this
way, external environment also affects the function of staffing.
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Manpower may be planned for short-term and long-term. The short-term
manpower planning may achieve the objectives of the company at present
conditions. The long-term manpower planning should be concerned with the
estimation of staff members required in future.
2. Development
Development is concerned with the development of staff members
through adequate and appropriate training programs. The training is given
only to the needy persons.
4. Sources
It is concerned with the method by which the staff members are
selected. The sources may be internal and external sources. Internal source
means that a vacancy is filled up by the company out of the staff members
available within the company. The external source means that a vacancy is
filled up by the company from outside the company. The person selected may
be unemployed or working in any other company.
6. Training
The training may be arranged by the company itself. In certain cases,
the staff members may be sent out by the company to get the training. The
expense is borne by the company. The training may be required not only by
the new staff members but also by the existing staff members.
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Step # 1. Estimating Manpower Requirements/Manpower Planning:
The process of manpower planning can be divided into two parts. One
is an analysis for determining the quantitative needs of the organization, i.e.,
how many people will be needed in the future. The other part is the qualitative
analysis to determine what qualities and characteristics are required for
performing a job.
The former is called the quantitative aspect of manpower planning in
which we try to ensure a fair number or personnel in each department and at
each level. It should neither be too high nor too low leading to overstaffing or
under-staffing respectively. The second aspect is known as qualitative aspect
of manpower planning wherein we try to get a proper fit between the job
requirement and the requirement on the part of personnel in terms of
qualification, experience and personality orientation.
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growth of an employee in all respects. It is a wider concept. It seeks to develop
competence and skills for future performance. Thus, it has a long-term
perspective.
Step # 7. Compensation:
It refers to all forms of pay or rewards paid to employees by the
employer/firm. It may be in the form of direct financial payments (Time based
or Performance based) like salaries and indirect payments like paid leaves.
https://www.economicsdiscussion.net/organisation/staffing/31866
Activity 1.
Case study: role and job analysis
Job Description at Red Lobster (Phillip – Gully 2009)
Red Lobster operates over 670 casual-dining seafood restaurants in the
US and Canada, employing more than 63,000 people. When Red Lobster
developed a new business strategy to focus on value and improve its image,
it established a new vision, mission, and goals for the company. The restaurant
chain simplified its menu with the highest-quality seafood it could offer at mid-
range prices, traded its restaurants’ tropical themes for a crisp, clean look with
white-shirt-and-black-pants uniforms for its employees, and added
Northeastern coastal imagery to its menu and Web-site. Executing the new
mission and differentiation strategy required hiring fun, hospitality-minded
people who shared its values.
Although Red Lobster had not had any problem with hiring restaurant
managers, the company felt that the managers it hired did not always reflect
Red Lobster’s strategy, vision and values. The company also realized that their
old job descriptions did not reflect the passion its new strategy needed from its
employees.
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Required: Red Lobster ask your opinion of what it should do in writing its job
descriptions to improve the fit between its new management hires and its new
business strategy. Write your answer on your notebook.
http://oktato.econ.unideb.hu/kunandras/BAINMBA/SlidesHRM/HRM%20Case
%20study_Red_Lobster.doc
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REFERENCES
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DEPARTMENT OF EDUCATION
SCHOOLS DIVISION OF NEGROS ORIENTAL
ROSELA R. ABIERA
Education Program Supervisor – (LRMS)
ARNOLD R. JUNGCO
Education Program Supervisor – (SCIENCE & MATH)
MARICEL S. RASID
Librarian II (LRMDS)
ELMAR L. CABRERA
PDO II (LRMDS)
ALPHA QA TEAM
GIL . DAEL
MARIA SOLEDAD M. DAYUPAY
MARIA ACENITH DESPI
JEE LIZA INGUITO
BETA QA TEAM
RICKLEOBEN V. BAYKING
LITTIE BETH S. BERNADEZ
GIL . DAEL
MARIA SOLEDAD M. DAYUPAY
MARIA ACENITH DESPI
JEE LIZA INGUITO
MERCYDITHA D. ENOLPE
RONALD G. TOLENTINO
DISCLAIMER
The information, activities and assessments used in this material are designed to provide accessible learning modality to the
teachers and learners of the Division of Negros Oriental. The contents of this module are carefully researched, chosen, and evaluated to
comply with the set learning competencies. The writers and evaluator were clearly instructed to give credits to information and illustrations
used to substantiate this material. All content is subject to copyright and may not be reproduced in any form without expressed written consent
from the division.
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SYNOPSIS AND ABOUT THE AUTHOR
This SLK (Self-Learning Kit) is ANSWER KEY
AUTHOR