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Management Theory
and Practice
STAFFING
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Definition of Staffing
Staffing is filling, and keeping filled, positions
in the organization structure
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The Systems Approach to Human Resource
Management: An Overview of the Staffing
Function
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STAFFING
Human capital is essential for success of
any organization.
Employer-employee relationship is crucial.Organizations perform better when they
treat their employees better.
Human resources are key to organizationalsuccess or failure.
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Strategic Human Resource Management
Strategic human resource management
mobilizes human capital through the HRM
(human resource management) process to best
implement organizational strategies
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Situational Factors Affecting
Staffing
External factors .
level of education,
societies attitude toward work laws and regulations
the economic conditions
the supply of and demand for managersoutside the enterprise
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Situational Factors Affecting
Staffing – cont.
Internal factors
organizational goals, tasks, technology
various kinds of policies
organization structure
the kinds of people employed
the demand for and the supply of managers within the
enterprise,
the reward system
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Major human resource management
responsibilities
Attracting a quality workforce
Human resource planning, recruitment, and selection
Developing a quality workforce
Employee training and development, and
performance appraisal.
Maintaining a quality workforce
Career development, work-life balance,compensation and benefits, employee retention and
turnover, and labor-management relations.
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Steps in strategic human resource planning.
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Job Analysis
Job analysis.
It is the process of analyzing the job with reference to
the duties, tasks, or activities of jobs.
Job analysis is defined simply as ―obtaining informationabout jobs‖ (McCormic)
Job Description
A statement (organized & factual )statement of the tasks,
duties & responsibilities of a specific job.
Job specifications
A statement of minimum acceptable qualities necessary to
perform a job properly.
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Recruitment
Recruitment
Activities designed to attract a qualified
pool of job applicants to an organization. Steps in the recruitment process:
Advertisement of a job vacancy.
Preliminary contact with potential job
candidates.
Initial screening to create a pool of qualified
applicants.
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Steps in Scientific Selection
ProcessChoosing from a pool of applicants the best person who offer the greatest
performance potential.
Selection Steps
1. Application form
2. Written examination3. Preliminary interview
4. Work History
5. Tests
6. Final interview7. Physical examination
8. Reference checks
9. Functional manager’s decision
10. Job offer
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Systems Approach to Selection
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Commonly-used Tests on
Managerial Candidates
Intelligence tests
Proficiency and aptitude tests
Vocational tests Personality tests
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Intragroup and Intergroup
Communication
Intragroup communication is communication
with people in the same organizational unit.
Intergroup communication is communication
not only with other departments but also with
groups outside the enterprise
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The Peter Principle
Managers tend to be promoted to the level of
their incompetence.
Specifically, if a manager succeeds in a
position, this very success may lead to a
promotion to a higher position, often one
requiring skills that the person does not
possess.
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Application Form
Application form (application blank) is used for securinginformation from the prospective candidates about :
Personal background
Educational attainments
Work experiences
Salary
Personal details and
References.
It is used as a screening device to determine if a candidatesatisfies minimum job requirements.
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Interview
How to succeed in a telephone interview
Be prepared ahead of time.
Take the call in private.
Dress professionally. Practice your interview voice.
Have reference materials handy.
Have a list of questions ready. Ask what happens next.
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Employment Tests - Used to further
screen applicants by gathering additional job-
relevant information ABILITY TESTS
1. Aptitude Tests
2. Achievement Tests
3. Intelligence Tests
4. Judgment Tests
PERSONALITY
TESTS
1. Interest Tests
2. Personality Tests
3. Projective Tests
4. Attitude Tests
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Criteria for selection devices:
Reliability
The selection device is accurate and consistent
in measurement.
Validity
The degree to which the data predicts thecandidate's success and eventual performance as
a manager.
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Behaviorally-oriented
employment tests:
Assessment center
Evaluates a person’s performance in simulated
work situations.
Work sampling
Evaluates a person’s performance on actual job
tasks.
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Interviews - types
1.Preliminary Interview
Informal Interview
Unstructured interview
3.Decision-Making Interview
2.Core Interview
planned interview
probing interview
Stress interview
The group interview
Non-directive interview
Formal and structuredinterview
Panel interview and
Depth interview
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Reference and Background Checks
Inquiries to previous employers, academic
advisors, coworkers and/or acquaintances
regarding applicant’s:
Qualifications. Experience.
Past work records.
Can better inform potential employer.
Can enhance candidate’s credibility.
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Final Decision to Hire or Reject
Best selection decisions will involve
extensive consultation among multiple
parties.
Selection decision should focus on all
aspects of the candidate’s capacity to
perform the designated job.
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Socialization
Socialization
Process of influencing the expectations, behavior,
and attitudes of a new employee in a way
considered desirable by the organization.
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The Peter Principle
Managers tend to be promoted to the level of
their incompetence.
Specifically, if a manager succeeds in a
position, this very success may lead to a
promotion to a higher position, often one
requiring skills that the person does not
possess.
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Performance management systems
Performance management systems
ensure that —
Performance standards and objectives areset.
Performance results are assessed regularly.
Actions are taken to improve futureperformance potential.
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Performance Appraisal
Performance appraisal
Formally assessing someone’s work
accomplishments and providing feedback.
Purposes of performance appraisal:
Evaluation — lets people know where they stand
relative to objectives and standards.
Development — assists in training andcontinued personal development of people.
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Study Question 3: How do organizations
develop a quality workforce?
Behaviorally anchored rating scales (BARS)
Describes actual behaviors that exemplify variouslevels of performance achievement in a job.
More reliable and valid than graphic rating scales. Helpful in training people to master important job
skills.
Fi 11 4 S l b h i ll
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Figure 11.4 Sample behaviorally
anchored rating scale for performance
appraisal.
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Study Question 3: How do organizations
develop a quality workforce?
Critical-incident techniques
Keeping a running log or inventory of
effective and ineffective behaviors.
Documents success or failure patterns.
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Study Question 3: How do organizations
develop a quality workforce?
Multiperson comparisons
Formally compare one person’s
performance with that of one or more others.
Types of multiperson comparisons:
Rank ordering
Paired comparisons
Forced distributions
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Study Question 3: How do organizations
develop a quality workforce?
Alternatives to supervisory appraisal: Peer appraisal
Occurs when people who work regularly and directlywith a jobholder are involved in the appraisal.
Upward appraisal
Occurs when subordinates reporting to the jobholderare involved in the appraisal.
360° feedback
Occurs when superiors, subordinates, peers, and eveninternal and external customers are involved in theappraisal of a jobholder’s performance.
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Study Question 4: How do organizations
maintain a quality workforce?
Work-life balance
How people balance career demands with personal and
family needs.
Progressive employers support a healthy work-life balance.
Contemporary work-life balance issues:
Single parent concerns
Dual-career couples concerns
Family-friendliness as screening criterion used by candidates
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Study Question 4: How do organizations
maintain a quality workforce?
Compensation and benefits
Base compensation
Salary or hourly wages Fringe benefits
Additional non-wage or non-salary forms of
compensation
Flexible benefits Employees can select a set of benefits within a
certain dollar amount
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Study Question 4: How do organizations
maintain a quality workforce?
Incentive compensation systems:
Skill-based pay.
Links pay to the number of job-relevant skills an
employee masters.
Bonus pay plans.
One-time or lump-sum payments based on the
accomplishment of specific performance targets or
some extraordinary contribution.
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Study Question 4: How do organizations
maintain a quality workforce?
Incentive compensation systems:
Profit-sharing plans.
Some or all employees receive a proportion of net profits
earned by the organization. Gain-sharing plans.
Groups of employees share in any savings realized through their efforts to
reduce costs and increase productivity.
Employee stock ownership plans. Employees own stock in the company that employs them.
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Study Question 4: How do organizations
maintain a quality workforce?
Compensation and benefits
Family-friendly benefits
Help in balancing work and nonwork
responsibilities
Employee assistance programs
Help employees deal with troublesome personal
problems.
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Study Question 4: How do organizations
maintain a quality workforce?
Labor-management relations
Collective bargaining – process of negotiating, administering, and interpreting alabor contract
Two-tier wage system – pays new hiresless than workers already doing the samework with more seniority