MCA 109PRINCIPLES AND PRACTICES

OF MANAGEMENT

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UNIT 3

STAFFING

It is important to have a good organization structure but it is even more important to fill the jobs with right people

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STAFFING The managerial function of staffing involves

maintaining the organizational structure, through proper and effective selection, appraisal, and development of personnel to fill the roles designed into the structure

-Koontz and ODonnell

Filling and keeping the positions provided by the organization structure filled with right people is the staffing phase of the management.

The process involved in identifying , assessing, placing , evaluating individuals at work .

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Nature of staffing Staffing is inherent (belonging to nature) in the

process of management. This function is performed by all the managers throughout the organization rather than the personnel department only.

Staffing is a pervasive function of management. It is performed by all managers at various levels in the organization.

It is a continuous and never ending activity People centered. Based on human relations

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IMPORTANCE OF STAFFING Effective staffing discovers the talented, experienced

and qualified staff which provides to be an asset for the future.

It ensures greater production by putting the right man in the right job.

Staff is placed on the job for which they are the most suitable and have aptitude (tendency) for the same job.

It provides information to management for the internal succession of managerial personnel in the event of an unanticipated turnover.

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SYSTEM APPROACH A system may be defined as an assemblage or

combination of things or parts forming a complex or unitary whole

AN ORGANISATION,AS A SYSTEM, POSSESSES THE FOLLOWIN FEATURES:

The system is goal-oriented. The whole is more than the sum of all parts in a

system. A system is engaged in processing or

transforming of inputs into outputs. Various components of a system are interrelated

and interdependent. They interact with each other.

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Human Resource Management (staffing) may be viewed as a system which transforms personnel (i.e., inputs) into productive human resources (i.e., output). Human resource system must be an open and dynamic system if it has to achieve its objectives which include quality of work life, productivity, and readiness to change.

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MANPOWER PLANNINGIt may be defined as a process by which the management ensures the right number of people and the right kinds of people at the right place at the right time doing the right things for which they are best suited for the achievement of organisational objectives, manpower planning is also known as HUMAN RESOURCE PLANNING

SCOPE OR ELEMENTS Listing of current manpower or preparation of manpower

inventory. Projecting the supply of different types of employees after one

year, two year and so on. Designing training programmes for different categories of

manpower. Evaluation of the effectiveness of the process of manpower

planning.

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SIGNIFICANCE OF MANPOWER PLANNING

Shortage or surplus of manpower in various departments will be revealed by manpower planning. Corrective steps can be taken in time.

Manpower forecasting provides a basis of recruitment, transfer and training of employees.

It serves as a tool to evaluate the effect of alternative manpower actions and policies. It reduces labour costs by avoiding surplus of

manpower. Overstaffing can be known quickly and steps taken accordingly.

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JOB AnalysisJob analysis is a systematic collection and compilation (collection) of data about each job in the organisation to redesign each job in such a manner so as to distinguish it from the other jobs

SCOPE OF JOB ANALYSIS

Job identification. Nature of the job. Operations involved in doing the job. Materials and equipments to be used in doing the job Relation with other job.

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Job description and Job specification are the immediate by products of job analysis.

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

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JOB DESCRIPTION: A job description is an organised factual statement of job contents in the form of duties and responsibilities of a specific job.

Contents: Job title or name. Job location. Job summary. Duties to be performed. Machines, tools, materials Relationship with other jobs. Working environment.

Job specification: a job specification is a document which states the minimum acceptable human qualities necessary to perform a job properly.

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RECRUITMENT AND SELECTION

Recruitment is the process of identifying the sources for prospective candidates to stimulate them to apply for jobs in the organisation.

SOURCES OF RECRUITMENT:INTERNEL SOURCES:

Transfer: It means shifting of an employee from one job to another.

Promotion: It means transfer of an employee to a job that pays more money or that enjoys some preferred status.

Re-employment of employees: It refers to employing the employees who have left the employees.

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EXTERNAL SOURCES: It includes

Direct recruitment: This method is very useful for recruiting unskilled workers.

Casual callers: qualified people apply for employment on their own initiative.

Employment exchange: Advertising: Information about the job description and job

specifications can be given in the advertisement so that the candidates may apply.

Campus recruitment: Placement agencies: Professional bodies have come into

existence which provide their services to the enterprise for recruitment and selection of employees.

Labour contractors Web publishing

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IMPORTANCE OF INTERNAL SOURCES Promotion will increase the morale of the employees. The cost of internal recruitment is very low.

IMPORTANCE OF EXTERNAL SOURCES The enterprise can expect to get fresh, talented

candidates from outside. Internal candidates have to compete with outside

candidates for the higher jobs.

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Selection Selection is the process of choosing the best person

for a particular job. It leads to employment of workers.

Selection is the process of choosing from among the candidates from within the organization or from outside , the most suitable person for the current position or the future position. Dale Yoder

Selection is the managerial decision making process as to predict which job applicant will be successful if hired. S.P.Robins

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Preliminary interview

Screening of Application forms

Reference Checking

Selection or employment Test

Employment Interview

Medical Examination

Appointment letter or Job offer

Rejection Of

Candidate

Sel

e ctio

n P

r oce

s s

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Training and developmentAccording to Edwin B.Flippo Training is the act of increasing

the knowledge and skills of an employee for doing a particular job

OBJECTIVES OF TRAINING To provide job related knowledge to the workers. To impart skills among the workers systematically so that they

may learn quickly To improve the productivity of the workers and the organization. To reduce the number of accidents by providing safety training

to the workers.

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NEED AND IMPORTANCENEED AND IMPORTANCE

HIGHER PRODUCTIVITY: It is essential to increase productivity and reduce cost of production for meeting competition in the market. Effective training can help increase productivity of the works by imparting the require skills.

QUALITY IMPROVEMENT: The customers have become quality conscious and their requirements keep on changing. To satisfy the customers, quality of products must be continuously improved through training of workers.

INDUSTRIAL SAFETY: Trained workers can handle the machines safety. They also know the use of various safety devices in the factory. Thus they are less prone to industrial accidents.

TECHNOLOGY UPDATE: Technology is changing at a fast pace. The workers must learn new techniques to make use of advanced technology.

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BENEFITS OF TRAININGBENEFITS OF TRAINING

For Organisation Economy in operations Greater productivity Uniformity of procedure Less supervision Higher morale of employees For employees Acquisition of new skills Higher Wages industrial safety Preparation for promotion Higher morale Versatile utility

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Types of trainingINDUCTION OR ORIENTATION TRAINING: Induction is concerned with introducing or orienting a new

employee to the organisation and its procedures, rules and regulation. When e new employee reports for work, he must be helped to get acquainted with the work environment and fellow employees. It is better to give a friendly welcome when he joins the organisation, get him introduced to the organisation and help him to get a general idea about the rule and regulation, working conditions.

APPRENTICESHIP TRAINING: Apprenticeship training involves imparting knowledge and skills

in a particular craft or trade such as printing, tool making, etc Earn while you learn.

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TRAINING METHODSTRAINING METHODSON-THE-JOB METHODS. The worker is given training by

his immediate supervisor. Coaching: Under this method the supervisor imparts the job knowledge and

skills to subordinates . The emphasis is coaching or instructing the subordinate is on learning by doing.

Understudy: supervisor gives training to his subordinates as his understudy or assistant .subordinate learns through experience and observation . This technique prepares the subordinates to assume the responsibilities of superior's job in the case the superior is absent or he leaves the organization.

Vestibule training: V T is involves the creation of a separate training centre within the plant itself for the purpose of providing training to new employees. An experienced instructor is put in charge of this training. Machines and tools are also arranged in the training center so as to create working conditions similar to those in the workshop

Job rotation: The trainee systematically transferred from one job to another so he may get experience of different jobs. Job rotation is used by many organizations to develop all round workers.

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Simulators and Training Aids: simulators are used to provide trainees with physical equipments that resembles to some degree ,the equipment that is to be used on the job.

OFF-THE-JOB METHODS : The worker is required to undergo training for a specific period away from the work place

Special lectures-cum-discussions: Training through special lectures Also known as class room training . It is more associated with knowledge than skills

Conference: is a group meeting conducted according to organized plan in which member seeks to develop knowledge and understanding of a topic by oral participation. A person can learn from others by comparing his opinions with those of others

Seminar: A seminar is organized like a conference , but it is comparatively on a smaller scale . It is generally on smaller theme such as Emerging issues in Human resource development etc. The theme is examined in great detail by different experts in concerned field.

Role playing: This technique is used for human relation and leadership training . Its purpose is to increase the trainees skills in dealing with others. In this method two trainees are assigned two different role to play . Like one is to play role of sales executive and other that of a customer.

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DEVELOPMENT The term development refers broadly to the nature

and direction of change induced (persuade) in employees, particularly managerial personnel, through the process of training and education

A planned process of learning and growth designed to bring behavioral change among the executives.

OBJECTIVES OF DEVELOPMENT To encourage managers to grow as persons and in

their capacity to handle greater responsibility. To improve the performance of managers at all levels

in the jobs that they hold now. To sustain good performance of managers

throughout their careers.

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NEED FOR MANAGEMENT DEVELOPMENTNEED FOR MANAGEMENT DEVELOPMENT

There is a shortage of trained managers . Management has to be developed for handling

problems arising out of increasing size and complexity of the organizations.

Business and industrial leaders are increasingly recognizing their social and public responsibilities which call for a much broader outlook on the part of management.

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Methods of executive development

1.Special courses : 2. Special projects3.Committee Assignments:4.Case study:5.Management games ;6. Sensitivity training:

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Performance appraisalAccording to Yoder, Performance appraisal refers to all formal procedures used in working organisations to evaluate personalities and contributions and potential of group members.

OBJECTIVES OF PA

To provide a record of each employees performance for the purpose of determining wages and incentive pay.

To identify the employees who have been placed on the wrong job to transfer them to the jobs for which they are better used.

To design training programme for the improvement of the quality of personnel. It helps the supervisor to evaluate the performance of his employees

systematically and periodically. The ability of the staff is recognised and can be adequately rewarded by giving

them special increment. PA can be used as a basis of sound personnel policy in relation to transfer and

promotion, if the performance of an employee is better than others, he can be recommended for promotion, but if a person is not doing well on a job, he may be transferred to some other job.

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LIMITATIONS OF PERFORMANCE APPRAISALLIMITATIONS OF PERFORMANCE APPRAISAL

If the factors included in the assessment are irrelevant, the result of merit rating will not be accurate.

Different qualities to be rated may not by given proper weightage in certain cases.

Some of the factors are highly subjective like initiative and personality of the employees, so the actual rating may not be on sufficient lines.

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METHODS OF PERFORMANCE APPRAISALMETHODS OF PERFORMANCE APPRAISAL

UNSTRUCTED APPRAISAL: Under this, the appraiser is required to write down his impression about the person being appraised in an unstructured way.

RANKING: Ranking is a simple process of placing employees in a rank according to their job performance.

FORCED DISTRIBUTION: The FD system is devised to force the appraiser into predetermined range of scale. This system is based on the presumption that employees can be divided into five points scale of outstanding, above average, average, below average and poor.

GRAPHIC RATING SCALE: Under this method, scale are established for a number of specific factors and qualities. The selection of factors to be measured on the graphic rating scale is an important point under this system.

CHECKLIST APPRAISAL: The weighted checklist is prepared by the persons thoroughly acquainted with the job and perfect at preparing and weighing statements. when this process is complete, rating are placed on separate cards for future reference.

CRITICAL INCIDENT: A CI means a significant act by an employee exceeding or failing any of the requirements of his job

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THANKYOU

MCA 109 PRINCIPLES AND PRACTICES OF MANAGEMENTUNIT 3STAFFINGNature of staffingIMPORTANCE OF STAFFINGSYSTEM APPROACHSlide 7MANPOWER PLANNINGSIGNIFICANCE OF MANPOWER PLANNINGJOB AnalysisJob description and Job specification are the immediate by products of job analysis. JOB DESCRIPTION: A job description is an organised factual statement of job contents in the form of duties and responsibilities of a specific job.RECRUITMENT AND SELECTIONEXTERNAL SOURCES: It includesSlide 15SelectionSlide 17Training and developmentNEED AND IMPORTANCEBENEFITS OF TRAININGTypes of trainingTRAINING METHODSSlide 23DEVELOPMENTNEED FOR MANAGEMENT DEVELOPMENTMethods of executive development Performance appraisalLIMITATIONS OF PERFORMANCE APPRAISALMETHODS OF PERFORMANCE APPRAISALSlide 30