Chapter five: Introduction to Management
- 1. 1 CHAPTER FIVE STAFFING FUNCTION staffing is defined as filling and keeping filled positions in the organizational structure through identifying work-force requirement, inventorying the people available, recruiting, selecting, placing, promoting, appraising, compensating, the training and/or developing both candidates and current job holders to accomplish their tasks effectively and efficiently.
- 2. 2 The task of finding the right people for the jobs, keeping them, and developing them ( staffing) is a never ending process. Staffing Process involves: 1.Manpower requirements 2.Recruitment 3.Selection 4.Orientation and Placement 5.Training and Development 6.Remuneration 7.Performance Evaluation 8.Promotion and transfer
- 3. 3 1. Human Resource Planning (Manpower planning) It is the process of determining the need of the right man at the right time to the right job. It is the process of determining the need of adequate human resources to the job in the organization. It is designed to ensure that the personnel need of the organization will be constantly and appropriately met. And this can be accomplished through analysis of: i. Internal factors such as current and expected skill needs, vacancies, and departmental expansions and reductions; and ii
- 4. 4 ii. External environmental factors such as the labor market, the government regulation, the labor union etc. As a result of this analysis, plans are developed for executing the other steps in the staffing process. This helps an organization to determine the need of employees for short term or for long term. There are four basic steps in human resource planning: A. Planning for future needs: It deals with numbers people with what abilities will the organization need to remain in operation for the foreseeable future.
- 5. 5 B. Planning for future balance: It emphasis on the numbers of people who are presently employed can be expected to stay with the organization. The difference between this number and the number the organization will need leads to the next step. C. Planning for recruiting and selecting or for lay off: It emphasis on ways that organization can attain the number of people it will need. D. Planning for development: It deals with the methods to be used on training and movement of individuals within the organization be managed so that the organization will be assured of a continuing supply of experienced and capable personnel.
- 6. 6 The central elements in human resource planning are forecasting and the human resource audit; Forecasting attempts to assess the future personnel needs of the organization. The human resource audit assesses the organizations current human resources. These two elements give managers the information they need to plan the other steps in the staffing
- 7. 7 2. Recruitment It is the process of reaching out and attempting to attract potential candidates who are capable of and interested in filling available positions of an organization. It is concerned with developing a pool of job candidates, in line with the human resource plan. It deals with developing a written statement of the content and the location (on the organization chart) of each job. This statement is called the job description and it lists the title, duties and responsibilities for that position. Then, background, experience, and personal characteristics an individual must have in order to perform effectively in the position, is developed.
- 8. 8 Recruitment source A. Internal Recruitment (recruitment from within): this involves recruitment within the organization; it could be through promotion lateral transfer, demotion or any there from. Advantage: It is usually less expensive to recruit or promote from within than to hire from outside the organization. It may faster loyalty and inspires greater effort among organization members. It needs less initial training and orientation. Disadvantage: It limits the pool of talent available to the organization.
- 9. 9 (ii) External /outside/ recruitment: It involves recruitment outside the organization. The major alternative sources are: A. Direct application B. Employee referrals (word of mouth) C. Advertising D. Educational institutions (i.e. Universities) E. Private/public employment agency F. Other sources such as professional associations
- 10. 10 3. Selection It is the process of determining from among applicants which one fills best for the job description and specification which is offered to the job within the organization. It involves evaluating and choosing among job candidates. the role of selection is to evaluate each candidate and to pick the best one for the position available. Application forms, resumes, interviews, employment & skill tests, and reference check s are the most commonly used aids in the selection process.
- 11. 11 4. Orientation and socialization (induction) It is designed to provide a new employee with the information he/she needs in order to function comfortably and effectively in the organization. The information given here covers: (i) General information about the daily work routine; (ii) A review of the organizations history, purpose, operations, and products or services, and how the employee's job contributes to the organizations needs, and (iii) A detailed understanding on of organizations policies, work rules, and Employee benefits.
- 12. 12 5.Training and Development It is the act of increasing the knowledge and skill of an employee for doing a particular job. It equips the employees with adequate skills and knowledge to contribute to the organization’s efficiency and cope with the changes in the environment. Reasons for Training: A. To orient new employees: while schools and training institutions provide general education in many skills new employees require additional training to acquaint them with specific situation of the organization and the job. .
- 13. 13 B. To improves performance: training will help to improve performance by increasing Productivity, improving quality, reduces turnover, reducing labor cost. C. To maintain current performance: sometimes individuals holding a position or doing a Job may get obsolete so train these employees will help to maintain current performance. Training Methods: There are two different types of training techniques: (i) O n - the- job training (ii) Off - the- job training
- 14. 14 (i)On-the - job training: It involves learning methods and techniques by actually doing a job (performing the work) and increasing the levels of skills of the employee. The employee usually learns under the supervision of the in mediate boss or co - worker who has greater knowledge and skills about the job. It is widely used, because it is economic and convenient; and no special facilities, But, it creates lack of concern of employees, employees have dual responsibility, & it is not convenient for large number of employees.
- 15. 15 (ii) Off- the -job training: This technique involves participation of employees in a series of events by being away from the actual work. Advantages: It creates interest for employees: because employees are removed from their routine activities and are moved to new environment. It is convenient for large number of employees (Trainees). Disadvantages: It is expensive: there are costs for trainers, facilities,
- 16. 16 6. Maintenance and Utilization This involves designing an organizational framework that makes maximum use of an enterprise's human resources and establishing systems of communication that help the organization operate in a unified manner. Human resource maintenance activities related to safety and health usually entail compliance with federal laws that protect employees from hazards in the workplace.
- 17. 17 7. Separation This refers to those factors that bring the termination or ceasing of the relationship between the organization and the employee. Separation may result from such factors as resignation, layoff and retirement. 1. Retirement 2. Resignation 3. Layoff 4. Retrenchment 5. Dismissal: