ORGANIZATION AND MANAGEMENT

CHAPTER V

STAFFING
0BJECTIVES:
• Discuss the nature of staffing;
• Explain the steps in the recruitment and selection
process;
• Recognize the different training program;
• Identify the policy guidelines on the compensation
and wages and performance evaluation or appraisal;
• Discuss the importance of employee relations;
• Differentiate various employee movements; and
• Realize the importance of adopting an effective
rewards system.
WHAT IS
STAFFING?
STAFFING:
is the Human Resource function of
identifying, attracting, hiring, and
retaining people with the necessary
qualifications to fill the
responsibilities of current and
future jobs in the organization.
NATURE OF
STAFFING
The Management and Non-managerial
Human Resources Inventory
Awareness of the management potential within an
organization can be accomplished with the use of an
inventory chart, also called management. This chart is
similar to the general organization chart used by
company but limited to managerial positions and the
names of potential successors ( promotable, satisfactory
but not promotable, dismissed, etc.). Recruitment by
external means may follow if these are no qualified
successors.
COMPONENTS OF
STAFFING
RECRUITMENT:
is the process of
identifying and attracting
the people with the
necessary qualifications.
SELECTION:
is the process of
choosing who to hire.
STEPS IN
STAFFING
1. the identifying of job position vacancies, job requirements, as well as
work force requirements;
2. checking internal environment of the organization for human
resources;
3. external recruiting;
4. selecting those with essential qualifications for the job opening;
5. placing the selected applicant;
6. promoting;
7. evaluating performance;
8. planning of employee’s career;
9. training of human resources; and
10. compensating human resources
STEPS IN HIRING
NEW EMPLOYEES
EFFECTIVELY
STEP 1 – Determining a need STEP 2 – Application search and selection
Job analysis a. Recruitment
b. Screening and selection
c. Interviews

STEP 3 – Decision-making process STEP 4 – Adaptation to the workplace

a. Making a decision Orientation
b. Notification and employment offer
External and Internal Forces Affecting Present and
Future Needs for Human Resources

External Forces Internal Forces

• Economic factors • Firm’s a goal and objectives
• Technological factors • Technology
• Social factors • The types of work that have to be
• Political factors done
• Legal factors • Salary scales
• The kinds of people employed by
the company
RECRUITMENT
RECRUITMENT:
is a set of activities designed
to attract qualified applicants
for job position vacancies in
an organization.
TYPES OF
RECRUITMENT
EXTERNAL
RECRUITMENT
EXTERNAL RECRUITMENT:

it considers outside sources in the

process of locating potential
individuals who might want to join
the organization.
METHODS OF
EXTERNAL
RECRUITMENT
ADVERTISEMENTS:
through websites, newspapers,
trade journals, radio, television,
billboards, posters, and e-mails
among others.
UNSOLICITED APPLICATIONS:
received by employers from
individuals who may or may
not be qualified for the job
openings.
INTERNET RECRUITING:
is the independent job boards
on the Web commonly used by
job seekers and recruiters to
gather and disseminate job
opening information.
EMPLOYEE REFERRALS:
are recommendations from the
organization’s present
employees who usually refer
friends and relatives who they
think are qualified for the job.
EXECUTIVE SEARCH FIRMS:
also known as “head
hunters;” it help employers
find the right person for a
job.
EDUCATIONAL INSTITUTIONS:
are the good sources of young
applicants or new graduates
who have formal training but
with very little work
experience.
PROFESSIONAL ASSOCIATIONS:
may offer placement
services to their members
who seek employment.
LABOR UNIONS:
possible sources of
applicants for blue-
collar and professional
jobs.
Public and private employment
agencies:
may also be good
sources of applicants for
different types of job
vacancies.
EXTERNAL RECRUITMENT
ADVANTAGES
• Increasing the possibility of being able to recruit
applicants suited for the job the through the internets.
• Submitting applications and resumes through their own
initiative are believed to be better potential employees.
• Employee referrals from outside sources are believed
to be high quality applicants.
• Executive search firms usually refer highly qualified for
job opening
• Educational institutions know the capabilities and
qualifications of their graduates, hence etc.
EXTERNAL RECRUITMENT
DISADVANTAGES
• the cost and time required by
external recruitment are the typical
disadvantages of using this
recruitment method.
• time possibility of practicing bias or
entertaining self-serving motives.
INTERNAL
RECRUITMENT
INTERNAL RECRUITMENT:
it involves job vacancies through
promotions or transfer of
employees who are already part of
the organization.
METHODS OF INTERNAL
RECRUITMENT
Internal recruitment is done within the
organization. Most of managers prefer
to follow a policy of filling job openings
through promotions and transfer.
INTERNAL RECRUITMENT
ADVANTAGES
• less expenses are required for internal
recruitment.
• training and orientation of newly promoted
or transferred current employees are less
expensive.
• the process of recruitment and selection
is faster.
INTERNAL RECRUITMENT
DISADVANTAGES
• the number of applicants to choose from is
limited.
• favoritism may influence a manager to
recommend a current employee for promotion
to a higher position.
• it may result in jealousy among other
employees who were not considered for the
position.
SELECTION
SELECTION:
is the process of choosing individuals
who have the required qualifications
to fill present and expected job
openings.
Process of Selecting
New Employee
• Establishing the selection criteria
- selecting human resources is an
organization requires understanding of the
nature and purpose of the job position which
has to be filled.
• Requesting applicants to complete the
application form
- application forms must be
completed because these
provide the needed information
about the applicant.
• Screening by listing applicants who seem to
meet the set criteria
- this involves the preparation of a short list
of applicants who meet the mum
requirements of the job position to be filled.
• Screening interview to identify more promising
applicants
- a shortlist of applicants is prepared. Include in the
list are the applicants who will be asked to undergo
formal interview by the supervisor/manager;
applicants who are deemed to be the most fitted for
the job opening belong to this shorter list.
• Interview by the supervisor/manager or panel
interviewers
- through formal interview of the most
promising applicants, other characteristics of
the applicants may be revealed or observed
by the supervisor/manager or panel
interviewers.
TYPES OF
JOB INTERVIEWS
oStructured interview

the interviewer asks the applicant to

answer a set of prepared questions-
situational, job knowledge, job simulation,
and worker requirement questions
o Unstructured interview
the interviewer has no
interview guide and may ask
questions freely
o One–on–one interview

one interviewer is assigned

to interview the applicant
oPanel interview
several interviewers or a panel interviewer
may conduct the interview of applicants;
three to five interviewers take turns in
asking questions.
• Verifying information provided by the applicant
- to make sure that the applicant has
not given false information about
himself or herself, verification is
necessary.
• Requesting the applicant to undergo psychological
and physical examination
- having a healthy mind and a healthy
body is important for good job
performance.
TYPES OF
EMPLOYMENT
TESTS
oIntelligence test
designed to measure the applicant’s
mental capacity; tests his or her
cognitive capacity, speed of thinking,
and ability to see relationships in
problematic situation.
oProficiency and aptitude tests

tests his or her present skills and

potential for learning other skills
oPersonality tests
designed to reveal the applicant’s
personal characteristics and ability
to relate with others
oVocational tests
tests that show the occupation best
suited to an applicant.
• Informing the applicant that he or she has been
chosen for the position applied for
- informing the applicant may be done verbally
or in writing by the managers who give the
final decision regarding the applicant’s hiring.
Limitation of the Selection Processes
Predicting performance is difficult as there is
a difference. What individual can do at
present and what they will do in the future.
The fact that many selection approaches and
tests have been devised is enough proof that
management expert are still in search of what
could be done to improve the present
selection process.
TRAINING AND DEVELOPMENT
Training refers to learning given by
organizations to its employee that
concentrates on short term job
performance. Development on the other
hand, refers to learning given by
organization to its employee that is geared
toward the individuals acquisition.
TRAINING
PROCEDURES
Conducting the Training Needs Assessment
- managers must the first try to observe the
business condition

- analyzing the organizations, tasks and

persons/individuals
o Organization analyses

- include the analyses of

effects of downsizing
branching out.
o Task Analysis
- involves checking of job
requirements to find if all
these are being done.
o Person Analysis
- this is to avoid spending for
the training of employee who
no longer need it.
Designing the Training Program
- describe the knowledge, skills, and
attitudes that have to be acquired.

- this refers to the trainees

background knowledge and
experiences.
Different learning

principles
o Modeling
- the use of personal behavior
to demonstrate the desired
behavior or method to be
learned.
o Feedback and reinforcement
- feedback from the trainees
themselves, from trainees or
fellow trainees.
o Massed vs. distributed learning

- learning by giving training

through either few.
o Goal – setting

- explanation of training
goal and objectives.
o Individual differences
- individual differences of the
trainees in order to facilitate
each person’s style and rate
of learning.
o Active practice and repetition

- opportunities to trainees
to do their job tasks
property.
Implementing the Training Program
- various types of training program
implementation include: on-the-job
training, apprenticeship training
classroom instruction, audio-visual
method, simulation method, and e-
learning.
Evaluating the Training
- the positive effects of the training
program may be seen by assessing
the participant’s reactions’, their
acquired learnings, and their
behavior.
Employee development
- its goal is to match the
individuals development needs,
identify his/her own knowledge,
skills, abilities, values, and
interests.
COMPENSATION/WAGES
AND PERFORMANCE
EVALUATION
Compensation/wages
- are all forms of pay given by
employees to their employees
for the performance to their
jobs.
TYPES OF
COMPENSATION
• Direct compensation
- includes worker’s salaries,
incentive pays, bonuses,
and commissions.
• Indirect compensation
- includes benefit given by
employers other than
financial remunerations.
• Nonfinancial compensation
- includes recognition programs,
being assigned to do rewarding jobs,
or enjoying management support,
ideal work environment, and
convenient work hours.
Compensation: A Motivational Factor
for Employees
- compensation pay represents a reward
that an employee receives for good
performance that contributes to the
companies success. In relation to do
this, the following must be considered:
• Pay Equity

- related to fairness; a theory that

focusing on the employee’s
response to the pay that they
receive if it is less or more than
they deserve.
• Expectancy Theory
- expecting that they might
receive a reward or benefits
from a job assignment.
Bases for
Compensation
• Piecework basis
- when pay is computed according to the number
of units produced
• Hourly basis
- when pay is computed according to the number
of work hours rendered
• Daily basis
- when pay is computed according to the number
of work days rendered
• Weekly basis
- when pay is computed according to
the number of work weeks rendered.

• Monthly basis
- when pay is computed
according to the number of
work months rendered.
Factors influencing Compensation rates
INTERNAL FACTORS EXTERNAL FACTORS
• organization’s compensation • local and global market conditions
policies • labor supply
• the importance of the job • area/regional wage rates
• the employee’s qualifications in • cost of living
meeting the job requirements • Collective bargaining agreements
• the employer’s financial stability • national and international laws
PERFORMANCE
EVALUATION
Performance Evaluation
- is a process undertaken by the
organization, usually done once
a year, designed to measure
employees’ work performance.
Purposes of
Performance
Evaluation
• Administrative Purposes
- these are fulfilled through
performance appraisal/evaluation
programs that provide information that
may be used as basis for
compensation decisions, promotions,
transfers, and terminations.
•Development Purposes
- these are fulfilled through
appraisal/evaluation programs that provide
information about employees’ performance
and their strengths and weaknesses that
may be used as basis for identifying their
training and development needs.
Methods of
Performance
Appraisal
• Trait methods
- performance evaluation method
designed to find out if the employee
possesses important work
characteristics such as
conscientiousness, creativity, emotional
stability, and others.
• Graphic rating scales
- performance appraisal method where
each characteristic to be evaluated is
represented by a scale on which the
evaluator or rater indicates the degree
to which an employee possesses that
characteristics.
• Forced-choice method
- performance evaluating that
requires the rater to choose from
two statements purposely designed
to distinguish between positive or
negative performance.
• Behaviorally anchored rating scale
(BARS)
- a behavioral approach to
performance appraisal that
includes five to ten vertical
scales.
• Behavior observation scale (BOS)
- a behavioral approach to
performance appraisal that
measures the frequency of
observed behavior.
Why some Evaluation Fails?
• inadequate orientation of the evaluates regarding
the objectives of the program;
• incomplete cooperation of the evaluates (e.g.
proper answering of evaluation questionnaire);
• bias exhibited by evaluators;
• inadequate time for answering the evaluation
forms;
• ambiguous language used in the evaluation
questionnaire;
• employee’s job description is not properly evaluated
by the evaluation questionnaire used;
• inflated ratings resulting from evaluator’s avoidance
of giving low scores;
• evaluator’s appraisal is focused on the personality of
the evaluate and not his or her performance;
• unhealthy personality of the evaluator; and
• evaluator may be influenced by organizational
politics.
EMPLOYEE
RELATIONS
EMPLOYEE RELATIONS
- are the connection created
among employees/workers as
they do their assigned tasks
for the organization to which
they belong.
THREE TYPES OF
EMPLOYEES
• Engaged
- works with passion.

- work hard to make their

organization better.
• Not Engaged
- neutral
- they put time, but not energy or
passion into their work
- not toxic but they do not add
anything or value either
• Actively Disengaged
- truly do not enjoy their jobs
- unhappy in the workplace
- dislike their responsibilities,
managers, or company they
work for
Effective Employer Relations and Social
Support
- social support is the sum total
or perceived assistance or
benefits that may result from
effective social employee
relationships.
Barriers to Good Employee Relation
• anti-social personality; refusal
to share more about oneself
to co-employees; being a
loner
• lack of trust in others
• cultural/subcultural
differences
Overcoming the Barriers to Good
Employee Relations
• develop a healthy personality to
overcome negative attitudes and
behavior.
• find time to socialize with
coworkers.
EMPLOYEE
MOVEMENTS
EMPLOYEE MOVEMENTS
- are series of actions initiated by employee
groups toward an end or specific goal.

- they adhere to the principle of unionism –

the principle of combination for unity of
purpose and action.
Labor Union
- is a formal union of
employees/workers that deals with
employers, representing workers in
their pursuit of justice and fairness and
in their fight for their collective or
common interests.
Reasons for
Organizing a
Labor Union
• Financial needs
- complain for wages or
salaries given to employees
by the management.
• Unfair management practices
- discriminating against older
workers, unequal pay, and
unfair denying or promotions
to specific employees.
• Social and leadership concerns
- some join unions for
the satisfaction of their
need for affiliation.
Steps in Organizing
a Union
STEP 1. EMPLOYEE/UNION CONTACT
- to explore unionization possibilities,
employees weigh the advantages and
disadvantages of seeking labor
representation while the union officers
gather more data about the
employees’ complaints.
STEP 2. INITIAL ORGANIZATIONAL
MEETING
- this is conducted to attract more
supporters and select potential
leaders among the employees who
can help the union organizers.
STEP 3. FORMATION OF IN-HOUSE
ORGANIZING COMMITTEE
- this starts with identification of
employees who are ready to act as
leaders in campaigning for their
goals, in trying to get the interest of
the other employees to join their
movement.
STEP 4. If a sufficient number of employees support the
union movement, the organizer requests for a
representation election or certification election
- a representation petition is filed with the
National Labor Relations Commission
(NLRC) asking for the holding of a secret
ballot electing to determine the employees’
desire for unionization.
STEP 5. END OF UNION ORGANIZING
- when the sufficient number of votes is garnered, the
NLRC certifies the union as the legal bargaining
representative of the employees. Contract negotiations
or collective bargaining agreement (CBA) negotiations
follow the certification. The CBA process involves the
following procedures.
• Prepare for negotiations
• Develop strategies
• Conduct negotiations
• Formalize agreement
GRIEVANCE
PROCEDURE
GRIEVANCE PROCEDURE
- is a formal procedure that
authorizes the union to
represent its member in
processing a grievance or
compliant.
REWARD SYSTEM
- A reward is any gift, prize or
recompenses for merit, service or
achievement, which may have a
motivating effect on the
employee.
TYPES OF
REWARD
MONETARY REWARD
- Refers to money finance
or currency reward
• Pay/salary
- Financial remuneration given in
exchange for work performance
that will help the organization
attain its goals.
- Examples: weekly, monthly, or
hourly pay, piecework
compensation, etc.
• Benefits
- Indirect forms of
compensation given to
employees/workers.
• Incentives
- rewards that are based
upon a pay-for-
performance philosophy.
• Executive pay
- A compensation package for
executives of organizations.
- Examples: basic salary,
bonuses, stock plans, benefits
and perquisites.
• Stock options
- Are plans that
grant employees.
NON-MONETARY REWARD
- refers to intrinsic
rewards which do not
pertain to money or
finance.
• Award
- non-monetary reward that
may be given to individual
employees or groups/teams
for meritorious service or
outstanding performance.
• Praise
- a form of non-monetary,
intrinsic reward given b y
superiors to their subordinates
when they express oral or
verbal appreciation for
excellent job performance.