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STAFFING
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Human Resource Management
The integration of all processes, programs,
and systems in an organization that ensure
staff are acquired and used in an effective way
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Human Resource Management (Contd.)
HR is multidisciplinary: It applies the disciplines of
Economics (wages, markets, resources),
Psychology (motivation, satisfaction),
Sociology (organization structure, culture) and
Law (min. wage, labor contracts)

What HR Professionals Do?
HR planning
Recruitment & Selection
Training and development
Compensation & Performance review
Labor relations

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Human Resource Planning
Assessing Future
Human Resource
Needs
Assessing Current
Human Resources
Developing a
Program to Meet
Needs
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Human Resource Planning
The process of systematically
reviewing HR requirements to ensure
that the required number of employees,
with the required skills, are available
when they are needed
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HR Planning
We have found the gap, how do we fill this void?
Internal Labour Supply
Skill Inventory
Succession Planning
Replacement Planning
Inventory Chart
Present & Future staffing situations
Helps in retention & expulsion strategy

External Labour Supply
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Job Analysis
(Functional Job Analysis, Position analysis questionnaire)
A Basic Human Resource Management Tool
Tasks Responsibilities Duties
Job
Analysis
Job
Descriptions
Job
Specifications
Knowledge Skills Abilities
Human Resource
Planning
Recruitment
Selection
Training and
Development
Performance Appraisal
Compensation and
Benefits
Safety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams
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Definitions
Job - Consists of a group of tasks that must be
performed for an organization to achieve its goals
Position - Collection of tasks and responsibilities
performed by one person; there is a position for every
individual in an organization
Job analysis - Systematic process of determining the
skills, duties, and knowledge required for performing jobs
in an organization (functional job analysis , position
analysis questionnaire)
Job description document providing information
regarding tasks, duties, and responsibilities of job
Job specification minimum qualifications to perform a
particular job

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Recruitment
Process of locating,
identifying, and attracting
capable candidates
Can be for current or future
needs
Critical activity for some
corporations.
What sources do we use for
recruitment

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Sources of Recruitment
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Recruitment
Sources
Internal
Searches
Employee
Referrals
Voluntary
Applicants
Employment
Agencies
Advertisements
School
Placement
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SELECTION
A series of steps from initial applicant
screening to final hiring of the new
employee.
Selection process.
Step 1 Completing application materials.
Step 2 Conducting an interview.
Step 3 Completing any necessary tests.
Step 4 Doing a background investigation.
Step 5 Deciding to hire or not to hire.
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Selection process
Step 1 Completing application materials.
Gathering information regarding an applicants background and
experiences.
Typical application materials.
Traditional application forms.
Rsums.
Sometimes tests may be included with application materials.

Step 2 Conducting an interview.
Typically used though they are subject to perceptual distortions.
Interviews can provide rough ideas concerning the persons fit with
the job and the organization.

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Selection process
Step 3 Completing any necessary tests.
Administered before or after the interview.
Common examples of employment tests.
Cognitive, clerical, or mechanical aptitudes or
abilities.
Personality.
Step 4 Doing a background investigation.
Can be used early or late in selection process.
Background investigations include:
Basic level checks.
Reference checks.

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Selection process
Step 5 Deciding to hire or not to hire.
Draws on information produced in preceding selection steps.
A job offer is made.
A physical examination may be required if it is relevant to job
performance.
Negotiation of salary and/or benefits for some jobs.

Step 6 Socialization.
The final step in the staffing process.
Involves orienting new employees to:
The firm.
The work units in which they will be working.
The firms policies and procedures.
The firms organizational culture.

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Performance Appraisal
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Performance Appraisal
The identification, measurement,
and management of human
performance in organizations.
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Why Conduct Performance Appraisals?
Make decisions about that person's future
with the organization
Identify training requirements
Employee improvement
Pay, promotion, and other personnel
decisions
Research
Validation of selection techniques and criteria
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A Model of Performance Appraisal
Skills/Activities/Output
Performance Appraisal System
Reward/Training/Punishment
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Techniques for Evaluating Managers
Evaluation by superiors
Evaluation by colleagues
Peer ratings tend to be more favorable for
career development than for promotion
decisions
Self-evaluation
Self-ratings suffer from leniency
Subordinate evaluation
Effective in developing leadership
Leads to improved performance
360 degree feedback (multi-source)
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360 Feedback
The combination of peer,
subordinate, and self-review
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Key Steps in Implementing 360 Appraisal
Top management communicates the goals
Employees and managers are involved in the
development of the appraisal criteria and process.
Employees are trained in giving & receiving feedback.

Employees are informed of the nature of the 360
appraisal instrument and process.
The 360 system undergoes pilot testing
Management continuously reinforces the goals of the
360 appraisal and is ready to change the process
when necessary.
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Measurement Tools
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Relative and Absolute Judgment
An appraisal format that asks supervisors to
compare an employee's performance to the
performance of other employees doing the same
job.
Relative Judgment
An appraisal format that asks supervisors to make
judgments about an employees performance
based solely on performance standards.
Absolute Judgment
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Rating Methods
Performance rating scales
Supervisors indicate how or to what degree a worker possesses a
relevant job characteristic
Ranking technique
Supervisors list the workers in order from highest to lowest
Paired-comparison technique
Compares the performance of each worker with that of every other
person in the group
Forced choice technique
Raters are presented with groups of descriptive statements and are
asked to select the phrase in each group that is most descriptive
of the worker being evaluated

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Rating Methods
Behaviorally anchored rating scales (BARS)
Appraisers rate critical employee behavior
Critical-incident behaviors are established
These behaviors are used as standards for appraising effectiveness
The BARS items can be scored objectively by indicating whether the
employee displays that behavior
Behavioral observation scales (BOS)
Appraisers rate the frequency of critical employee behaviors
The ratings are assigned on a five point scale
The evaluation yields a total score
Management by objectives (MBO)
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Appraising Managers as Managers
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Organizational Change
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Concept of Organizational Change
Defined as adoption of a new idea or behavior
by an organization.

Organizations need to continuously adapt to
new situations if they are to survive and
prosper
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Planned and Unplanned Organizational
Changes
Planned Changes
Changes in products and
services
Changes in administrative
systems
Changes in organizational
size or structure
Introduction of new
technologies
Advances in information
processing and
communication
Unplanned Changes
Changing employee
demographics
Performance gaps
Governmental regulations
Economic competition in the
global arena





Organizational
Change
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Forces For
Change
Workforce
Competition
World
Politics
Technology
Social
Trends
Economic
Shocks
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Resistance to Change - Forms
Overt and immediate
Voicing complaints, engaging in job
actions

Implicit and deferred
Loss of employee loyalty and
motivation, increased errors or
mistakes, increased absenteeism
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Resistance to Change
Selective
Information
Processing
Fear of
the Unknown
Force of
Habit
Need for
Security
Economic
Factors
Individual
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Resistance to Change
Structural &
Group Inertia
Limited Focus
Threat to establish
resource allocation
Threat to Expertise
Threat to establish
power relationship
Organization
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Education and
Communication
Participation
Negotiation
Facilitation
and Support
Coercion
Manipulation
and Cooptation
Overcoming
Resistance to Change
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Unfreezing
Changing Refreezing
Lewins Three-Step Process
Organizational Change
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Unfreezing the Status Quo
Desired
State
Status
Quo
Restraining
Forces
Driving
Forces
Time
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Definition of OD
OD is a planned process of change in an
organizations culture through the utilization
of behavioral science technology, research,
and theory.
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Organization Development is...
a systemwide application and transfer of
behavioral science knowledge to the
planned development, improvement, and
reinforcement of the strategies, structures,
and processes that lead to organization
effectiveness.

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Organizational Development - The
Premises
Respect for people
Trust and support
Power equalization
Confrontation
Participation
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OD Process
Diagnosis Intervention
Evaluation
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OD Interventions
Intergroup development
Process consultation
Sensitivity training
Third Party Intervention
Survey feedback
Team building
Culture Change
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Manager Development
On the Job Training
Planned Progression
Job Rotation
Creation of assistant-to
Temporary promotion
Committees
Off the Job
Training
Conference
MDPs
Business Simulations

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Organizational Conflicts
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Sources of Conflict
Competition for scarce resources
Time pressure
Unreasonable standards, policies, rules or
procedures
Communication breakdowns
Personality clashes
Ambiguous or overlapping jurisdictions
Unrealized expectations
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Managing Conflicts
Avoidance
Problem solving
Compromise
Forcing
Smoothing
Structural change
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LEADING