STAFFING

Meaning of Staffing

“The Purpose of Staffing is to ensure that the right

number and right type of people are working on
the right job at the right time and the right place.”
 Features of Staffing
• Is a Function of Management.
• Is an Integral part of Management.
• Is a Continuous Process.
• Is a Pervasive Function.
• It Consist of varieties of activities.
• It Concerned with people and their needs.
• Is to ensure optimum utilization of Human
Resources.
 Importance of Staffing
• Discovering and Obtaining Competent
Personnel for various jobs.
• Optimum Utilization of Human Resources.
• It Improves job Satisfaction and Morale of
employees.
• It ensures continuous survival and growth.
 Scope of Staffing
• Recruitment
• Selection
• Placement
• Induction
• Training
• Development
• Performance Appraisal
 Process of Staffing

• Forecasting Manpower Requirement.

• Preparation of Manpower Inventory.

• Identify Manpower Gaps.

• Formulating Manpower Plans.

• Implementation.
 Types of Manpower Plans

• Long Term and Short Term Plans.

• Formal and Informal Plans.

• Single Choice and Multiple Choice Plans.

• Comprehensive and Specific Plans.

 Motivation

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 What Is Motivation?
The processes that accounts for an
individual’s intensity, direction, and
persistence of effort toward attaining
a organizational goal
– Intensity – the amount of effort put
forth to meet the goal
– Direction – efforts are channeled
toward organizational goals
– Persistence – how long the effort is
maintained

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 Motivation
• Research on motivation attempts to determine why
people behave the way they do and to understand
the ramifications of such behavior. The changing role
and interaction of technology at work is one factor
that explains why motivation remains an important
research topic. Additionally, our movement to an
information and service-based economy may have
varying effects on motivation factors and resulting
employee behaviors.

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 Motivation
• Motivation is derived from the Latin word movere, “to
move.” The Merriam-Webster dictionary defines
motivation (root motive) as “something (as a need or
desire) that causes a person to act” while motivate is
defined as “the object influencing a choice or
prompting an action.”
• Several common themes among motivation
definitions refers to action or behavior toward goals,
specifically, the individual and environmental
antecedent factors that cause action, the goal itself,
and feedback acting as a moderator which can
influence the intensity of achieving the goal
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 Motivation
• An understanding of the complexities of
contemporary organizations and how
individual’s differing motivations
influence needs, actions and goals is
essential to fully comprehend the effects
of variations in other factors such as
leadership styles, job design, salary, as
they relate to performance, satisfaction,
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and other outcomes
 Other Definitions
• Direction of behavior
• Strength of the response (effort) once employee
chooses to follow a course of action
• Persistence of the behavior or how long the person
continues to behave in a particular manner
• Different motivators for different cultures/situations
• Emphasis on different factors depending on what is
being studied.

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 Why does an organization want
to motivate employees?
• Fear of unions
• Promote positive climate
• Able to pay workers less
• Other reasons?

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 Motivation
Popular definition of “motivation”
• Willingness to perform
• Regarded as an individual-level attitude
• Understood to be affected by “leadership”

May be nothing more than an internal

attribution when observed behavior is
consistent or inconsistent with
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organizational expectations
 Motivation Defined
Motivation: Psychological processes that cause the arousal
direction, and persistence of voluntary actions that are goal
directed.
Implications Associated with This Definition
 Behavior is purposive rather than random
- People exhibit both positive (work done on time) and negative
(arrive late for work) behavior for a reason
 Motivation arouses people to do something
- People are unlikely to change a behavior or do something different
unless they are motivated to do so
 Motivation causes people to focus on a desired end-result or goal
 Motivation fuels the persistence needed to exhibit sustained effort on
16 a task
 A Job Performance Model of Motivation (cont.)

Skills
Individual Motivated Behaviors
Inputs
Focus: Direction, What we do
Intensity: Effort, how hard
Motivational we try
Processes Quality: Task strategies, the Performance
way we do it
Duration: Persistence, how
long we stick to it

Job Enable, Limit

Context

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 A Job Performance Model of Motivation

Individual Inputs Skills

Ability, Job knowledge
Dispositions & Traits
Emotions, Moods, &Affect
Beliefs & Values
Motivational Processes
Arousal Attention Intensity
Motivated
& &
Behaviors
Direction Persistence
Job Context
Physical Environment
Task Design
Rewards & Reinforcement Enable, Limit
Supervisory Support &
Coaching
Social Norms
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Organizational Culture
 Early Theories of Motivation
• Maslow’s Hierarchy of Needs
Theory
• McGregor’s Theory X and
Theory Y
• Herzberg’s Two-Factor
(Motivation-Hygiene) Theory
• McClellan’s Theory of Needs
(Three Needs Theory)
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 Motivation Theories
• Content theories – focus on factors within the person
that energize, direct, sustain, and stop behavior. They
attempt to determine the specific needs that motivate
people (individual needs for job satisfaction, behavior,
and reward systems). Aware of differences in people
• Process theories – describe and analyze how behavior
is energized, directed, sustained and stopped by
factors external to the person. Understand how
individuals make choices based on preferences,
rewards, and accomplishments.

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 Motivation Theories

• Hierarchy of Needs (Maslow) - content

• Nach Theory (McClelland) - content
• Reinforcement Theory - process
• Self-Efficacy Theory (Bandura)
• Job Design (Enlargement, Rotation, Enrichment)
• Two-Factor Model (Herzberg) - content
• Job Characteristics Model (Hackman & Oldham)
• Empowerment (Spreitzer)
• Equity Theory (Adams) - process
• Expectancy Theory (Vroom) - process
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• Goal-Setting (Locke) - process
 Maslow’s Hierarchy of Needs
Theory
Self-Actualization

Esteem

Social
Upper

Safety
Lower

Psychological
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 Maslow’s Need Hierarchy

Self-
Actualization
Desire for
self-
Esteem fulfillment.
Need for
reputation,
prestige, and
Love recognition
The desire to from others.
love and be
loved.
Safety
Consists of
the need to be
safe.
Physiological
Most basic
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need.
 Douglas McGregor’s X & Y

Theory X Theory Y

• Inherent dislike for work and • View work as being as

will attempt to avoid it
• Must be coerced, controlled
or threatened with
punishment
natural as rest or play
• Will exercise self-direction
and self-control if committed
to objectives

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 Herzberg’s Two-Factor Theory
• Views on job satisfaction
• Extrinsic conditions or job context include pay, status,
working conditions. The presence of these conditions does
not motivate the person but the absence results in
dissatisfaction. Also called hygiene factors
• Intrinsic conditions or job content include feelings of
achievement, increased responsibility and recognition.
The absence does not lead to dissatisfaction but when
present they build levels of motivation that result in good
job performance. Also called motivators.
• Requires an enriched job to motivate employees

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 Herzberg’s Motivator-Hygiene
Model
Motivators

No Satisfaction Satisfaction
Jobs that do not Jobs offering
offer achievement achievement,
recognition, recognition,
stimulating work, stimulating work,
responsibility, responsibility,
and advancement. and advancement.

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 Herzberg’s Two-Factor Theory
Not Dissatisfied Satisfied

Motivation Factors
• Quality of • Promotional
supervision opportunities
• Pay • Opportunities for
Hygiene Factors

• Company policies personal growth

• Physical working
• Recognition
conditions
• Relationships • Responsibility
• Job security • Achievement

Dissatisfied Not Satisfied

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 Herzberg’s Motivator-Hygiene
Model (continued)

Hygiene Factors

Dissatisfaction No Dissatisfaction
Jobs with poor Jobs with good
company policies, company policies,
and administration, and administration,
technical supervision technical supervision,
salary, interpersonal salary, interpersonal
relationships with relationships with
supervisors, and supervisors, and
working conditions. working conditions.
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 McClelland's Theory of Needs
• Need for Achievement (nAch)
The drive to excel
• Need for Power (nPow)
The need to make others behave in a way they
would not have behaved otherwise
• Need for Affiliation (nAff)
The desire for friendly and close interpersonal
relationships

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 McClelland's High Achievers
• High achievers prefer jobs with:
– Personal responsibility
– Feedback
– Intermediate degree of risk (50/50)

• High achievers are not necessarily

good managers
• High nPow and low nAff is
related to managerial success

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 Global Implications

Are motivation theories culture-bound?

– Most were developed for and by the United States
– Goal-setting and expectancy theories emphasize goal
accomplishment and rational individual thought
– Maslow’s Hierarchy may change order
– McClelland's nAch presupposes acceptance of a moderate
degree of risk concern for performance
– Equity theory closely tied to American pay practices
– Hertzberg’s two-factor theory does seem to work across
cultures
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 Implications for Managers
• Look beyond need theories
• Goal setting leads to higher productivity
• Organizational justice has support
• Expectancy theory is a powerful tool, but
may not very realistic in some cases
• Goal-setting, organizational justice, and
expectancy theories all provide practical
suggestions for motivation
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CONTROLLING
 Organizational Control
• Organizational Control
– Managers monitor and regulate how efficiently
and effectively an organization and its members
are performing the activities necessary to
achieve organizational goals

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 Organizational Control
Managers must monitor and evaluate:
– Is the firm efficiently converting inputs into outputs?
• Are units of inputs and outputs measured accurately?
– Is product quality improving?
• Is the firm’s quality competitive with other firms?
– Are employees responsive to customers?
• Are customers satisfied with the services offered?
– Are our managers innovative in outlook?
• Does the control system encourage risk-taking?

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 Control Systems
• Control Systems
– Formal, target-setting, monitoring, evaluation
and feedback systems that provide managers
with information about whether the
organization’s strategy and structure are working
efficiently and effectively.

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 Control Systems
• A good control system should:
– be flexible so managers can respond as needed.
– provide accurate information about the
organization.
– provide information in a timely manner.

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 Three Types of Control

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Figure 11.1
 Types of Control
• Feedforward Controls
– Used to anticipate problems before they arise so
that problems do not occur later during the
conversion process
– Giving stringent product specifications to
suppliers in advance
– IT can be used to keep in contact with suppliers
and to monitor their progress

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 Types of Control
• Concurrent Controls
– Give managers immediate feedback on how
efficiently inputs are being transformed into
outputs
• Allows managers to correct problems as they arise

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 Types of Control
• Feedback Controls
– Used to provide information at the output stage
about customers’ reactions to goods and services
so that corrective action can be taken if
necessary

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 Control Process Steps

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Figure 11.2
 The Control Process
1. Establish standards of performance, goals,
or targets against which performance is to
be evaluated.
– Managers at each organizational level need to
set their own standards.

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 The Control Process
2. Measure actual performance
– Managers can measure outputs resulting from
worker behavior or they can measure the
behavior themselves.
• The more non-routine the task, the harder it is to
measure behavior or outputs

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 The Control Process
3. Compare actual performance against chosen
standards of performance
– Managers evaluate whether – and to what extent
– performance deviates from the standards of
performance
chosen in step 1

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 The Control Process
4. Evaluate result and initiate corrective
action if the standard is not being achieved
– If managers decide that the level of
performance is unacceptable, they must try to
change the way work activities are performed
to solve the problem

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 Three Organizational Control Systems

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Figure 11.3
 Financial Measures of
•
Performance
Profit Ratios –
– measure how efficiently managers are using the
organization’s resources to generate profits
• Return on Investment (ROI) –
– most commonly used financial performance
measure
– organization’s net income before taxes divided by
its total assets

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 Financial Measures of
Performance
• Operating margin
– calculated by dividing a companies operating
profit by sales revenue
– Provides managers with information about how
efficiently an organization is utilizing its
resources

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 Financial Measures of
Performance
• Liquidity ratios
– measure how well managers have protected
organizational resources to be able to meet
short-term obligations
• Leverage ratios
– measure the degree to which managers use debt
or equity to finance ongoing operations

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Financial Measures of Performance

• Activity ratios
– provide measures of
how well managers
are creating value
from organizational
assets

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 Output Control
• Organizational Goals
– Each division within the firm is given specific
goals that must be met in order to attain overall
organizational goals.
• Goals should be set appropriately so that managers
are motivated to accomplish them

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 Organization-Wide Goal Setting

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Figure 11.4
 Output Control
• Operating Budgets
– Blueprint that states how managers intend to use
organizational resources to achieve organizational
goals efficiently.

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 Effective Output Control
1. Objective financial measures
2. Challenging goals and performance
standards
3. Appropriate operating budgets

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 Problems with Output Control
• Managers must create output standards that
motivate at all levels
• Should not cause managers to behave in
inappropriate ways to achieve organizational
goals

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 Behavior Control
• Direct supervision
– managers who actively monitor and observe the
behavior of their subordinates
– Teach subordinates appropriate behaviors
– Intervene to take corrective action
– Most immediate and potent form of behavioral
control
– Can be an effective way of motivating employees

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 Problems with Direct
Supervision
• Very expensive because a manager can
personally manage only a relatively small
number of subordinates effectively
• Can demotivate subordinates if they feel
that they are under such close scrutiny that
they are not free to make their own
decisions

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 Management by Objectives
• Management by Objectives (MBO)
– formal system of evaluating subordinates for
their ability to achieve specific organizational
goals or performance standards and to
meet operating
budgets

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 Management by Objectives
1. Specific goals and objectives are
established at each level of the
organization
2. Managers and their subordinates together
determine the subordinates’ goals
3. Managers and their subordinates
periodically review the subordinates’
progress toward meeting goals

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 Bureaucratic Control
• Bureaucratic Control
– Control through a system of rules and standard
operating procedures (SOPs) that shapes and
regulates the behavior of divisions, functions,
and individuals.

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 Bureaucratic Control
• Problems with Bureaucratic Control
– Rules easier to make than than discarding them,
leading to bureaucratic “red tape” and slowing
organizational reaction times to problems.
– Firms become too standardized and lose
flexibility to learn, to create new ideas, and solve
to new problems.

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 Clan Control
• Clan Control
– The control exerted on individuals and groups in
an organization by shared values, norms,
standards of behavior, and expectations.

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