ORGANIZATION AND

MANAGEMENT
Chapter 5
STAFFING
 MANAGERS OFTEN CONSIDER human
resources as their organization’s most
important for the efficient and effective
operation of a company.

 To emphasize their importance, human

resources are also called human capital,
intellectual assets, or management or
company talents.

 These terms imply that human resources

are the drivers of the organization’s
performance; hence, staffing is a crucial
function of managers.
 Lesson 1:
Definition and Nature
of Staffing
 STAFFING, according to Dyck and Neubert
(2012), is the Human Resources function of
identifying, attracting, hiring, and retraining
people with the necessary qualifications to fill the
responsibilities of current and future jobs in the
organization.

 The number of managerial personnel or non-

managerial human resources needed by an
organization depends upon the size and
complexity of its operations, its plans for
branching out or increasing products, and
turnover rates of both types of human resources
among others.
 THE MANAGEMENT
AND NON-
MANAGERIAL HUMAN
RESOURCES
INVENTORY.
 The need non-managerial human resources may
be ascertained by the use of the general
organization chart to identify vacant job position
that need to be filled or by direct reports from the
department/unit heads or supervisors.

 Internal Replacements or successors for

vacant non-managerial positions are usually done
as the need arises.

 External Replacement also follows if no

one within the organization is fitted for the job
position that was declared vacant.
  Staffing has two main components:
Recruitment and Selection.

 The process of identifying and attracting

the people with the necessary
qualifications is called recruitment while
selection is choosing who to hire.
 STAFFING STEPS INCLUDE:
1. The identifying the 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.
10. Compensating human resources.
 External and Internal
forces affecting present
and future needs for
human resources.
 Present and Future needs for managers and other
human resources are affected by both external
and internal forces.

 External Forces include economic,

technological, social, political, and legal factors.

 The firm’s goals and objectives , technology, the

types of work that have to done, salary scales,
and the kinds of people employed by the
company are among the Internal Factors or
Forces that affect staffing.
 LESSON 2:
RECRUITMENT
 RECRUITMENT
 In the event of job opening, administrator must be
careful when recruiting choosing who to bring into
the organization. They must see to it that their new
recruit possesses the knowledge and skills needed
to be successful in helping their company achieve
their set goals and objectives and that he/she is
suited for the job position and the job design.
Recruitment may either be External or
Internal
 External Recruitment outside sources are
considered in the process of locating potential
individuals who might want to join the
organization and encouraging them to apply for
actual or anticipated job vacancies.

 Internal Recruitment filling job vacancies

can be done through promotions or transfer of
employees who are already part of the
organization. In other words, recruitment is within
the organization
Definition of Terms
 Recruitment a set of activities designed to
attract qualified applicants for job position
vacancies in an organization.

 Staffing refers to filling in all organizational job

position.

 Systems approach to staffing is the step-by-

step way of filling a job positions in an
organizations, considering variables such as
numbers and kinds of human resources needed,
open managerial and non-managerial position,
potential successor to open job position, etc.
 Methods of External and Internal
Recruitment

External Recruitment methods include:

 Advertisements through websites, newspapers,
trade journals, radio, television, billboard, poster, e-
mails among others.

 Unsolicited Application received by employers

from individuals who may or may not be qualified for
the job openings.

 Internet Recruiting independent jobs 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;” help employers find the right person for a job.
Such Firms seek out candidates with qualification that
match the requirements of the job openings that their
client company hopes to fill.

 Educational Institutions good sources of young

applicants or new graduates who have formal training
but with very little work experience. For technical and
managerial positions, schools may refer some of their
alumni who may have the necessary qualifications
needed for the said job position.
 Professional Association may offer placement
services to their members who seek employment.
Employers may make use of the listings that they
publish in their journals regarding members who
are available for possible recruitment or hiring.

 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
type of job vacancies for they usually offer free
services while private ones charge fees from both the
job applicant and the employers soliciting referrals
from them.
 The Department of Labor and
Employment (DOLE) is the national
government agency mandated to
formulate policies and implement
programs in the field of labor and
employment.
 Definition of Terms

 External Recruitment refers to recruitment

from outside sources.

 Internal Recruitment refers to recruitment

done within the organization.
External Recruitment Advantages

1. Advertising and recruiting through the Internet reach

a large number of possible applicants, thus,
increasing the possibility of being able to recruit
applicants suited for the job.

2. Applicants who submit applications and resumes

though their own initiative are believed to be better
potential employees because they are serious about
getting the job.
3. Employee referrals from outside sources are believed
to be high quality applicants because employees are
generally hesitant to recommend persons who are
not qualified for job openings .

4. Executive search firms usually refer highly qualified

applicants from outside sources because they make
an effort to check applicants’ qualifications before
recommending them to client firms who pay for their
services.

5. Educational institutions know the capabilities and

qualifications of their graduates, hence, increasing
the chances of their ability to refer qualified
applicants to potential employers.
 External Recruitment
Disadvantages
1. The cost and time required by external recruitment
are the typical disadvantages of using this
recruitment method. Advertising job openings and
the orientation and training of newly hired
employees from outside sources, as well as sorting
out as large volumes of solicited or unsolicited job
applications present challenges in budgeting time
and money.

2. Another disadvantage of external recruitment is the

possibility of practicing bias or entertaining self-
serving motives in the referral of friends and
relatives by current employees and in the
recommendation of private employment agencies of
job applicants.
 Internal Recruitment Advantages
1. Less expenses are required for internal recruitment
advertising; news, letters, bulletin boards, and other
forms of internal communication may disseminate
information to current employees interested to apply
for job opening within the company.

2. Training and orientation of newly promoted or

transferred current employees are less expensive
and do not take to much time since they are familiar
with company policies.

3. The process of recruitment and selection is faster

because the candidate for transfer or promotion is
already part of the organization.
 Internal Recruitment
Disadvantages
1. The number of applicants to choose from is limited.

2. Favoritism may influence a manager to recommend

a current employee for promotion to a higher
position.

3. It may result in jealousy among other employee s

who were not considered for the position. Some may
also accuse the management of bias for choosing
am employee who is perceived to be less qualified
for the job opening.
 LESSON 3:
Selection
 Definition of Terms

 Selection the process of choosing individuals who

have the required qualifications to fill present and
expected job openings.

 Interview the determining of an applicant’s

qualifications in order to gauge his/her ability to do
the job.
 In many companies, section is continuous because
of fast turnover, resulting in vacancies that have
to be filled Another reason for this is the review of
applicants on the waiting list. The section process
typically includes the following steps:

1. Establishing the Section Criteria

Selecting human resources in an organization requires
understanding of the nature and the purpose of the job
position which has to be filled. JOB design must be based
on the objective analysis of position requirements and
must meet both organizational and individual needs.
SKILLS must also be considered depending on the job
position in the organizational hierarchy.
2. Requesting Applicants to Complete the
application Form - Application forms
must be completed because these provide the
needed information about the applicant.
Management will find it easier to decide whether an
applicant meets the minimum requirements for
experience, education, etc.., if the application forms
are currently filled out by the applicants.

3. Screening by Listing Applicants who

seems to meet the set Criteria
- This involves the preparation of a
shortlist of applicants who meet the minimum
requirements of the job position to be filled.
4. Screening Interview to Identify more
Promising Applicants
Here, a shortlist of applicants is prepared.
Included in the list are the applicants who
will be asked to undergo formal interview
by the supervisor/manager.
5. Internet by the supervisor/manager or Panel
Interviews
Through formal interview of the most
promising applicants, other characteristic
of the applicants maybe revealed or
observed by the supervisor/manager or
panel interviews.
6. Verifying Information Provided by the Applicant -
To make sure that the applicant has not given false
information about himself or herself, verification is
necessary.

7. Requesting the Applicant to undergo

Psychological and Physical Examination - Having
a healthy mind and a healthy body is important for
good job performance. Hence, applicants must be
requested to undergo psychological and physical
examination prior to hiring.

8. Informing the Applicant the 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.
 Types of Job Interviews
 Structured Interview – the interviewer ask the
applicant to answer a set of a prepared questions—
situational, job knowledge, job simulation, and worker
requirement questions.

 Unstructured Interview – the interviewer has no

interview guide and may ask questions freely.

 One-on-One Interview – one interviewer is

assigned to interview the applicant.

 Panel Interview – several interviewers on a panel

interviewer may conduct the interview of applicants;
three to five interviewers take turns in asking questions.
 Types of
employment
tests
 Types of Employment Tests
 Intelligence Test – designed to measure the
applicant’s mental capacity; test his/her cognitive
capacity, speed of thinking, and ability to see
relationships in problematic situations.

 Proficiency and Aptitude Tests – test his/her

present skills and potential for learning other skills.

 Personality Tests – designed to reveal the

applicant’s personal characteristics and ability to relate
with others.

 Vocational Tests – tests that show the occupational

best suited to an applicant.
 Limitation of the Selection
Process

 In reality, there is no one perfect way to select a

firm’s human resources. Predicting performance is
difficult as there is a difference between what
individuals can do at present and what they will
do in the future.
 LESSON 4:
Training and
development
 Both training and development are essential to
achieve success in today’s organizations. In order
to have an edge over their rival organizations,
managers must see to it that their human
resources have the necessary knowledge and
expertise; training and development work toward
this end by providing continuous learning
activities and opportunities. The typical scope of
training covers the following procedures.
Conducting the Training Need
Assessment

 Training needs assessment must be done

systematically in order to ascertain if there really
is a need for training. Manager must first try to
observe the business condition and the economic,
strategic, and technological changes that are
happening in the organization’s environment
before proceeding to the analyses of the
organization, tasks, and persons/individuals, as all
these are determinants of training types required
for the maintenance of the firm’s stability.
Definition of Terms

 Training – refers to learning given by

organizations to its employees that concentrates
on short-term job performance and acquisitions or
improvement of job related skills.

 Development – refers to learning given by

organizations to its employees that is geared
toward that individual’s acquisition and expansion
of his/her skills in preparation for future job
appointments and other responsibilities.
Designing the Training Program

 These phase involves stating the instructional

objectives that describe the knowledge, skills, and
attitudes that have to be acquired or enhanced to
be able to perform well. In short, these are
performance-centered objectives that must be
aligned with the firm’s objectives. Another thing to
be considered is trainee readiness and motivation.
Implementing the Training
Program
 Various types of training program implementation
include: 0n-the-job training, apprenticeship
training, classroom instruction, audio-visual
method, simulation method, and e-learning.
Evaluating the Training
 The positive effect of the training program may be
seen by assessing the participants’ reaction, their
acquired learning, and their behavior after
completing the said training. The effect of training
may also be reflected by measuring the return on
investment (ROI) or through the benefits reaped by
the organization, which where about by their
training investment.
Employee Development

 Developing employees is a part of an

organization’s career management program and
its goal is to much the individual’s development
needs with the need of the organization. The
individual employee must know himself/herself
well, identify his/her own knowledge, skills,
values, and interest, so that he/she could also
identify the career pathway that he/she would like
to take.
 What are the different Learning
Principle?

 Modeling – the use of personal behavior to

demonstrate the desired behavior or method to be
learned.
 Feedback and Reinforcement – Learning by
getting comment or feedback from the trainees
themselves, from trainers, or fellow trainees, which can
help the individual realized what they are doing right or
wrong; Reinforcement is accomplished through verbal
encouragement or by giving reward s such as prizes,
award, and others.
 Massed vs. Distributed Learning – learning by
giving training through either few, long hours of training
(massed) or series of short hours of training (Distributed)
 Goal Setting – learning through the explanation of
training goals and objectives by the trainers to the
trainees.

 Individual Difference – training programs that

take into account and accommodate the individual
differences of the trainees in order to facilitate each
person’s styles and rate of learning.

 Active Practice and Repetition – learning

through the giving of frequent opportunities to
trainees to do their job tasks properly.
 LESSON 5:
Compensation/wages
and performance
Evaluation
 Compensation/wages and performance
Evaluation are related to each other
because the employees’ excellent or poor
performance also internal and external
factors like actual worth of the job,
compensation strategy of the organization,
conditions of the labor market, cost of
living, and area wages rates, among others.

 Compensation may come in different forms.

It may be direct, indirect, or nonfinancial.
 Types of Compensation
 Direct Compensation – includes worker’s
salaries, incentive pays, bonuses, and commissions.

 Indirect Compensation – includes benefits

given by employers other than financial
remunerations; for example, travel, educational, and
health benefits, and others.

 Nonfinancial Compensation – includes

recognition programs, being assigned to do rewarding
jobs, or enjoying management support, ideal work
environment and convenient work hours.
 Connecting Compensation to
Organizational Objectives
 Worker Compensation/Wages had tremendously changed in
the 21st century due to increased market competitions (both
local and global), required skills from workers and changes in
technology among others. Along with these, organization pay,
philosophies have also changed. Instead of paying employees
based mainly on their job positions or titles, they are now
given pay according to their individual competencies or
according to how much they could contribute or have
contributed to their company’s success. Wages expert now
prepare compensation packages the create value for both
the organizational and its employee.
 The daily minimum wage rate differs in relation to factors
such us geographical area and Industry or Sector. The
National Wages and Productivity Commission is the
government agency concerned with minimum wage
determination in the country.
 Compensation: A Motivational Factor for
Employees
Compensation pay represents a reward that an
employee receives for good performance that
contributes to the company’s success. In relation to this,
the following must be considered.
 Pay Equity – related to fairness; the Equity Theory
is a motivation theory focusing on employees’
response to the pay that they receive and the feeling
that they receive less or more that they deserve.
 Expectancy Theory – another theory of
motivation which predicts that employees are
motivated to work well because of the attractiveness
of the rewards or benefits that they may possibly
receive from a job assignment.
 Bases of Compensation
Employees may be compensated based on the following:

 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.
Compensation rates are influenced by internal and
external factors.

 Among the Internal factors are the organization’s

compensation policies, the importance of the job, the
employees’ qualifications in meeting the job
requirements, and the employer’s financial Stability.

 External factors, on the other hand, include local

and global market condition, labor supply,
area/regional wage rates, costs of living, collective
bargaining agreements, and national and
international law, among others.
 Purposes of Performance Evaluation:
Administrative and Development
 Administrative Purposes – these are the fulfilled
through appraisal/evaluation programs that provide
information provide that maybe used as basis for
compensation decision, promotions, transfers, and
terminations.

Human resource planning may also make use of it for

recruitment and selection of potential employees.

 Development Purposes – these are fulfilled these

are the 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.
 Performance Appraisal Methods
 Trait Methods – performance evaluation method
designed to find it out 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
presented by a scale on which the evaluator or rater
indicates the degree to which an employee possesses
that characteristic.
 Forced-choice Method – performance evaluation
that requires the rater to choose from two-statements
purposely designed to distinguish between positive or
negative performance; for example: work seriously—
works fast; shows leadership—has initiative.

 Behaviorally Anchored Rating Scale

(BARS) – a behavioral approach to performance
appraisal that includes 5-10 vertical scales, one for
each important strategy for doing the job and numbered
according to its important.

 Behavior Observation Scale (BOS) – a

behavioral approach to performance appraisal that
measures the frequency of observed behavior.
 Why Some Evaluation Programs Fail.

Performance Appraisals may something may sometimes fail

due to various reason including the following:

 Inadequate orientation of the evaluatees regarding the

objectives of the program.

 Inadequate orientation of the evaluatees, (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;

 Employees’ job description is not properly evaluated

by the evaluation questionnaire used;

 Inflated rating resulting from evaluator’s avoidance of

giving low scores;

 Evaluator’s appraisal is focused in the personality of

the evaluate and not his/her performance;

 Unhealthy personality of the evaluator; and

 Evaluator may be influenced by organizational politics.

 LESSON 6:
Employee relation
 Employee Relation – the connection
created among employees/workers as they do
their assigned tasks for the organization to which
they belong.
 Effective Employer Relations and Social
Support.
 Social support is the sum of total of perceived
assistance or benefits that may result from effective
and social employee relationship. The quantity and
quality of the employee’s relationship with other
determine social support. (esteem support,
informational support, or financial support).

In short, social support and effective employee relations

must always go together like “a horse and carriage,”
where one would be useless without the other.
Therefore, without a social support, effective employee
relations is not possible; and without effective social
employee relationships, social support, likewise, is not
possible.
 Below are some Barriers to Good Employee
Relation
 Anti-social personality; refusal so share more about oneself to co-
employees; being a loner.

 Lack of trust in others.

 Selfish attitude; to many self-serving motives.

 Lack of self-esteem.

 Not a team player.

 Being conceited.

 Cultural/subcultural differences.

 Lack of cooperation.

 Communication problems; refusal to listen to what others seek to

communicate.
 Here are some Ways to Overcome
Barriers to Good Employee Relations:
 Develop a healthy personality to overcome negative
attitudes and behavior.

 Find time to socialize with coworkers.

 Overcome tendencies of being to independent on

electronic gadgets.

 Develop good communication skills and be open to

others’ opinions.

 Minimize cultural/subcultural tension.

 Three Types of Employees
• Employees who work with passion and feel a deep
connection with their company.
• They drive innovation and move the organization
Engaged forward.

• Employees who are essentially “checked out”

• They put time, but not energy or passion, into their
Not work.
Engaged

• Employees who are not only unhappy at work, but

also act out their unhappiness.
Actively • They undermine what their engaged coworkers
Disengage accomplish.
d
 LESSON 7:
Employee
MOVEMENTS
 A 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 interest.
A. Financial Needs - complaints regarding wages or
salaries or benefits given to them by the
management are the usual reasons why employees
join labor unions.
B. Unfair Management Practices – perception of
employees regarding unfair or biased managerial
actions are also reasons why they join mass
movements.
C. Social and Leadership Concerns – some join
unions for the satisfaction of their need for affiliation
with a group and for the prestige associated with
coworkers’ recognition of one’s leadership qualities.
 Definition of Terms
 Employee Movements – series of actions
initiated by employee groups and toward an end
or specific goal.

 Unionism – the principle of combination for

unity of purpose and action.
 Steps in Union Organizing
 Terry Moser, an expert union organizer, was credited by
Snell and Bholander (2011) for the following union-
organizing steps:

Step 1: Employer/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, as
well as data about the employer’s management styles, financial
stability, policies, etc.

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.
Information or data obtained in Step 1 will be used by the
organizers to meet the employees’ need to explain the means to
accomplish their goals.
 Management
Union Claim
Proposal

Negotiation

3rd Party Refrral

Collective
Agreement

 Step 3: Formation of in-house Organizing

Committee – this starts with identification of employees
who are ready to act as leaders in campaigning fir their
goals, in trying to get the interest of the other employees
to join their movement, and in convincing employees to
sign an authorization card to show their willingness to be
represented by a labor union in collective bargaining with
their employer.
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 NLRC asking for the holding of a secret
ballot election to the determine the employees' desire
for unionization.

Step 5: End of Union Organizing - when the

sufficient number of votes garnered, the NLRC certifies
the union As the legal bargaining representative of the
employees. Contract negotiations or collective
bargaining agreement CBA negotiations follows the
certification.
 The CBA process involves the following
procedures:

A. Prepare for Negotiation – data to support

bargaining proposals are collected and arranged in
an orderly manner by both parties—the union and
employers group.

B. Develop Strategies - management proposals

are developed and limits of concessions and
determined while also considering the union's goals
and their possible strike plans.

C. Conduct Negotiations - this consists of

bargaining analyzing proposals resolving issues
related to the proposals and remembered to stay
within the respective bargaining zone.
D. Formalize Agreement – after the negotiation
process, the union and management groups have to
formalize their agreement. This agreement is a formal
biding document which list down the terms, conditions,
and rules under which employees and managers agree to
operate; clear language must be used in the contract,
which has to be ratified by the majority of the employees.

CBA activities, ideally, must be a continuous process

(although it is held every five years in many companies.)
 Grievance Procedure
 The Grievance Procedure is a formal procedure that
authorize the union to represent its members in
processing a grievance or complaint. Such grievance
must be express orally or in writing to the employee’s
immediate supervisor and the union steward. If the
immediate supervisor shows willingness to discuss the
complaint with the employee and the union steward,
the grievance may be resolved immediately.

 This is possible especially if the supervisor has formal

training in handling grievances. If not resolve within
ten work days, the employee forwards the grievance
to the department manager and the chief steward of
the union.
 LESSON 8:
Rewards system
Organizations offer competitive reward system to
attract knowledgeable and skilled people and to keep
them motivated and satisfied once they are employed
in their firm. Further, rewards promote personal growth
and development and present fast employee turnover.
 Monetary Rewards – rewards which pertain to
money, finance, or currency.

A. Pay/ Salary – Financial remuneration given in exchange for

work performance that will have the organization's attain
its goals; example: weekly, monthly, or hourly pay,
piecework compensation, etc.

B. Benefits – indirect forms of compensation given to

employees/workers for the purpose of improving the
quality of their work and personal lives; health care
benefits, retirement benefits, educational benefits, and
others are examples of these.

C. Incentives – rewards that are based upon a pay-for-

performance philosophy; it establishes a base line
performance level that employees or groups of employees
must reach in order to be given such reward or payment;
examples: bonuses, merit pay, sales incentives, etc.
D. Executive Pay – a compensation package for
executive of organizations which consist of five
components: Basic Salary, bonuses, stock plans,
benefits, and perquisites.

E. Stock Options – are plans that grant employees

the right to buy a specific number of shares of the
organization’s stock at the guaranteed price during
a selected period of time.
 Non-monetary Rewards – rewards which do
not pertain to money, finance, or currency.

A. Award – Nonmonetary reward that may be given to

individual employees or group/teams for meritorious
service or outstanding performance.

B. Praise – a for of nonmonetary, intrinsic reward

given by superiors to their subordinates when they
express oral or verbal appreciation for excellent job
performance.
The
End