UNIT II DESIGNING THE MANAGERIAL JOB

Identifying Managerial Talent

Staffing:

 Staffing involves filling the positions needed in the

organization structure

 by appointing competent and qualified persons for the

job.
The staffing process encompasses
 man power planning,
 recruitment,
 selection, and
 training.
Manpower requirements/ HR 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.

 Human Resource Planning

Assessing Future
Assessing Current
Human Resource
Human Resources
Needs

Developing a
Program to Meet
Needs
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
 Job descriptions and job specifications are important in
the recruiting process

 they specify the nature of the job and

 the qualifications required of job candidates.

Recruitment

 Process of searching the prospective employees and

stimulating them to apply for jobs in the organization.
 
RECRUITMENT PROCESS

The recruitment process consists of the following steps

 Identification of vacancy
 
 Preparation of job description and job specification
 
 Selection of sources
 
 Advertising the vacancy
 
 Managing the response
Identification of vacancy:
 The recruitment process begins with the human resource department
receiving requisitions for recruitment from any department of the company.

 These contain:

 Posts to be filled

 Number of persons

 Duties to be performed
 
 Qualifications required
Preparation of job description and job
specification:
 A job description is a list of the general tasks, or
functions, and responsibilities of a position.

 It may often include to whom the position reports,

 specifications such as the qualifications or skills

needed by the person in the job, or

 a salary range.
 A job specification describes the

 knowledge,

 skills,

 education,

 experience, and abilities

 you believe are essential to performing a particular job.

Selection of sources:
 Every organization has the option of choosing the
candidates for its recruitment processes from two
kinds of sources:

 internal and

 external sources.
 The sources within the organization itself (like transfer
of employees from one department to other,
promotions, employee referrals)

 to fill a position are known as the internal sources of

recruitment.
Traditional Internal Sources
 Present Permanent employees

 Present Temporary/ Casual employees

 Retired employees

 Dependents of deceased

 Employee referrals (modern sources)

External sources

 Sources which are the outside the organizational

pursuits.
Traditional External sources
 Campus recruitment

 Private employment agencies/ consultants

 Public employment exchanges

 Data Banks

 Casual applicants

 Similar Organizations/ Competitors

 Trade Unions
Modern External sources
 Walk-In

 Outsourcing (developing human resource pool &

supplying)

 Head Hunting (senior executive positions)

 E- Recruitment (Internet)
Advertising the vacancy
 After choosing the appropriate sources, the vacancy is
communicated to the candidates by means of a suitable
media such as

 television, radio, newspaper, internet, direct mail etc.

Managing the response
 Selecting the correct resumes that match the job
profile, is very important.

 Done by competent authorities, who understands all

the responsibilities associated with the designation in
its entirety.

 Candidates with the given skill set are then chosen and
further called for interview.
 Also, the applications of candidates that do not match
the present nature of the position

 but may be considered for future requirements are filed

separately and preserved.
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.
 
SELECTION PROCESS

 Selecting a suitable candidate can be the biggest

challenge for any organisation.

 The success of an organization largely depends on its

staff.

 Selection of the right candidate builds the foundation of

any organization's success and helps in reducing
turnovers.
Steps in scientific selection process

Job analysis (Selecting the right candidate, JD)

Recruitment (Searching the prospective employees)

Application form (Collecting the primary information from the

candidates)

Written examination (Aptitude, Logical reasoning, Verbal Ability)

Preliminary interview (necessary information

Related to the job)

Business games (Role Play)

 Group Discussion

Core/ Technical Interview with Line manager

Reference check

Line manager decision

Job offer

Employment
Job Analysis
 Job Analysis is the basis for selecting the right
candidate.

 Every organization should finalize the job analysis, JD,

Job specification and employee specification .
Recruitment

 Process of searching the prospective employees and

stimulating them to apply for jobs in the organization.
Application form
 Application form is also known as application blank.

 Application blank is widely accepted for securing

information from the prospective candidates.

 It can be used as a device to screen the candidates at

the primary level.
 Many companies formulate their own style of
application forms

 depending on the requirement of information based on:

 size of the company,

 nature of business activities,

 type and level of the job.

 Information is generally required on the following items in the
application forms:

 Personal background

 Educational attainments

 Work experiences

 Salary

 References
Written Examination
 The Organizations have to conduct written
examination for the qualified candidates

 after they are screened on the basis of the application

blanks

 so as to measure the candidates’ abilities.

Types of Test

 Arithmetical calculations,

 Attitude towards the job (personality test, TAT),

 Aptitude (to test the individual’s capacity to learn a

given job if given adequate training)
 Logical reasoning (to test the decisional making
skills)

 knowledge in various disciplines,

 GK

 English Knowledge (Verbal ability)

Preliminary Interview

 The preliminary interview is to solicit (ask) necessary

information from the prospective applicants and

 to assess the applicant’s suitability to the job.

 The information provided by the candidate may be
related to the job or

 personal specifications regarding education,

experience, salary expected, attitude towards the job.

 Preliminary interview is useful as a process of

eliminating the undesirable and unsuitable candidates.
BUSINESS GAMES

 Business games are widely used as a selection

technique for

 selecting management trainees,

 executive trainees and

 managerial personnel at junior, middle and top

management positions.
 Business games help to evaluate the applicants in the areas of

 decision-making,

 identifying the potentialities,

 handling the situations,

 problem-solving skills,

 human relations skills etc.

 Participants are placed in a hypothetical work
situation and

 are required to play the role situations in the game.

GROUP DISCUSSION

 The technique of group discussion is used in order to

secure further information regarding the suitability of
the candidate for the job.
 Group discussion is a method where groups of the
successful applicants are brought around a conference
table and

 Applicants are asked to discuss either a case study or a

subject-matter.
 The candidates in the group are required to

 analyze, discuss, find alternative solutions and select

the sound solution.
 A selection panel then observes the candidates in the
areas of
 initiating the discussion,
 explaining the problem,
 soliciting unrevealing information based on the given

information and using common sense,

 keenly observing and
 mediating arguments among the participants and
 summarizing or concluding aptly.
 The selection panel, based on its observation,

 judges the candidates’ skill and ability and

 ranks them according to their merit.

Interview/ Core Interview

 It is normally the interaction between the candidate

and the line executive or experts

 on various areas of job knowledge, skill, talent etc.

 This line interview may take various forms like:

 (i). Job and Probing interview

 (ii). Stress Interview
 (iii). Panel interview
 (iv). Depth Interview
 (v). Decision-Making Interview
Job and Probing interview
 This interview aims at testing the candidate’s job
knowledge about

 duties, activities, methods of doing the job,

 critical/problematic areas,

 methods of handling those areas etc.

Stress Interview
 The interview aims at testing the candidate’s job
behavior and

 level of withstanding during the period of stress and

strain.
 The interviewer tests the candidate by putting him under
stress and strain

 by interrupting the applicant from answering,

 criticizing his opinions,

 asking questions pertaining to unrelated areas,

 keeping silent for unduly long periods after he has finished

speaking etc.
 Stress interview must be handled with utmost care and
skill.
Panel interview
 A panel of experts interview each candidate,

 judges his performance individually and prepares

consolidated judgement.

 Interviews of middle level and senior level managers

are normally conducted by the panel of experts.
Depth Interview
 In this interview, the candidate would be examined
intensively in core areas of job skills and knowledge.

 Experts test the candidate’s knowledge in depth.

 Depth interviews are conducted for specialist jobs.

Decision-Making Interview
 After the candidates are examined by the experts
including the line managers of the organization in the
core areas of the job,

 the head of the department/section concerned

interviews the candidates once again,

 mostly through informal discussion.

 The interviewer examines the interest of the candidate in the

 job, organization,

 reaction/adaptability to the working conditions,

 career planning,

 promotional opportunities,

 work adjustment and allotment etc.

 The Human resource manager also interviews the
candidates with the view to find out his

 reaction/acceptance regarding salary,

 allowances,

 benefits, promotions, opportunities etc.

 The head of the department and the HR manager
exchange the views and

 then they jointly inform their decision to the chairman

of the interview board,

 who finally makes the decision about the candidates’

performance and their ranks in the interview.
Managerial Skills Development- Training and
Development

 Training and Development is a planned effort to

facilitate employee learning of job- related behaviors

 in order to improve employee performance.

 Experts sometimes distinguish between the terms
“training” and “development”;

 “training” denotes efforts to increase employee skills

on present jobs,

 while “development” refers to efforts oriented

toward improvements relevant to future jobs.
Training & Development
Principles of Training

1. Motivation
2. Progressive Information
3. Reinforcement
4. Practice
5. Dividing complexity of job
 Training and Development Methods

(1) On – the –job methods and

(2) off-the-job methods.

On-the-job methods:
 Employee to undergo training, while he is actually

engaged in work.
There are many on-the-jobs methods of training. There
are:
 Job Rotation
 Apprenticeship /Coaching
 Committee assignments
 Temporary promotions
 Off-the-job methods:

 Employee leaves his work place for under going training

programmes.

Off-the-job methods include:

 Lectures
 Conferences and Seminars
 Role playing
 Case Studies
MANAGERIAL MOTIVATION

 What is motivation? Maybe the place to begin is to

say what motivation isn’t.

 Many people incorrectly view motivation as a

personal trait-that is,

 some have it and others don’t.

MOTIVATION
 In practice, inexperienced managers often label
employees who seem to lack motivation as lazy.

 This is just not true.

MOTIVATION
 What we know is that motivation is the result of the
interaction of the individual and the situation.

 Certainly, individuals differ in their basic

motivational drive.

MOTIVATION
 The same student who finds it difficult to read a text-
book for more than 20 minutes

 may read quickly a Harry Potter book in one

afternoon.

 For this student, the change in motivation is driven

by the situation.

MOTIVATION
 The level of motivation varies between individuals
and

 within individuals at different times.

MOTIVATION
Defining Motivation

 Motivation is the processes that account for an

individual’s intensity,
 direction, and
 persistence of effort
 toward attaining a goal.

Defining Motivation
 The three key elements in our definition are
 intensity,
 direction, and
 persistence.

Defining Motivation
 Intensity is concerned with how hard a person
tries.

 This is the element most of us focus on when we

talk about motivation.

Defining Motivation
 High intensity and the effort has to be channeled in a
direction that benefits the organization.

 We have to consider the quality of effort as well as

its intensity.

Defining Motivation
 Finally, motivation has a persistence dimension.

 This is a measure of how long a person can

maintain their effort.

 Motivated individuals stay with a task long enough to

achieve their goal.

Defining Motivation
MASLOW’S HIERARCHY OF NEEDS
THEORY
 The most well-known theory of motivation is
Abraham Maslow’s hierarchy of needs. (April 1,
1908 – June 8, 1970) 

MASLOW’S HIERARCHY OF NEEDS

THEORY
Here comes your footer  Page 73
Physiological needs

 Includes hunger,
 thirst,
 shelter,
 sex, and
 Other Bodily Needs

Physiological needs
Safety

 Includes security (employment, family, health,

property) and

 protection form physical and emotional harm

Safety
Social

 Includes affection,

 belongingness,

 acceptance, and

 friendship

Social
Esteem

 Includes internal esteem factors such as

 self-respect, autonomy, and achievement; and

 external esteem factors such as status, recognition,

and attention.

Esteem
Self-actualization

 The drive to become what one is capable of

becoming;

 includes growth, achieving one’s potential, and

 self-fulfillment.

Self-actualization
Summation of the theory

 As each of these needs becomes substantially

satisfied, the next need becomes dominant.

 The individual moves up the steps of the hierarchy.

 No need is ever fully satisfied.

Summation of the theory

 A substantially satisfied need no longer motivates.

 So if you want to motivate someone,

 you need to understand what level of the hierarchy

that person is currently on satisfying the needs.

Summation of the theory

 Maslow separated the five needs into higher and
lower orders.

 Physiological and safety needs were describe as

lower-order and

 social, esteem, and self-actualization as higher-

order needs.

Summation of the theory

 Higher-order needs are satisfied internally (within
the person),

 lower-order needs are predominantly satisfied

externally (by things such as pay).

Summation of the theory

 Maslow’s need theory has received wide recognition,
particularly among practicing managers.

Summation of the theory

 Douglas McGregor proposed two distinct views of
human beings:

 One basically negative, labeled Theory X

 The other basically positive, Theory Y

 McGregor concluded that a manager’s view their
employees based on a certain grouping of
assumptions.

 The manager tends to mold his or her behavior

towards employees according to these assumptions.
McGregor’s Theory X & Y, Alternative sets of
Assumptions about Employees
 Employees dislikes work  Employees can view work
and will avoid it if as being as natural as rest or
possible. play.

 Since employees dislike

 People will exercise self-
direction and self-control if
work, they must be
they are committed to the
coerced, controlled, or
objectives.
threatened with punishment
to achieve goals.

Theory X Theory Y
 Employees will avoid  The average person can
responsibilities and seek learn to accept, even seek,
formal direction whenever responsibility.
possible.

 Most workers place security

 The ability to make
above all other factors innovative decisions is
associated with work and widely dispersed among
will display little ambition. employees.

Theory X
Theory Y
 The motivational implications of this theory is best
explained in the framework of Maslow’s hierarchy of
need theory,

 Lower-order needs (physiological & Safety) dominate

individuals coming under the category of theory X.

 Higher-order needs (social, esteem, Self-actualization)

dominate individuals coming under the category of
theory Y.
 McGregor proposed such ideas as
 participative decision making,
 responsible and challenging jobs, and
 group relations

would maximize an employee’s job motivation.

IMPORTANCE OF MOTIVATION

 The organizational efficiency is determined by

employee motivation.

 For a right type of behavior of the worker and

productive result,

 every boss has to motivate his subordinate

intelligently.

IMPORTANCE OF MOTIVATION
 Improvement in performance level is the first
important result of motivation.

 Motivated employee works more,

 accepts tougher assignments and gives productive

results.

IMPORTANCE OF MOTIVATION
 Motivation reduces absenteeism and labor turn over.

 When the present needs are satisfied the motivated

employee will not avoid his responsibility and

 turnout more output also.

IMPORTANCE OF MOTIVATION
 Motivation in many firms has led to valuable and
profitable suggestions by employees.

 Employees are motivated to give suggestions for

improving designs, improving quality etc.

 Financial and nonfinancial incentives have motivated

them to give world-class suggestions.

IMPORTANCE OF MOTIVATION
TWO FACTOR
THEORY

OR
Herzberg's Motivation-
Hygiene Theory
 Two Factor Theory states that there are certain factors
in the workplace that cause job satisfaction,

 while a different set of factors cause dissatisfaction.

 The theory was based around interviews with 203
American accountants & engineers in Pittsburgh.

 The subjects were asked to relate times when they

felt exceptionally good or bad about their present
job or any previous job, and to provide reasons.
 The analysis revealed two critical factors – intrinsic
(natural/ basic) and extrinsic (not essential) .

 All the motivational factors are intrinsic and

 all hygienic factors are extrinsic.

 INCLUDING FACTORS

 MOTIVATIONAL FACTORS  HYGIENE FACTORS

(Intrinsic) (extrinsic)
 Achievement  Pay and Benefits
 Recognition  Company Policy and
 Work Itself Administration
 Responsibility  Relationships with co-
 Promotion workers
 Growth  Physical Environment
 Supervision
 Status , Salary
 Job Security
 Hygiene (extrinsic) factors like quality of supervision
pay, company policies, physical working conditions,
relations with others, and job security when they are
adequate,

 people will not be dissatisfied; neither will they be

satisfied.
 If we want to motivate people on their jobs, Herzberg
suggested intrinsic factors associated with the work,

 such as achievement, promotional opportunities,

opportunities for personal growth, recognition,
responsibility will bring satisfaction among
employees.
TWO FACTOR THEORY , HERZBERG

with the work itself

Performance Management

• PERFORMANCE APPRAISAL is a process of

evaluating an employee’s performance of a job in
terms of its requirements
 THE EVALUATION PROCESS

Establish performance standards

Communicate performance expectation to employees

Measure actual performance

Compare actual P with standards

Discuss with employee

Initiate corrective action

 METHODS OF PERFORMANCE APPRAISAL
There are two types.

Traditional & Contemporary

Traditional :-

Straight ranking method (Merit Based: Highest to Lowest Performance)

Paired comparison (Comparing each employee with every other employee,

based on comparison ranking system is developed)

Grading (Analytical ability, Self-expression, job knowledge, Leadership)

Graphic rating (Employee characteristics are graded: initiative, Attitude,

Loyalty, Emotional stability)

Free essay (supervisor makes a free form, open-ended appraisal of the

employee)
Contemporary Method :-

MBO

360 Degree Appraisal

Human asset accounting Method

Behavioural anchored rating Scale

Bell Curve System

1.MBO

•Management by Objectives (MBO) is a process

whereby the superior and subordinate managers of an
organization jointly identify its common goals,

•define each individual’s major areas of responsibility in

terms of results expected of him and

•use these measures of guides for operating the unit and

•assessing the contribution of its members.

2. 3600 Feedback:

• 360-degree feedback, also known as multi-rater

feedback, multisource feedback, or multisource
assessment.

• Performance-appraisal data collected from 'all

around' an employee—

• his or her peers, subordinates, supervisors, and

sometimes, from internal and external customers.
360 degree performance appraisal
3.BEHAVIOURALLY ANCHORED RATING SCALE

 BARS Behaviorally Anchored Rating scales is a method that

combines elements of the traditional rating scales and critical
incidents methods.
Rating Scale Method
 Content of appraisal
 Quantity of work.
 Volume of work under normal working conditions
 Quality of work.
 Neatness,
 Thoroughness and accuracy of work Knowledge of job.
 Dependability. Conscientious, thorough, reliable, accurate, with
respect to attendance, relief, lunch breaks.
 Attitude. Exhibits enthusiasm and cooperativeness on the job
 Cooperation . Willingness and ability to work with others to produce
desired goals.
 Initiative.
 Rating scales
 Rating scales can include 5 elements as follows:

• Unsatisfactory
• Fair
• Satisfactory
• Good
• Outstanding
 Behavioral Anchored Rating Scales
Performance Points Behavior
Extremely 7 Can expect trainee to make valuable suggestions
good for increased sales and to have positive
relationships with customers all over the
country.
Good 6 Can expect to initiate creative ideas for improved
sales.
Above average 5 Can expect to keep in touch with the customers
throughout the year.
Average 4 Can manage, with difficulty, to deliver the goods
in time.
Below average 3 Can expect to unload the trucks when asked by
the supervisor.
Poor 2 Can expect to inform only a part of the
customers.
Extremely poor 1 Can expect to take extended coffee breaks &
roam around purposelessly.
4.HUMAN ASSET ACCOUNTING METOD

Human Resources Accounting deals with cost and contribution of human

resources to the organization.

Cost of the employee includes

 cost of manpower,

 planning,

 recruitment,

 selection, induction, placement, training, development ,

 wages and benefits etc.

 Bell Curve System
 Bell Curve System rates the entire workforce by
comparing the performance of those engaged in similar
activity and

 ranking them on their basis of their performance.

 The entire workforce is segregated as the top

performers, medium, and the poor performers.
 The percentile varies with the company policy; it could
be the top 10%, middle 80% and the bottom 10%
CAREER MANAGEMENT
 A career is a person’s chosen profession or
occupation.

 A Career is all the jobs that held during ones

working life.
 CAREER STAGES
1. Growth [4 to 13]: start to find ways to develop competencies

2. Exploration [early teens to mid-twenties]: people begin to

crystallize, specify and implement an occupational choice.

3. Establishment [mid-twenties through mid-forties]: a

suitable field is selected and efforts are made to secure

4. Maintenance [mid-forties to mid-sixties]: Stagnating or

enriching

5. Disengagement [mid-sixties]: decelerating from formal

employment to finding new roles with a view to retirement
CAREER MANAGEMENT ISSUES
 Career Plateau (no change or progress)

 Dual career paths

◦ technical / professional vs. managerial

 Skills obsolescence (out of date)

◦ continuous learning

 Balancing work and family

 Coping with job loss