Define the meaning of staffing;

Describe the nature and scope of staffing;

Discuss the content of staffing procedure;

Identify the factors to consider in

compensating employees
Cite ways to ensure employee health and
safety;

Recognize the nature and importance of

employee relations
 After deciding on a type of organization
structure that will best serve the
interest of the business firm and the
next step that will have to be made is to
fill the identified positions with the
INTRODUCTION
most qualified persons available.

Business organizations are very sensitive

to whatever staffing errors are made
placing the wrong person in highly
specialized position like quality
control, for instance, may bring enough
damage to the firm to cause its
bankruptcy. Yet this refers to a single
error in staffing.
 STAFFING

EFFECTIVE INEFFECTIVE

Makes the
company Growth and
COMPETITIVE Survival is
COMPROMISED
 • Staffing may be defined as
management function that
determines human resources,
WHAT IS
needs, recruits, selects, trains
and develops human resources
STAFFING?
for jobs created by an
organization.

• Staffing is undertaken to match

people with jobs so that the
realization of the organization's
objectives will be facilitated.
 • The staffing process consists of the
following series of steps:

• 1. Human Resource Planning.

The STAFFING
The planned output of any
organization will require a
Procedure
systematic deployment of human
resources at various levels. To be
able to do it, the manager will
have to involve himself with
human resource planning. This
will be done in conjunction with
the efforts of the human resource
officer, that is, if the company has
one.
 Programming

Forecasting Evaluation and

control

Human resource planning may

involve the following activities:
 Human resource planning may involve the
following activities:

Evaluation
Forecastin Programm and
g ing control
is an assessment of means translating the refers to monitoring
future human forecasted human human resource
resource needs of the resource needs to action plans in
organization in personal objectives evaluating their
relation to its current and goals. success.
capabilities.
 Monitoring Method

Time-series Explanatory or
methods Casual

The forcasting of manpower needs may be

undertaken using any of the following
quantitative methods:
 A. B.
Time Explanato
series ry causal
method model

use historical data Identifying major

to develop variables that have
caused in past
forecasts.
conditions and to
predict future
conditions.
The 3 major types of explanatory
models are as follows:
 3 major types of explanatory models

Regression models Economic models Leading Indicators

Regression model provides a system of regression refer to time series that

function that describes the equations estimated from anticipates business cycle
relationship between one or past time series data and turns.
more independent variables used to show the effect of
and a response, dependent, or various independent
target variable.  variables on various
dependent variables.
 C.
Monitoring methods
provide early warning
signals of significant
changes in established
patterns and relationships
so that the manager can
assess the likely impact and
plan responses if requiredA.
 • 2. Recruitment. – Refers to
The STAFFING
attracting qualified persons to
apply for vacant positions in the

Procedurecompany

Sources of Applicants. When

management wants to fill certain
vacancies, the following sources may
be tapped:
 The Organization’s current
employees

current employees may be

qualified to higher positions Newspaper advertising

Readership appears to be the Schools

highest
universities in cooperation with
companies have become common

A B C
 Competitors

Previously trained by
Recruitment firms competitors

Recruiting applicants for

Referrals from employees executive positions.

Employees recommend relatives

and friend that are qualified

D E F
 3. SELECTION

This refers to the act of choosing from

The STAFFING
those that are available the individuals most
likely to succeed on the job. A requisite for
effective selection is the preparation of a
Procedure
list indicating that an adequate pool of
candidates is available. The purpose of
selection is to evaluate each candidate and
to pick the most suited for the position
available. Selection can be complicated
depending on the costs of a wrong decision.
When the position under consideration
involves special skills like an airplane pilot,
a more elaborate selection process is
undertaken
Ways of Determining the
Qualifications of a Job Candidate
 Application Interviews
Blanks
provides information about a person's
characteristics such as age, marital status, may be gathered in an interview by
address, educational background,
asking a series of relevant questions
experience, and special interests. After
reading the application blank, the to the job candidate
evaluator will have some basis on whether
or not to proceed further in evaluating the
applicant.

References Testing

statements may provide some This involves an evaluation of

vital information on the the future behavior or
character of the applicant. performance of an individual.
 There are various types of tests.
TYPES OF They may be classified as follows:

TESTS
A. Physiological Test –
is an objective, standards measure
of a sample behavior of the
individual. It is further classified as
follows:
 Personality Test-
Aptitude Test- measures personality
measures a person’s traits such as
capacity or potential dominance, sociability,
ability to learn and conformity

Performance Interest Test-

Test- measures person’s
measures person's interest in various
current knowledge field of works
of a subject
 There are various types of tests.
They may be classified as follows:

TYPESA.OF Physiological Test –

is an objective, standards measure
TESTS
of a sample behavior of the
individual. It is further classified as
follows:

B. Physical Examination-
- Done to asses applicant’s
physical health is adequate to
meet the job requirements.
 4. INDUCTUION AND ORIENTATION-
Induction
- is the next step undertaken after applicant
responsibilities finally selected and subsequently

The STAFFING
hired. The new employee is relayed about his/her the
duties, responsibilities and benefits. The new
employee is also explained about all the company

Procedure
history, it’s products ,services and the organization
structure.

ORIENTATION
- Where the new employee is discussed and
introduced about the immediate working environment
and co-workers. Location, rules, equipment,
procedures, training plans, and performance
expectations. In addition, the new employee
undergoes the “socialization process” by pairing him
with an experienced employee and one-on-one
discussion with the manager.
 5.Training and Development-

The STAFFING
Training becomes a necessity if the new
employee is lacking the necessary skills
Procedure
needed by the job. It refers to the learning
provided in order to improve job
performance

Training Programs are classified Into:

A. Training Programs for Non-
Managers

Type of training that is directed to non-managers

to increase knowledge and skills to perform a
particular job. The 4 methods are :
 On the Job training
- The trainee is placed in an actual
work situation under the
direction of his immediate
supervisor who i access trainer
this situation motivate strongly
the trainee to learn.
Vestibule School
- The trainee is placed in a situation almost
exactly as the work environment. It
duplicates the job as well as the required
machinery and materials employees are
gained on the proper methods and safety
procedures before they are allowed to
work in a department.
Apprenticeship Program
Combination of on-the-job training
and experience with classroom
instruction in particular subjects are
provided to trainees.
Special Courses
Those that provide more emphasis on
education rather than training. Examples
are those which concern specific uses of
computers like computer-aided design
bidding procedures and producing a
commercial advertisement
B. Training Programs for Managers

The training needs of managers may

be classified into four areas Decision-
making skills, Interpersonal skills,
Job knowledge, and Organizational
knowledge .
 The decision-making skills may be enhanced through
any of the following methods of training:

In-basket Management Case Studies

The trainee is provided with
a set of notes, messages,
telephone calls, letters, and
reports, all pertaining to a
given company situation. The
trainee id expected to handle
the situation with in a given
period of 1 or 2 hours.
games
A trainee method where
trainee areare placed in a
simulated situation and are
required to make an
ongoing series of decision
about that situation.
This present actual situation in
organizations and enable one to
examine successful and
unsuccessful operations. Case
study emphasize the manager’s
enviroment, improve
comunnication skills, offers
rewards in solving problem,
possess the quality of
illustration,and establish
concrete reference points for
commecting theory with
practice.
The Interpersonal competence of the mananger m
be developed through any of the following metho
 Role-Playing Sensitivity Training
In this method, the trainees are assigned Under this method, awareness and
roles to play ina a given case incident. sensitivity to behavioral patterns on
They are provided with a script or a oneself and others are developed.
description of a given problem and of the
key person they are playing. The purpose
of this method is to improven the skills of
the trainees in human relations,
supervision and leadership.
Transactional Analysis
Behavoir Modeling This method intendsto help individual
not only understand themselves and
It attempts to influence the trainee by
others but also improve their
showing model persons behaving
interpersonal communication skills. This
effectively in a situation. The trainee
is actually the study of social
is expected to adapt the behavior of
transactions between people so as to
the model and use it effectively in
develope improved communication and
some instance later on.
human relationships.
In acquiring knowledge about the actual job
the manager
is currently holding the following methods ar
useful:
 On-the-job
Experience
It provides valuable
opportunities for the training
to learn various skills while
actually engaged in the
performance of a job.
Coaching
This method requires a senior
manager to assist a lower-level
manager by teaching him the
included skills and generally
providing direction, advice,
and helpful criticism. The
senior manager must be
skilled enough and have the
ability to educate; otherwise,
the method will be ineffective.
Understudy
Under this method, a
manager works as assistant
to a higher level manager
and participates in planning
and other managerial
functions until he is ready to
assume such position
himself. Once in a while the
assistant is allowed take
over.
In the attempt to increase the trainee’s knowledge of the
total organization exposure to information and events
outside of his immediate job is made. In this regard, the
following methods are useful:
 Position Rotation
Under this method, the
managers is given
assignments in variety of
departments. The purpose is
to expose him to different
functions of the
organizations.
Multiple
Manangement
This method is premised on the idea that junior
executive must be provided with means to
prepare them for hire management position. To
achieve this, junior board of directors is created
consisting of junior executives as members.
The board is given the authority to discuss
problems that the senior board could discuss.
The members are encouraged to take a broad
business outlook rather than concentrating on
their specialized lines of work.
 6. Performance Appraisal –

The STAFFING
It is the measurement of employee
performance.
Procedure
The purposes of performance appraisals
are as follows:
to influence, in a positive manager, employee performance
and development;

to determine merit pay increase;

to plan for future performance goal;

to determine training and development needs; and

to assess the promotion potential of employees.

Ways of Appraising Performance-
An employee’s performance may be measured using
any of following methods:
 Rating-Scale Method
Each traits or characteristics to be rated is
represented by line on which the rater
indicates the degree to which the
individual possesses the trait or
characteristics.
Essay Method
The evaluator int this method
composes statements that best
describe the person evaluated.
Management by Objective method
Specific goals are set collaboratively
for the organization as a whole, for
various subunits, and for each
individual member, Individuals are
then evaluated on the basis of how
well they have achieved the results
specified by the goals.
Assessment Center Method
One is evaluated by persons other than the
Immediate superior. This method is used
for evaluating managers.
 Checklist Method
The evaluator checks statement on a list
that are deemed to characterize an
employee’s behavior or performance
Work Standards Methods
Standards are set for a realistic workers
output and later on used in evaluating
the performance of non-managerial
employees.
Ranking Method
Each evaluator arranges employees
names in rank order from the best to
the poorest.
Critical-Incident Method
The evaluator recalls and writes down
specific (but critical) incidents that
indicates the employee’s performance. A
critical incident refers to the specific
instance of inferior or superior
performance of the employee.
 7. Employment Decisions –
The STAFFING
After evaluating the performance of

Procedure
employees (managerial or otherwise), the
management will now be ready to make
employment decisions. These may consist
of the following:
Monetary Rewards –
Promotion –
are given to
refers to the movement by a
employees whose
person into a position of
performance is at par
higher pay and greater
or above standard
responsibilities and which
requirements.
is given as a reward for
competence and ambition.
Transfer – Demotion –
is the movement of a person to is a movement from one
a different job at the same or position to another which has
similar level of responsibility less pay or responsibility
in the organization. Transfers
attached to it. Demotion is
are made to provide growth
used as a form of punishment
opportunities for the persons
involved or to get rid of poorly or as a temporary measure to
performing employees. keep an employee until he is
 8. Separation -
It is either a voluntary or involuntary
termination of an employee's services.

The STAFFING
In the case of a made voluntary termination,
the organization's management must find out
Procedure
the real reason. If the presence of a defect in the
organization is determined, corrective action is
necessary.

Involuntary separation (or termination) is the

last option that the management exercises when
an employee's performance is poor. This is
usually made after training efforts fail to
produce positive results.
 PL O YEE S
SAT ING EM
C OMP E N
One of the important aspects of staffing is
employee compensation. Certain factors
determine the salary or wages to
employees. These are the following
The achievement of the Performance
organization's objectives will depend on
the individual and collective performance of its employees.
Hence, it is only night to compensate them according to their
ability to contribute to the attainment of goals.
When an individual's output is better than the others, this should
be recognized and he should be provided a higher pay rate. There
are instances, however, when it is difficult to measure an
individual's performance. An example is when an employee's job
is to assist in assembling products. In this case, the performance
of the team where the individual belongs is measured.
 The Relative Worth of Each Job
The compensation of the individual employee may also
be determined according to the relative worth of each
job. To determine a job's relative worth job evaluation is
undertaken. This activity allows the organization to rank
jobs and determine their hierarchy of importance across
all jobs in the organization. Up-to-date job descriptions
and job specifications are useful tools of job evaluation
Job description represents the written summary of a job
as an identifiable organizational unit. Job specification is a
statement of qualifications such as-education prior
experience, and skill required for a person to perform a
given job.

Methods of Job Evaluation. There are several methods used

in evaluating jobs. These are the following:
a. The point method
which requires the evaluators to
quantify the value of the elements of
a job. Points are assigned to the
degrees of various compensable
factors required to do the job. This is
done using job descriptions and
interviews as bases. Examples of
compensable factors are: skill
required, physical and mental effort
needed, degree of dangerous or
unpleasant working conditions
involved, and amount of
responsibility involved in the job.
The objective is to determine the total
b. The comparison method

which uses a factor-by-

factor comparison and as a
result, a factor comparison
scale is used. To evaluate
the jobs, five job factors are
used as bases for
comparison: responsibility,
skills, physical effort,
mental effort, and working
conditions.
c. The classification or
grading method
wherein jobs are grouped
together in sets of grades or
classification, such as
clerical or managerial. Jobs
within each individual sets
are ranked in a job-to-
standard comparison.
d. The ranking method

wherein the evaluator

assigns ranks to jobs from
the simplest to the most
challenging. This method is
most convenient for small
organizations since they
have fewer jobs than the
larger ones.
 Labor Market Conditions and Prevailing Wage
Some jobs may be similar with other jobs in terms
Rates
of difficulty, responsibility, and other factors. Some
of them, however, will be paid higher rates because
of bigger demand for them. Companies in dire need
of certain skills will pay premium rates if these skills
are not readily available. Nursing jobs are good
examples of the effect of demand on wages paid to
certain types of jobs.
 Types of Pay System Used
Differences in pay among similar jobs in and out of the
company depend on the type of pay system adapted.
Wages may vary because of seniority, company
productivity, and profit-sharing considerations.
Seniority reflects loyalty to the company as well as
experience. Improvement in company productivity
makes production more efficient, and therefore, less
expensive. When the company makes profits, employees
are sometimes provided opportunities for sharing
 EMPLOYEE HEALTH AND
SAFETY
A requisite to organizational productivity is the
maintenance of employee health and safety Employees
who are healthy and who feel safe in PENYEBAB
their places of work
can contribute immensely to the achievement of the
DAMPAK
organization's objectives.
PENANGGULANGA
N
This is made possible when management is concerned
with the following:
 1. organizational work environment, including air, water, and
noise pollution;

2. other health hazards like poor diet, alcohol, and drugs;

3. the safety of the work area; and

4. the safety of the equipment used.

o address such concerns, the following are usually undertaken:

1. installation of accident prevention programs; and

2. elimination of health hazards in the work areas.

 EMPLOYEE RELATIONS

Peace and harmony in the workplace is a requisite for efficiency in

production. This happens when employees consider their relationship with
the organization as worthwhile. As such, employee or PENYEBAB
labor relations
constitute an important aspect of management's concerns.
The organization must be able to manage employee relations, DAMPAK
which are
sometimes made in cooperation with unions. This is PENANGGULANGA
not to downgrade the
importance of managing employee relations in a nonunionized situation.
Employee relations are characterized by concerns on
N
managing and
administrating the union contract (in unionized organization), grievance,
compensation, work rules, and other issues.