Orgman Concept Chapter 5 6

Copyright © 2012 Pearson Education, Inc.
Management, Eleventh Edition, Global Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education
Publishing as Prentice Hall 10-1
Chapter 5
Staffing

Staffing
Staffing- refers to filling in all organizational job
positions and keeping these filled; it is done by
identifying job position vacancies, job requirements,
workforce requirements, checking the internal
environment of the organization for the human
resources available, recruiting, selecting, placing,
promoting, evaluating, career planning, development
and training and compensating , among others.

Recruitment
Recruitment- a set of activities designed to attract qualified
applicants for job position vacancies in an organization.
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
and 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 word, recruitment is from
within the organization.

Selection
Selection- the process of

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

Selection Process
• Establishing the selection criteria-selecting human resources in an
organization requires understanding of the nature and purpose of the job
position which has to be filled.
• Requesting applicants to complete the application form-
application forms must be completed because these provide the needed
information about the applicant.
• Screening by listing applicants who seem to meet the set
criteria- this involves the preparation of a shortlist of applicants who
meet the minimum requirement of the job position to be filled.
• Screening interview to identify more promising applicants- here,
a shortlist applicants is prepared.

Selection
• Interview by the supervisor/manager or panel interviewers-
through formal interview of the most promising applicants, other
characteristics of the applicants may be revealed or observed by the
supervisor/manager or panel interviewers.
• Verifying information provided by the applicant- to make sure
that the applicant has not given false information about himself or herself,
verification is necessary.
• Requesting the applicant to undergo psychological and physical
examination- having a healthy mind and healthy body is important for
good job performance.
• Informing the applicant that she or he 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 asks the applicants to answer a
set of prepared questions-situational, job knowledge, job simulation, and
worker requirement questions.
• Unstructured interview- the interviewer has no interview guide may
ask question freely.
• One-on-one interview- one interviewer is assigned to interview the
applicant.
• Panel interview- several interviewers or a panel interviewer may
conduct the interview of applicants; three to five interviewers take turns
in asking questions.

Types of Employment Tests
• Intelligence tests- designed to measure the applicant’s mental capacity
; tests his or her cognitive capacity, speed thinking, and ability to see
relationships in problematic situations.
• Proficiency and aptitude tests-tests his or her present skills and
potential and learning other skills.
• Personality tests- designed to reveal applicant’s personal
characteristics and ability to relate with others.

Compensation/Wages and
Performance Evaluation
Compensation/wages- all forms of pay given by
employers to their employees for the performance of
their jobs.
Performance evaluation- a process undertaken by the

organization, usually done once a year, designed to
measure employees’ work performance.

Types of compensation
• Direct compensation- includes worker’s salaries,
incentive pays, bonuses, and commissions.
• Indirect compensations- includes benefits given by
employers other than the financial remunerations.
• Nonfinancial compensation- includes recognition
programs, being assigned to do rewarding jobs, or
enjoying management support, ideal work
environment, and convenient work hours.

Bases Compensation
• Piecework basis- when pay is computed according to
the number of units produced.
• Hourly basis- when pay is computed according to the
work hours rendered.
• Daily basis- when pay is computed according to the
work days rendered.
• Weekly basis- when pay is computed according to
the work weeks rendered.
• Monthly basis- when pay is computed according the
work months rendered.
Reward System
Reward- is something given or done in

return, especially in the form of salary,
a gift, prize, incentive pay, benefits,
service or achievement, and which
may have a motivating effect on the
employee.

Monetary Rewards-rewards which pertain to money,
finance, or currency.
• Pay/salary- financial remuneration given in exchange for work

performance that will help the organization attain its goals.
• Benefits – indirect forms of compensation given to employees/workers
for the purpose of improving the quality of their work and personal lives.
• Incentives – rewards that are based upon a pay-for-performance
philosophy.

Nonmonetary Rewards-rewards which do not pertain
money, finance, or currency.
• Award- nonmonetary reward that may be given to individual

employees or groups/teams for meritorious service or
outstanding performances.
• Praise- a form of nonmonetary, intrinsic reward given by

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

CHAPTER 6
LEADING

Leading
Leading- a management
function that involves inspiring
and influencing people in the
organization to achieve a
common goal.

Who Are Leaders and
What Is Leadership?
• Leader - Someone who can influence others
and who has managerial authority.
• Leadership - What leaders do; the process of
influencing a group to achieve goals.
• Ideally, all managers should be leaders.

Contemporary Views of Leadership
• Transactional Leadership
– Leaders who guide or motivate their followers in
the direction of established goals by clarifying role
and task requirements.
• Transformational Leadership
– Leaders who inspire followers to transcend their
own self-interests for the good of the organization
by clarifying role and task requirements.

• Charismatic Leadership
– An enthusiastic, self-confident leader whose personality
and actions influence people to behave in certain ways.

• Visionary Leadership
– A leader who creates and articulates a realistic, credible,
and attractive vision of the future that improves upon the
present situation.

Developing Trust
• Credibility (of a Leader)
– The assessment of a leader’s honesty, competence, and
ability to inspire by his or her followers
• Trust
– The belief of followers (and others) in the integrity,
character, and ability of a leader
• Dimensions of trust: integrity, competence, consistency, loyalty,
and openness
– Is related to increases in job performance, organizational
citizenship behaviors, job satisfaction, and organization
commitment

Empowering Employees
• Empowerment
– Increasing the decision-making discretion of
workers such that teams can make key operating
decisions in developing budgets, scheduling
workloads, controlling inventories, and solving
quality problems.

What Is Motivation?
• Motivation - the
process by which a
person’s efforts are
energized, directed, and
sustained toward
attaining a goal.

Publishing as Prentice ©2012
Hall Pearson Education 10-25
What Is Communication?
• Communication- the
exchange of information
and understanding

Communication Media
1. Informal talks (most

common)
2. Telephone calls and texting
3. Memoranda
4. Letters
5. Reports
6. Meetings and conferences
7. Bulletin and board displays
8. Visual aids and
advertisements

Coordination
Coordination- Coordination is the

result of effective planning
activities done in consultation
with the different levels in the
management hierarchy.

Supervision
Supervision- In order to see

that the work is done accdg to
the instructions, the superior
must observe the activities of
the subordinates.

Teamwork
Teamwork- a group of people,

contributing their individual
knowledge and skills but
working together to achieve a
common goal/task.


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Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

External recruitment- outside sources are considered in

Internal recruitment- filling job vacancies can be done

Copyright © 2012 Pearson Education, Inc.

Selection- the process of

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Performance evaluation- a process undertaken by the

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Reward- is something given or done in

Copyright © 2012 Pearson Education, Inc.

• Pay/salary- financial remuneration given in exchange for work

Copyright © 2012 Pearson Education, Inc.

• Award- nonmonetary reward that may be given to individual

• Praise- a form of nonmonetary, intrinsic reward given by

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

Copyright © 2012 Pearson Education, Inc.

1. Informal talks (most

Copyright © 2012 Pearson Education, Inc.

Coordination- Coordination is the

Copyright © 2012 Pearson Education, Inc.

Supervision- In order to see

Copyright © 2012 Pearson Education, Inc.

Teamwork- a group of people,

Copyright © 2012 Pearson Education, Inc.

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