STAFFING, DIRECTING &

MOTIVATION
Module: 6
Meaning

• Staffing is the process of filling positions/posts in

the organization with adequate and qualified
personnel .

• Staffing is the process of acquiring, deploying, and

retaining a workforce of sufficient quantity and
quality to create positive impacts on the
organization's effectiveness
Definitions

• According to McFarland,
“Staffing is the function by which managers build an
organization through the recruitment, selection, and
development of individuals as capable employees.”

• According to Koontz, O’Donnell and Heinz Weihrich,

“The management function of staffing is defined as
filling position in the organization structure through
identifying workforce requirements, inventorying the
people available, recruitment, selection, placement,
promotion, appraisal, compensation, and training of
needed people.”
Main Objective of Staffing

• To understand all function of in an organization.

• To understand manpower planning so that people
are available at right time and at a right place.
• To understand issues related to job analysis and to
overcome the problem.
• To Appraisal the Performance of the Employees
Importance of Staffing

• Maximum and Efficient Utilization of Resources

• Reduces Cost of Production
• For Job Satisfaction
• For meeting Present and Future Needs of
Employees
• For maintaining Co-ordination among the
Employees
• Effective Co-ordination.
• Training and Development.
• Enhances Corporate Image.
Elements of Staffing

• Manpower planning
• Job Analysis
• Recruitment and Selection
• Training and Development
• Performance appraisal
Scope of Staffing

• Hiring
• Motivation
• Employee maintenance
• Human relations
Factors affecting Staffing

EXTERNAL FACTORS AFFECTING STAFFING

1. Nature of rivalry for Human Resources
• India has ample supply of unskilled workers then
highly qualified people.
• Companies start to change their staffing policy and
prefer less talented people.
2. Legal factors
• Child labour is prohibited.
• Provision are there relating to reservations for
physically handicapped people.
• Legal provision affects the staffing policy of an
organization.
3. Socio-cultural factors
• Employment of women for job involving physical
exertion is usually avoided
• Women are not offered jobs involving continuous
travelling.
4. External Influences
• Employers have to face pressures from political parties
or politicians as new recruitment.
• Concept of Employment to “ Sons of the soil” is getting
popular in all countries.
• External Influences affect the staffing policy of
business unit.
EXTERNAL FACTORS AFFECTING STAFFING
• Organizational Image
• Past Practices
• Size of the Organization
• Organizational Business Plan
Process of staffing
function

• Manpower Planning
• Recruitment
• Selection
• Placement
• Training
• Manpower Planning
in INDIA
Process of staffing
function
Manpower planning
 Manpower planning

 Short-term Manpower Planning :

This planning is done find a temporary
match between the existing individuals and
the existing jobs. It aims at quick removal of
anomalies in postings and placements.
 Long-term Manpower Planning :
this planning is done to find a proper
match between the future jobs and their future
incumbents.
Following are the steps of short-term
manpower planning
* Weak and Strong incumbents.

* In case of weak incumbents this can be done

by:
• 1. assigning difficult parts of jobs to others
• 2. improving them through short-term training or
counselling
• 3.replacing them by other individuals.

* Final step to think of persons who can be

given additional charge of posts falling
unexpectedly vacant due to sudden death,
resignation or transfer of the original
incumbent.
Following are the steps of long-term
manpower planning

1. To determine the requirements of manpower for a

particular period. This is done by making forecasts.
2. To ascertain the existing number of rank and file
workers in each section, department and unit and to
compare it with the required number.
3. To determine the need for and the kind of training
which must be given to the existing and new
employees.
 Recruitment
Meaning:-
• Recruitment means to estimate the available vacancies
in the organization and to make arrangements for their
selection and appointment.

• Recruitment is a positive function in which publicity is

given to the jobs available in the organization and
interested candidates are encouraged to submit
applications for the selection.

• In the recruitment, a pool of eligible and interested

candidates is created for the selection of most suitable
candidates.
Need of Recruitment

• Vacancies due to promotions, transfers, retirement,

termination, permanent disability, death and labour
turnover.
• Creation of new vacancies due to growth, expansion
and diversification of business activities of an
enterprise. New vacancies are also possible due to
job specification.
Recruitment

According to Edwin Flippo,

“Recruitment is the process of searching for
prospective employees and stimulating them to
apply for jobs in the organization.”

 The types of Recruitment are :

a) Internal Source
b)External Source
recruitment
 Selection process

Employee selection is the process of putting

right men on right job.
Steps in Selection process

• Preliminary Screening.
• Selection Tests.
a) Intelligence tests.
b) Aptitude Tests.
c) Trade or Proficiency test.
d) Personality test.
e) Interest test.
Steps in Selection process

• Interview.
a) Direct Interview.
b) Indirect Interview.
c) Patterned or Structural Interview
d) Stress Interview
e) Board or Panel Interview
f) Group Interview
Steps in Selection process

• Reference and Background checks

• Selection Decision
• Medical Examination
• Job offer
• Contract of Employment
Training and development

Training is the process of teaching the

new or present employees, the basic skills they
need to effectively perform there job
Methods of training
Methods of training

• On-The-Job Training
a) Apprenticeship
b) Coaching
c) Internship
d) Job-Rotation
Methods of training

• Off-The-Job Training
a) Classroom lecture
b) Case study
c) Vestibule Training
d) Computer modelling
DIRECTING

• Every decision taken must be properly

implemented,otherwise it is of no use. Direction is required
foreffective implementation of a decision. Everymanager in
an organization gives direction to hissubordinates as a
supervisor and every managerreceives direction as
subordinate from his superior.
MEANING

• Direction is a managerial function performed byall the

managers at all levels of the organisation.Direction is a
continuous function of everymanager. Direction is a function
of managementwhich is related with instructing, guiding
andinspiring human factor in the organisation toachieve the
objectives of the organisation. Thethree important elements
in direction arecommunication, leadership and
supervisionand motivation. Direction is an action
initiatingfunction of management.
DEFINITION

• According to Koontz and O’Donnel :“Directing is a complex

function that includes allthose activities which are designed
to encouragesubordinates to work effectively and efficiently
inboth the short and long-run.”
FEATURES

• Initiates action
• Superior – Subordinate Relationship
• Continuous Function
• Initiates at the Top Level
PRINCIPLES OF
DIRECTION
(A) Principles relating to the purpose of direction
 Principle of maximum individual contribution
 Principle of harmony of objectives
 Principle of efficiency of direction
(B) Principles relating to direction process
 Principle of Unity of Command
 Principle of Appropriateness of Direction Technique
 Principle of Managerial Communication
 Principle of Comprehension
 Principle of use of informal organization
 Principle of leadership
 Principle of efficient control
 Principle of Follow Through
STEPS IN DIRECTION

• Setting and Defining the Objectives

• Organising the Efforts
• Measuring the work
• Developing the people
IMPORTANCE

• Initiates Action
• Integrates Employees Efforts
• Gets maximum out of individuals
• Facilitates Organisation Changes
• Provides Stability and Balance in the organisation
MOTIVATION

• Motivation is the characteristic that helps you

achieve your goal. It is the drive that pushes you to
work hard .It is the energy that gives you the
strength to get up and keep going - even when
things are not going your way.
Theory X and Theory Y

• In 1960, Douglas McGregor formulated Theory X and

Theory Y suggesting two aspects of human behaviour at
work, or in other words, two different views of individuals
(employees): one of which is negative, called as Theory X
and the other is positive, so called as Theory Y. According
to McGregor, the perception of managers on the nature of
individuals is based on various assumptions.
• Assumptions of Theory X
 An average employee intrinsically does not like work and tries
to escape it whenever possible.
 Since the employee does not want to work, he must be
persuaded, compelled, or warned with punishment so as to
achieve organizational goals. A close supervision is required on
part of managers. The managers adopt a more dictatorial style.
 Many employees rank job security on top, and they have little
or no aspiration/ ambition.
 Employees generally dislike responsibilities.
 Employees resist change.
 An average employee needs formal direction.
• Assumptions of Theory Y
• Employees can perceive their job as relaxing and
normal. They exercise their physical and mental
efforts in an inherent manner in their jobs.
• Employees may not require only threat, external
control and coercion to work, but they can use self-
direction and self-control if they are dedicated and
sincere to achieve the organizational objectives.
• If the job is rewarding and satisfying, then it will
result in employees’ loyalty and commitment to
organization.
• An average employee can learn to admit and
recognize the responsibility. In fact, he can even
learn to obtain responsibility.
• The employees have skills and capabilities. Their
logical capabilities should be fully utilized. In other
words, the creativity, resourcefulness and
innovative potentiality of the employees can be
utilized to solve organizational problems
BASIS FOR
THEORY X THEORY Y
COMPARISON
Theory Y, is an advanced theory,
Theory X is a motivational theory,
wherein it is assumed that the
which involves high supervision
workers are self-directed and
Meaning and control over the
self-motivated, for growth and
subordinates, and greater degree
development and takes active
of centralization.
part in decision making.

Work Dislikes work Work is natural

Ambition Little to no ambition Highly ambitious

Responsibility Avoids responsibility. Accept and seek responsibility.

Leadership style Autocratic Democratic

Direction Constant direction is required. Little to no direction is required.

Control Tight Lenient

Authority Centralized Decentralized

Self motivation Absent Present
Psychological needs and Security Social needs, esteem needs and
Focuses on
needs self-actualization needs.
Maslow’s Hierarchy of
Needs Theory

• Abraham Maslow is well renowned for proposing

the Hierarchy of Needs Theory in 1943. This theory
is a classical depiction of human motivation. This
theory is based on the assumption that there is a
hierarchy of five needs within each individual. The
urgency of these needs varies. 
• Physiological needs- These are the basic needs of
air, water, food, clothing and shelter. In other
words, physiological needs are the needs for basic
amenities of life.
• Safety needs- Safety needs include physical,
environmental and emotional safety and protection.
For instance- Job security, financial security,
protection from animals, family security, health
security, etc.
• Social needs- Social needs include the need for
love, affection, care, belongingness, and friendship.
• Esteem needs- Esteem needs are of two types: internal
esteem needs (self- respect, confidence, competence,
achievement and freedom) and external esteem needs
(recognition, power, status, attention and admiration).
• Self-actualization need- This include the urge to
become what you are capable of becoming / what you
have the potential to become. It includes the need for
growth and self-contentment. It also includes desire for
gaining more knowledge, social- service, creativity and
being aesthetic. The self- actualization needs are never
fully satiable. As an individual grows psychologically,
opportunities keep cropping up to continue growing.
Different types of
leadership style
• Autocratic Leadership.
• Democratic Leadership.
• Strategic Leadership Style.
• Transformational Leadership.
• Team Leadership.
• Cross-Cultural Leadership.
• Facilitative Leadership.
• Laissez-faire Leadership.
Herzberg’s Two-Factor
Theory of Motivation
• Hygiene factors- Hygiene factors are those job factors which
are essential for existence of motivation at workplace. These
do not lead to positive satisfaction for long-term. But if these
factors are absent / if these factors are non-existant at
workplace, then they lead to dissatisfaction. In other words,
hygiene factors are those factors which when
adequate/reasonable in a job, pacify the employees and do
not make them dissatisfied. These factors are extrinsic to
work. Hygiene factors are also called as dissatisfiers or
maintenance factors as they are required to avoid
dissatisfaction. These factors describe the job
environment/scenario.
• Motivational factors- According to Herzberg, the
hygiene factors cannot be regarded as motivators.
The motivational factors yield positive satisfaction.
These factors are inherent to work. These factors
motivate the employees for a superior performance.
These factors are called satisfiers. These are factors
involved in performing the job. Employees find
these factors intrinsically rewarding.
THANK YOU