MEANING

Defined as filling and keeping filled, positions in the

organisation structure Done by: Recruiting appraising Selecting planning the careers Placing compensating Promoting training and developing

Defining the managerial job

Not exactly what constitutes the job
But the nature of managerial tasks

The systems approach: An overview of the staffing function

Determines number and kinds of managers required
Analyses the present and future needs Accomplish personal goals Requires an open-system approach

Factors affecting the number and kinds of managers required

Depends not only size but also complexity of the

organisation structure Qualifications for individual positions identified

Determination of available managerial resources:

The management inventory
The required number of competent managers is a

vital requirement for success Inventory chart at a glance the controller can see where he or she stands with respect to the staffing function

Advantages of the manager inventory chart

Gives an overview of staffing situation
Managers ready for promotion identified Shows future internal supply of managers Who do not perform satisfactorily are identified Recruitment, training plans can be initiated Who are close to retirement -identified

 Chart facilitates transfer of manager

Prevent the hoarding of promotable people by their

immediate superiors Managers can counsel subordinates about their career paths

limitations
Does not show to what position manager may be

promotable Not sufficient for making individual assessment Not practical to share the information with employees

 Takes time and effort to keep the chart up to date

Upper level managers reluctant to make their charts

available

Analysis of the need for managers: External and internal information sources
Internal Analysis of managers required
External economic, technological, social, political

and legal factors

Other important aspects in the systems approach to staffing

Attracting qualified candidates to fill organisational

roles Place in positions that allow them to utilise their personal strengths

Situational factors affecting staffing

External factors level of education, many laws and

regulation, economic conditions Internal factors include organisational goals, tasks, technology, organisation structure

The external environment

Educational, social cultural, legal political and

economic constraints Equal Employment Opportunity (EEO) Women in management Staffing in the international environment 3 sources:

 Managers from the home country of the firm

Managers from the host country Managers from a third country

The internal environment

Promotion from within
Workers proceeded into frontline supervisory

positions and then upward Positive values relating to moral, employees long run commitment, firms reputation Danger imitation of superiors

Promotion from within large companies

Ex: General motors
Open competition policy Policy of open competition By opening vacant positions to the best qualified

persons available Honest means of ensuring managerial competence

Responsibility for staffing

Responsibility should rest with manager at every

level ultimate responsibility - CEO

SELECTION: Matching the person with the job

Selection is the process of choosing from among

candidates from within the organisation or from the outside, the most suitable person for the current position or for future positions

Systems approach to selection

1. Position requirements and job design
Understanding of the nature and purpose of the

position which is to filled Job designed to meet organisational and individual needs

2. Identifying job requirements

What has to be done in this job?
How is it done? List important duties, authority - responsibility

3. Appropriate scope of the job

A job should not be too narrow or broad

3. Full time challenge of the job

Design jobs with challenging objectives, duties and

responsibilities

4. Managerial skills required by job design

Accommodate peoples needs and desires
Clear idea of the performance requirements

5. Job design
Design jobs so that individual feel good about their

work

6. Design of jobs for individuals and work teams

Focus on individual position or on work groups
Putting related tasks into one category and assign

Factors influencing job design

Individual differences, technology involved, cost

associated, organisation structure

Skills and personal characteristics needed by managers

Analytical and problem solving abilities
Managers must be able to identify problems, analyse

complex situations Scan the environment through a rational process Analytical skills used to determine the needs of present customers or potential customers

Personal characteristics needed by managers

1. Desire to manage
Influence others and get results through the team

efforts of subordinates Requires time, effort, energy, long hours of work

2. Communication skills and empathy

Ability to communicate through written reports,

letters, speeches and discussions Intra group communication with people in the same organisational Unit

 Inter group communication - not only with other

departments but also with groups outside the enterprise Empathy - ability to understand the feeling of other persons

3. Integrity and honesty

Managers must be morally sound and worthy of trust
Integrity includes honesty in money matters Adherence to the full truth, behaviour in accordance

with ethical standards

4. Past performance as a manager

The most reliable forecast of a managers future

performance Past accomplishments are important considerations in the selection of middle-upper level managers

4. Matching qualifications with positions requirements

Two sources of managerial personnel
Internal sources within the enterprise External sources employment agencies, public and

private agencies, executive recruiters (head hunters), educational institutions, associations, referrals, unsolicited applications

Recruitment of managers
Recruiting
Involves attracting candidates to fill the positions in

the organisation structure Task must be clearly identified

Information exchange contributing to successful selection

Provides description of the company
Provide information about their capabilities

Selection, placement and promotion

Selecting a manager is choosing from among the

candidates the one who meets the position requirement Promotion is a change within the organisation to a higher position that has greater responsibilities and requires more advanced skills

 Placement the strengths and weaknesses of the

individual are evaluated and a suitable position is found or even designed

Responsibility for selection

Final decision rest with the candidates prospective

superior Get the opinion of others, especially those with whom the candidate will have working relationships Choosing people on the basis of adequate qualifications rather than friendship basis

Selection process, techniques and instruments

Good selection the information about the applicant

should be valid and reliable Validity degree to which the data predicts the candidates success Reliability refers to accuracy and consistency of measurement

Selection Process
Criteria established based on current and future job
Candidate is requested to complete the form Screening interview conducted Additional information testing candidates

qualification

 Formal interviews conducted

Information is checked and verified Physical examination required Offered the job

Interviews
Interviewers trained
Prepared t ask right question Structured, semi structures and unstructured

interview, multiple interviews conducted by different interviewers

 Interview supplement data from the application

form Information obtained from persons listed as references Reference checks letter of recommendation verified

Tests
Intelligence tests to measure mental capacity and

to test memory, speed of thought Proficiency and aptitude tests discover interests, skills Vocational tests match candidates interest in work area Personality test reveal candidates personal characteristics

Assessment centres
Technique - for selecting and promoting managers
Applied to lower level, middle level managers Intended to measure how a potential manager act in

typical managerial situations

 Psychological tests
Management games In basket exercise Group discussion Oral presentation Written report Assessor summarises candidates performance Feed back given when candidates request it

Limitations of the selection process

Not sure to predict peoples behaviour
Discriminate women or minority groups Turnover can be very expensive to an enterprise

Orienting and socialising new employees

Orientation introduction of new employees to the

enterprise formal orientation programme Socialisation acquisition of work skills and abilities, adoption of appropriate role behaviours and adjustment to the norms and values of the work group