STAFFING

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 Human Resource Management

The integration of all processes, programs,

and systems in an organization that ensure
staff are acquired and used in an effective way

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 Human Resource Management (Contd.)

HR is multidisciplinary: It applies the disciplines of

Economics (wages, markets, resources),
Psychology (motivation, satisfaction),
Sociology (organization structure, culture) and
Law (min. wage, labor contracts)

What HR Professionals Do?

HR planning
Recruitment & Selection
Training and development
Compensation & Performance review
Labor relations

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 Human Resource Planning

Assessing Future
Assessing Current
Human Resource
Human Resources
Needs

Developing a
Program to Meet
Needs
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 Human Resource 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

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 HR Planning
We have found the gap, how do we fill this void?
Internal Labour Supply
Skill Inventory
Succession Planning
Replacement Planning
– Inventory Chart
• Present & Future staffing situations
• Helps in retention & expulsion strategy

External Labour Supply

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 Job Analysis
(Functional Job Analysis, Position analysis questionnaire)
A Basic Human Resource Management Tool
Human Resource
Tasks Responsibilities Duties Planning
Recruitment
Selection

Job Training and

Development
Descriptions
Job Performance Appraisal
Analysis Compensation and
Job
Specifications Benefits
Safety and Health
Employee and Labor
Relations
Knowledge Skills Abilities Legal Considerations
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Job Analysis for Teams
 Definitions
Job - Consists of a group of tasks that must be
performed for an organization to achieve its goals
Position - Collection of tasks and responsibilities
performed by one person; there is a position for every
individual in an organization
Job analysis - Systematic process of determining the
skills, duties, and knowledge required for performing jobs
in an organization (functional job analysis , position
analysis questionnaire)
Job description – document providing information
regarding tasks, duties, and responsibilities of job
Job specification – minimum qualifications to perform a
particular job 8
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

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Sources of Recruitment

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 School
Placement Employee
Referrals

Internal
Searches Recruitment
Voluntary
Sources Applicants

Employment
Agencies Advertisements
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 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.
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 Selection process
Step 1 Completing application materials.
Gathering information regarding an applicant’s background and
experiences.
Typical application materials.
Traditional application forms.
Résumés.
Sometimes tests may be included with application materials.

Step 2 Conducting an interview.

Typically used though they are subject to perceptual distortions.
Interviews can provide rough ideas concerning the person’s fit with
the job and the organization.

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 Selection process
Step 3 Completing any necessary tests.
Administered before or after the interview.
Common examples of employment tests.
Cognitive, clerical, or mechanical aptitudes or
abilities.
Personality.
Step 4 Doing a background investigation.

Can be used early or late in selection process.

Background investigations include:

Basic level checks.

Reference checks.
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 Selection process
Step 5 Deciding to hire or not to hire.
Draws on information produced in preceding selection steps.
A job offer is made.
A physical examination may be required if it is relevant to job
performance.
Negotiation of salary and/or benefits for some jobs.

Step 6 Socialization.
The final step in the staffing process.
Involves orienting new employees to:
The firm.
The work units in which they will be working.
The firm’s policies and procedures.
The firm’s organizational culture.
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Performance Appraisal

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 Performance Appraisal

The identification, measurement,

and management of human
performance in organizations.

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 Why Conduct Performance Appraisals?

Make decisions about that person's future

with the organization
Identify training requirements
Employee improvement
Pay, promotion, and other personnel
decisions
Research
Validation of selection techniques and criteria
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A Model of Performance Appraisal

Skills/Activities/Output

Performance Appraisal System

Reward/Training/Punishment

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 Techniques for Evaluating Managers
Evaluation by superiors
Evaluation by colleagues
Peer ratings tend to be more favorable for
career development than for promotion
decisions
Self‑evaluation
Self‑ratings suffer from leniency
Subordinate evaluation
Effective in developing leadership
Leads to improved performance
360 degree feedback (multi‑source)
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 360° Feedback

The combination of peer,

subordinate, and self-review

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Key Steps in Implementing 360° Appraisal
Top management communicates the goals
Employees and managers are involved in the
development of the appraisal criteria and process.
Employees are trained in giving & receiving feedback.

Employees are informed of the nature of the 360°

appraisal instrument and process.
The 360° system undergoes pilot testing
Management continuously reinforces the goals of the
360° appraisal and is ready to change the process
when necessary.
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Measurement Tools

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 Relative and Absolute Judgment
Relative Judgment

An appraisal format that asks supervisors to

compare an employee's performance to the
performance of other employees doing the same
job.

Absolute Judgment

An appraisal format that asks supervisors to make

judgments about an employee’s performance
based solely on performance standards.
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 Rating Methods
Performance rating scales
Supervisors indicate how or to what degree a worker possesses a
relevant job characteristic
Ranking technique
Supervisors list the workers in order from highest to lowest
Paired‑comparison technique
Compares the performance of each worker with that of every other
person in the group
Forced choice technique
Raters are presented with groups of descriptive statements and are
asked to select the phrase in each group that is most descriptive
of the worker being evaluated

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 Rating Methods
Behaviorally anchored rating scales (BARS)
Appraisers rate critical employee behavior
Critical‑incident behaviors are established
These behaviors are used as standards for appraising effectiveness
The BARS items can be scored objectively by indicating whether
the employee displays that behavior

Behavioral observation scales (BOS)

Appraisers rate the frequency of critical employee behaviors
The ratings are assigned on a five point scale
The evaluation yields a total score

Management by objectives (MBO)

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Appraising Managers as Managers

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Organizational Change

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 Concept of Organizational Change

Defined as adoption of a new idea or behavior

by an organization.

Organizations need to continuously adapt to

new situations if they are to survive and
prosper

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Planned and Unplanned Organizational
Changes

Organizational
Change

Planned
PlannedChanges
Changes Unplanned
UnplannedChanges
Changes
•• Changes
Changesin inproducts
productsand
and •• Changing
Changingemployee
employee
services
services demographics
demographics
•• Changes
Changesin inadministrative
administrative •• Performance
Performancegaps
gaps
systems
systems •• Governmental
Governmentalregulations
regulations
•• Changes
Changesin inorganizational
organizational •• Economic
Economiccompetition
competitionin
inthe
the
size
sizeor
orstructure
structure global
globalarena
arena
•• Introduction
Introductionofofnew
new
technologies
technologies
•• Advances
Advancesin ininformation
information
processing
processingandand
communication
communication
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 Workforce
World
Technology
Politics
Forces For
Change
Social Economic
Trends Shocks
Competition

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Resistance to Change - Forms

Overt and immediate

Voicing complaints, engaging in job
actions

Implicit and deferred

Loss of employee loyalty and
motivation, increased errors or
mistakes, increased absenteeism

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 Resistance to Change

Selective Force of
Information Habit
Processing

Individual

Fear of Need for

the Unknown Security
Economic
Factors
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 Resistance to Change

Structural & Threat to establish

Group Inertia resource allocation

Organization

Limited Focus Threat to Expertise

Threat to establish
power relationship
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 Overcoming
Resistance to Change
Education and
Participation
Communication

Facilitation
Negotiation
and Support

Manipulation
Coercion
and Cooptation
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 Organizational Change

Unfreezing Changing Refreezing

Lewin’s Three-Step Process

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 Unfreezing
Unfreezing the
the Status
Status Quo
Quo

Desired
State
Restraining
Forces

Status
Quo
Driving
Forces

Time
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 Definition of OD

OD is a planned process of change in an

organization’s culture through the utilization
of behavioral science technology, research,
and theory.

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 Organization Development is...

a systemwide application and transfer of

behavioral science knowledge to the
planned development, improvement, and
reinforcement of the strategies, structures,
and processes that lead to organization
effectiveness.

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Organizational Development - The
Premises
Respect for people

Trust and support

Power equalization

Confrontation

Participation
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 OD Process

Diagnosis Intervention Evaluation

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 OD Interventions
Intergroup development

Process consultation

Sensitivity training

Third Party Intervention

Survey feedback

Team building

Culture Change

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 Manager Development
On the Job Training
Planned Progression
Job Rotation
Creation of “assistant-to”
Temporary promotion
Committees
Off the Job
Training
Conference
MDPs
Business Simulations

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Organizational Conflicts

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 Sources of Conflict

Competition for scarce resources

Time pressure
Unreasonable standards, policies, rules or
procedures
Communication breakdowns
Personality clashes
Ambiguous or overlapping jurisdictions
Unrealized expectations
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 Managing Conflicts

Avoidance
Problem solving
Compromise
Forcing
Smoothing
Structural change
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LEADING

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