STAFFING

Loveesh Bhatt - 20

Staffing
It is defined as filling and keeping filled, positions in the organization structure

Procedure
Identifying workforce requirements

Inventorying the available people

Recruiting, selecting, placing Promoting, appraising, planning careers

Enterprise Plans

Systems Approach to Staffing

Organization plans

Number and kind of managers required

External Sources
Analysis of present and future needs for managers

Manager Inventory

Internal Sources

Recruitment Selection Placement Promotion Separation

Leading and Controlling

Appraisal Career Strategy

Training and development

Manager Inventory Chart

Controller

Manager General Accounting

Manager Cost Accounting

Manager Budget and Analysis

Manager Contract Pricing

Promotable now G.E Pinchot

45 6

Promotable now J.R. Smith

55 9

Promotable after 1 year 32 S.R. Rose 2 Satisfactory M.T. Mace 25 1

Situational Factors

The External Environment

Equal Employment Opportunity
Women in Management The International Environment

The Internal Environment

Promotion from within Policy of Open Competition

Responsibility of Staffing

Position Requirements and Job Design

Identifying Job Requirements

Scope of the job
Full-time Challenge of the job Managerial Skills required by job design

Job Design
For individuals or work teams Influencing Factors

Skills & Personal Characteristics

Analytical & Problem Solving Abilities Desire to manage Communication Skills and empathy Integrity and Honesty Past Performance

Matching Qualifications
Recruitment : It involves attracting candidates to fill the positions in the organisation Information Exchange

Enterprise
Opportunities Challenges Level of pay Fringe benefits Job Security

Applicant
Skills Abilities Aptitudes Motivation Job knowledge

Selection Process,
Techniques & Instruments
The selection Process Interviews Tests Assessment Centers

Limitations

Appraisal
A method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. Aims Facilitate communication between employee and employer. Document criteria used to allocate organizational rewards like salary increases, promotions, disciplinary actions, bonuses, etc. Give employees feedback on performance. To improve performance through counseling, coaching and development. Identify employee training needs. Provide the opportunity for organizational diagnosis and development.

Methods of appraisal
Traditional: Trait Appraisal Modern: Management By Objectives Future: Appraisal of managers as managers

Trait Appraisal
Traits assessed on these scales include employee attributes such as cooperation, communications ability, initiative, punctuality and technical (work skills) competence. Nature and scope of the traits selected for inclusion is limited only by the imagination of the scale's designer, or by the organization's need to know.

Trait Appraisal
Advantages: Structured and standardized. Similar for all. Easy to use and understand. Disadvantages: Trait relevance Systemic Disadvantage Perceptual Errors Rating Errors

Management By Objectives
First advocated in the 1950s by the noted management theorist Peter Drucker. Results-oriented method.

Management By Objectives
Advantages Importance given to outcomes not traits. Results are objective not subjective like traits. Overcomes problems that arise as a result of the assumption that traits necessary for success/failure can be easily identified.

Disadvantages In modern times objectives have ceased to be well defined. They should be flexible in order for an organization to survive . Give rise to unrealistic expectations incase objectives are met. Means are as important as ends.

Appraising managers as managers

Not enough to evaluate only the ability of the manager in terms of achieving goals; appraisal should go further. Importance should also be given to basic functions planning, organizing, leading, staffing, controlling. More specific and more applicable than evaluations based on such broad standards as work and dress habits, cooperation, intelligence, judgment, or loyalty.

Appraising managers as managers

Basic approach consists of dealing with each function by a series of questions Example Planning: checking the plans periodically to see whether they are consistent with current expectations. Organizing : checking whether the manager delegates authority to subordinates on the basis of results expected of them, whether he refrains from making decisions in that area once authority has been delegated to subordinates. Similar questions for leading, staffing and controlling

Rated from 0-5 for each activity i.e. from inadequate to superior
To reduce subjectivity Examples should be given to support certain ratings Ratings should be reviewed by superiors superior Raters evaluation should depend on their evaluation of subordinates

Appraising managers as managers

Advantages Brought the focus back on basics that have been long disregarded. Importance given to basic functions of planning, leading, staffing etc. By using standard terms like above no semantic and communication difficulties not encountered frequently. Pinpoints the exact area in which weaknesses exist. Disadvantages Certain degree of subjectivity Process is long. As many as 73 checkpoints

Formulation of Career Strategy

Manager Development Process And Training

On-The-Job Training

Planned Progression Job Rotation Creation of Assistant-to Positions Temporary Promotions Committees and Junior Boards Coaching

Internal And External Training

Conference programs University management programs Readings, television, video instructions Business simulation and experiential exercises Special training programs

Managing Change
Changes That Affect Manager And Organization Development
Increased

Use Of Technology Needs Of Adults Shift Opportunities For Employees Between Private And Public Sectors

Educational A Paradigm Educational

Interdependence Globalization

Techniques For Initiating Change

Field Force Theory The Change process

Unfreezing Moving Or Changing Refreezing

Resistance To Change

Organizational Conflict

Sources Of Conflict

Managing Conflict

Organizational Development
Development of change strategy

Problem Recognition

Organization Diagnosis

Feedback

Interventions

Measurement and Evaluations

The Learning Organization

Being Ready For a Change

Constant knowledge hunting and pooling

Being Ready
Learnings From Past Implementing

Risk Tolerance

Conclusion