Staffing as one of functions of Management

1. Course:Principles of Management –
MAL 103
Topic: Staffing
Mr. Kelvin Mwita
Moshi Co-operative University (MoCU)
Faculty of Business and Information Sciences
Department of Management
E-mail:
kelvinmwita@gmail.com
kelvin.mwita@mocu.ac.tz

2. Meaning
• Staffing refers to the managerial function of
employing and developing human resources
for carrying out the various managerial and
non-managerial activities in an organisation.
• Staffing may be defined as the process of
hiring and developing the required personnel
to fill in the various positions in the
organization.

3. • It involves estimating the number and
type of personnel required, recruiting
and developing them, maintaining
and improving their competence and
performance.

4. Staffing function involves;
1) Human Resource Planning
2) Job Analysis
3) Recruitment
4) Selection
5) Placement
6) Induction
7) Training and Development
8) Performance Appraisal
9) Transfer, Promotion and Demotion
10) Employment Termination

5. Importance of Staffing
• Staffing helps in discovering and
obtaining competent and personnel for
various jobs
• It helps to improve the quantity and
quality of the output by putting the right
person on the right job.
• It helps to improve job satisfaction of
employees.

6. • It reduces the cost of personnel by avoiding
wastage of human resources.
• It facilitates growth and diversification of
business
• It provides continuous survival and growth of
the business through development of
employees.

7. 1. Human Resource Planning
• HRP is a process whereby an enterprise
determines the number of employees which
will be needed in the future and possible
sources for recruitment, with consideration to
the skills and knowledge they must possess.

8. HRP Process
HRP Process involves the following steps;
1. Human resource demand forecasting
2. Human resource supply forecasting
3. Matching demand with supply

9. Importance of Human resource
planning
• HRP is cost effective
• It increases an organization’s effectiveness:
• HRP allows for the planning of other facilities
for human resources
• HRP promotes effective management of
change
• HRP facilitates effective utilization of human
resources

10. 2. Job Analysis
• Job analysis is a systematic process of
studying and analyzing a job to determine the
duties, responsibilities and tasks involved, and
the requirements (knowledge, skills, time,
experience and tools and equipments) needed
to perform that job effectively and efficiently.

11. The results of job analysis are job description
and job specification.
Job description is a by-product of job analysis;
it is a list which includes the title, duties, and
responsibilities of a job. Job description may
also indicate to whom a person is required to
report

12. Job specification comprises the minimum
requirements acceptable for a particular job. It
involves the level of education, experience,
knowledge and skills, and desired attributes of
a person.
As the name suggests, it specifies the qualities
a jobholder should have to successfully carry
out the job.

13. Why do we need Job Analysis?
• To design job descriptions
• To identify the requirements for job
performance
• To identify any need for training
• To enable effective recruitment and
selection
• To enable job design and redesign

14. 3. Recruitment
• Recruitment consists of a range of activities
which aim to attract candidates with the
necessary qualifications to apply for vacancies
in an organization.
• There are two major sources or types of
recruitment namely;
1. Internal Recruitment
2. External Recruitment

15. Internal recruitment
• This is the type of recruitment whereby
employees within an organization are
encouraged to fill the available posts in an
organization.
• It can be done through promotion and transfer.

16. Advantages of internal recruitment
Candidates are already familiar with the
organization
Reliable information is available about
candidates
Recruitment costs are lower
Internal morale is increased as a result of
upward mobility
Good performance is rewarded

17. Disadvantages of Internal Recruitment
There may be fewer new ideas
Unsuccessful contenders may become
upset
Selections more susceptible to office
politics
Expensive training may be necessary
Candidates current work may be disrupted

18. External Recruitment
• A process of finding and encouraging potential
external candidates to apply for and / or be
willing to accept organizational jobs that are
vacant

19. Sources of External Recruitment
• Media advertisments
• Educational Institutions
• Private Employment Agencies
• Employment Exchanges
• Unsolicited Applications

20. Advantages of External Recruitment
Candidates are a potential source of new
ideas
Candidates may be familiar with
competitors
Candidates may have new specialties
Candidates may have broader experience
Helps to avoid unnecessary office politics

21. Disadvantages of external recruitment
The probability of mistake is higher because of
less reliable information
Potential internal candidates may be resentful
The new employee may have a slower start
because of the need for orientation to the
organization
The recruitment process may be expensive.
Costs are higher

22. 4. Selection
• When an adequate number of
applications/names of interested candidates
have been collected through the recruitment
exercises the selection process starts.
• Selection refers to the process of choosing the
most suitable person from among the list of
interested candidates.

23. • It involves going through the qualifications of
all candidates and matching them with the
expectation for the job so as to decide on the
most suitable ones for the job.

24. Selection Proces
• A selection process involves a number of steps
which includes;
1) Screening the applications
2) Holding tests
3) Selection interview
4) Checking references
5) Medical examination of the candidates
6) Issue of appointment letter

25. 5. Placement
• If the selected candidate decides to join the
organisation, he/she has to report to the
concerned authority and formally joins the
organisation by giving his consent in writing.
• Then he/she is placed to perform specific job.
• Thus, placement refers to selected candidate’s
joining the positions in the organisation for
which they have been selected.

26. 6. Induction
• Induction is the process of introducing new
employees to the organisation.
• The new employees should know under whom
and with whom he/she is to work, get
acquainted and adjusted to the work
environment, get a general idea about the rules
and regulations, working conditions etc.

27. • Usually the immediate supervisor of the new
employee introduces him to his work
environment.
• A proper induction programme is likely to
reduce his anxiety on how to cope with the
work and how to become part of the
organisation and helps in development of a
favourable attitude towards the organisation
and the job.

28. 7. Training and Development
• The performance of individual employees
and teams in any organization must be
given a great deal of attention.
• Employees are expected to be as effective
and efficient as possible to ensure that an
organization attains its objectives.

29. • Training and development has been
proven to be one of the most important
strategies to ensure that individuals and
teams in an organization contribute to the
organization meeting its goals.

30. Definitions
• Armstrong (2006) defines ‘training’ as the
use of systematic and planned instruction
activities to promote learning. This approach
can be summarized in a phrase ‘learner-based
training’.
• It involves the use of formal processes to
increase knowledge and help people to
acquire the skills necessary for them to
perform their jobs satisfactorily.

31. • Development is holistic, often aiming to
impact the whole personality of an
individual.
• The content of a development programme
includes conceptual or theoretical inputs,
perspective strategic thinking or focusing on
behavioural aspects such as leadership skills,
managing teams, grouping etc (Vekantesh,
2012).

32. Differences between Traning and
Development
Training Development
Provided for specific skills e.g. machine
operations, customer care etc
It is general in nature e.g. strategic
thinking, leadership etc
Normally provided to the middle and low
cadre employees
Normally provided to executives and
managers
It is short-term It is long-term
Aims at improving the performance of a
current job
It is future oriented

33. Training Process
1. Training needs assessment (TNA)
Training is costly so there must be evidence
to prove that it is worth undertaking.
TNA is the process of determining whether
there is a need for training and to what
level. It aims to identify the training gap.

34. TNA is basically done in three levels;
1) Individual level
2) Group Level
3) Organizational Level

35. Importance of TNA
• It helps to determine whether there is a
need for training for an individual, a team
or an organization.
• It offers insight into what kind of training
should be provided.
• It helps to avoid unnecessary costs of
providing training if it is not needed.

36. • It serves as a motivational tool since
employees feel that their potential and
contribution to the organization are
valued.
• It may be used as tool to assess the
effectiveness of previous training
programmes.

37. 2. Establishing training Objectives
After identifying the training gap, the next
step is to establish the aims or expected
results of the training process.
Identified objectives should be SMART
i.e. Specific, Measurable, Attainable,
Realistic, and Time-bound

38. 3. Designing a training programme
A training programme is designed to ensure
that a training process proves efficient and
effective.
It helps to ensure that factors like the
participants in the training process,
duration, venue, facilitators, costs etc are
well known prior to the training itself.

39. 4. Implementation of the training
programme
After designing a training programme, it has to
be put into action.
Here facilitators train trainees to make sure that
the set objectives, noted in step one, are
achieved.

40. 5. Evaluation of the programme
• After the training has been carried out,
the results of the programme should be
evaluated to check whether the set
objectives have been met.
• Several methods may be used to evaluate
the effectiveness of the programme,
including: questionnaires, observation,
interviews, tests, etc

41. Assignment
There are two (2) major methods of Training
which are;
1. On-the job and
2. Off-the job training
Describe ech method and identify advantages
and disadvantages of each

42. Importance of Training
• It reduces supervision
• It helps in preventing and avoiding accidents
• Reduces wastage
• It is a strategy for motivating employees
• Improves organizational image
• Reduces employees’ turnover and absenteeism
• Improves quality of products and services

43. 8. Performance Appraisal
• This is a process of defining expectation
for employee performance, measuring
evaluating, and recording employee
performance relative to these
expectations; and providing feedback to
the employee.

44. • The process is also used for a variety of
other organizational purposes such as
determining merit pay increases, planning
future performance goals, determining
training and development needs, and
assessing the promotional potential of
employees

45. Major methods for rating performance
Performance appraisal methods must
consider various aspects of a job.
Most widely used approaches focus on
employee behaviour (behaviour oriented),
and performance results (results
oriented).

46. 9. Transfer, Promotion and Demotion
• Transfer refers to lateral movement
of employees within the same grade,
from one job to another.
• According to Flippo “a transferis a
change in the job (accompanied by a
change in the place of the job) of
an employee without a change in
responsibilities or remuneration”

47. • Promotion is the upward reassignment of an
individual in an organizational hierarchy,
accompanied by increased responsibilities,
enhanced status and usually with increased
income though not always so.
• There are several reasons for promotion
including reward for good or exceptional
perfromance

48. • Demotion is a compulsory reduction in
an employee's rank or job title within the
organizational hierarchy of a company,
public service department, or other body.
• A demotion may also lead to the loss of
other privileges associated with a more
senior rank and/or a reduction in salary or
benefits.

49. 10. Termination of Employment
• When it is impossible to retain an
individual for any reason such an
employee is ready for termination of
employment.
• Termination of employment can be done
by any party; employee on his/her own
accord or management doing it for the
sake of the organization.

50. Normally employment termination occurs
for the following reasons:
–To take up another job
–Retirement or voluntary early
retirement
–Parenting or studying
–Redundancy
–Dismissal