1. STAFFING
Is a critical function concerned with the
acquisition and deployment of the organization
workforce. It looks at from the three perspectives
namely, strategy and planning, the human
resource, and the individual manager.

2. NATURE OF STAFFING
STAFFING is a mutual process by which the
individual and the organization become match to
form the employment relationship.

3. IMPLICATIONS OF DEFINITION
 ORGANIZATION AND INDIVIDUAL PERSPECTIVE
STAFFING is a mutual process that involves organization
seeking individual as well as individual seeking
organization.
The ORGANIZATION PERSPECTIVE emphasizes staffing
as activities undertaken to further the attainment of
organizational goal such as survival, profitability and
growth.
The INDIVIDUAL PERSPECTIVE stresses the fact that
individual seek jobs that they will find rewarding. And
these individual are affected by their experiences in the
staffing process.

4.  STAFFING AS A PROCESS OR SYSTEM
STAFFING IS A PROCESS OR SYSTEM composed of a
series of interrelated activities such as recruitment,
selection, decision making and job offers.
HIRING someone is the culmination of the staffing
process.
STAFFING is a process that establishes and governs the
flow of applicants into the organization and within the
organization.

5. There are many steps through which applicants flow from the
time they first enter the system to the time they become new
hires. These are:
1st. The steps begin with the organization’s decision to fill a
vacancy.
2nd. Recruitment activities.
3rd. Selection activities.
4th. Evaluating and Decision making.
5th. Acceptance of the job’s applicant.

6.  FORMING THE EMPLOYMENT RELATIONSHIP
An emphasis on forming or entering into the employment
relationship includes certain staffing decisions and
excludes others. Both the organization and the individual
must act positively to create a person/job match.

7. IMPORTANCE OF STAFFING
 The role of staffing is to anticipate and then fulfill the
organization’s workforce needs in ways that contribute to the
organizations mission and objectives.
 It will be responsible for the design and management of
staffing systems, for the involvement of managers at critical
points in these systems and for ensuring compliance with all
applicable laws and regulations.

8. Exhibit 1.1 Survey Results Regarding Staffing and Other HR
Activities
% of % of
Budget Time
Staffing ………………………………………………………. 19 15
Designadministration of employee benefit programs .. 15 10
Employee labor relations ………………………………….. 13 18
Training ……………………………………………………… 11 9
Designadministration of employee compensation
programs …………………………………………. 9 10
Health, Safety and Security ………………………………. 8 6
Designadministration of programs in response to
government regulations ………………………... 6 7
Performance Appraisal …………………………………….. 5 7
Strategic Planning ………………………………………….. 4 7
Conducting other activities ………………………………... 10 11

9. STAFFING MODELS
 PERSON/JOB MATCH
.
This match seeks to align characteristic of
individuals and jobs in ways that will result in
desired HR outcomes.
Comments such as these raise four important points
about the person/job match.

10. 1st. Jobs are characterized by their requirements and
embedded rewards.
2nd. Individuals are characterized by their level of
qualifications.
3rd. Degree of fit or match between the
characteristics of the job and the person.
4th. There are implied consequence for every match.

11. EXHIBIT 1.2 PERSON/JOB MATCH
JOB
Requirements HR Outcomes
Rewards
Attraction
Match Performance
Retention
Impact
Attendance
Satisfaction
PERSON Other
KSAOs
Motivations

12. Several points pertaining to staffing need to be made about the
person/job matching model
1st. The concept shown in the model are not new.
2nd. The model emphasizing that the matching process involves
a dual match of KSAOs to requirements and motivations to
rewards.
3rd. Job requirement should usually be expressed in terms of
both the tasks involved and the KSAOs thought necessary for
performance of those task.
4th. Job requirement often extend beyond task and KSAO
requirements.
Finally,
The matching process can yield only so much by way of
impacts on the HR outcomes.

13. PERSON/ORGANIZATION MATCH
Often the organization seeks to determine not only on how well
the person fits or match the job but also the organization.

14. EXHIBIT 1.3 PERSON/JOB MATCH
Job
Requirements
Rewards
HR Outcomes
Attraction
Performance
Retention
Match Attendance
Impact
Satisfaction
Person Other
KSAOs
Motivation

15. The ORGANIZATIONAL VALUES are norms of desirable
attitudes and behaviors for the organization’s employee.
The NEW JOB DUTIES represents the task that may be added
to the target job over time.
Flexibility concerns also enter into the staffing picture in terms of
hiring persons who could perform MULTIPLE JOBS.
FUTURE JOBS represent forward thinking by the organization
and person as to what job assignments the person might
assume beyond the initial job.

16. STAFFING SYSTEM COMPONENTS
As noted, Staffing encompasses managing the flows of people into
and within the organization.

17. EXHBIT 1.4 STAFFING SYSTEM COMPONENTS
Applicant Organization
(Person) (Job)
Recruitment
( identification and attraction)
Selection
( assessment and evaluation)
Employment
( decision making and final match)

18. Staffing begins with a joint interaction between the
applicant and the organization. The initial stage in staffing is
recruitment gradually, recruitment activities phase into the
selection stage and it’s accompanying activities and lastly, the
final component of staffing is employment. For the applicant,
The employment stage involve self-selection .
It should be noted that the staffing components apply to
both external and internal staffing. In INTERNAL STAFFING,
the applicant is a current employee and the organization is the
current employer.

19. HUMAN RESOURCE MANAGEMENT
PERSON/JOB MATCH
It shows that all HR activities are directed toward
creating and maintaining effective personjob matches as a
way of having a positive impact on the HR outcomes.
HR ACTIVITIES
Each HR Activity is classified as a support or functional
activity. Support activities include strategy and planning, job
analysis, and measurement. Functional activities includes
external staffing, internal staffing, training and development
compensation, labor elations and work environment.

20. EXHIBIT 1.5 HUMAN RESOURCE MANAGEMENT MODEL
Economic Labor Labor Laws and
Conditions Markets Unions Regulations
External Influences
HR activities HR outcomes
SUPPORT ACTIVITIES Job
Strategy and
Planning Requirements
Job Analysis Reward Attraction
Measurement Performance
FUNCTIONAL ACTIVITIES Retention
External Attendance
staffing Satisfaction
Internal
Other
staffing Person
Training and
development KSAOs
Compensation
Motivation
Labor Elations
Work
Environment

21. INTERRELATIONSHIP AMONG ACTIVITIES
While administered separately, the functional HR
activities are highly interrelated and hence, must work in a
concert with each other.
EXTERNAL INFLUENCES
These influences are economic conditions, labor
markets, labor unions and laws and regulations.
 Economic Condition influence the over all financial health
of an organization.

22.  Labor Markets represents the external area in which the
organization seek new employees and individuals offer their
availability.
 Labor Unions negotiate with the organization about the
terms and conditions of employment for their members,
expressed in a written labor contract.
 Laws and Regulation serve to define (a) The nature of the
employment relationship and (b) The limits of permissible
and impermissible HR practices.

23. STAFFING ORGANIZATIONS
Staffing is composed of support activities, staffing
activities, external influences and staffing system
management. The support activities are strategy and planning,
job analysis and measurement, Recruitment and selection and
employment from the staffing activities.

24. EXHIBIT 1.6 STAFFING ORGANIZATIONS MODEL
Economic Labor Labor Laws and
Conditions Markets Unions Regulations
External Influences
STAFFING ACTIVITIES
SUPPORT
Selection
ACTIVITIES
Recruitment Employment
Strategy and
Planning
External External Decision Making
Job Analysis
Internal Internal Final Match
Measurement
STAFFING SYSTEM MANAGEMENT

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