2. • It is the process of
recruiting,
selecting and
training of men.
• Is a managerial
function that takes
people with
necessary skills into
the organization and
develops them
into precious
organizational
resource.
4. Staffing is an
important
managerial
function
Staffing function is the most important
managerial act along with planning,
organizing, directing and controlling.
The operations of these four functions
depend upon the manpower which is
available through staffing function.
5. Staffing is a
pervasive
activity
As staffing function is carried out by all
managers and in all types of concerns
where business activities are carried out.
6. Staffing is a
continuous
activity
This is because staffing function
continues throughout the life of an
organization due to the transfers and
promotions that take place.
7. The basis of
staffing
function is
efficient
management
of personnel
Human resources can be efficiently
managed by a system or proper
procedure, that is, recruitment,
selection, placement, training and
development, providing remuneration,
etc.
8. Staffing helps
in placing
right men at
the right
job
It can be done effectively through
proper recruitment procedures and then
finally selecting the most suitable
candidate as per the job requirements.
9. Staffing is
performed by
all managers
Staffing is performed by all managers
depending upon the nature of business,
size of the company, qualifications and
skills of managers, etc. In small
companies, the top management
generally performs this function. In
medium and small scale enterprise, it is
performed especially by the personnel
department of that concern.
10.
11. 1. Manpower
Planning
Manpower planning which is also called as human
resource planning consists of putting right number of
people, right kind of people at the right place, right
time, doing the right things for which they are suited
for the achievement of goals of the organization.
12. Steps in
Manpower
planning
Analyzing the current manpower inventory
Making future manpower forecasts
Developing employment programs
Design training programs
14. Making future
manpower
forecasts
Manpower forecast can be done using
following techniques:
Expert Forecasts
Trend Analysis
Work LoadAnalysis
Work ForceAnalysis
Other Methods
15. Advantages of
manpower
planning
Shortages & surpluses can be identified so that speedy
action can be taken wherever required
All the recruitment & selection programs are based on
manpower planning
It also helps to reduce the labor cost as excess staff can
be identified & thereby overstaffing can be avoided
It is also helps to identify the available talents in a firm
& accordingly training, programs can be drawn out to
develop those talents
It facilitates in growth & diversification of business.
Through manpower planning, human resources can be
readily available & they can be utilized in the best
manner
16. 2. Recruitment
Is the process of attracting the
appropriate number of qualified
individuals to apply for vacant positions
in an organization.
17. Need for
recruitment
Vacancies due to promotions, transfers, retirement,
termination, permanent disability, death and labour
turnover
Creation of new vacancies due to growth, expansion
and diversification of business activities of an
enterprise. New vacancies are also possible due to job
specifications.
18. Types of
recruitment
Internal recruitment
Is a recruitment which takes place within the
organization. Internal sources of recruitment are readily
available to an organization.
Transfers
Promotions
Re-employment Of Ex-employees
External recruitment
External sources of recruitment have to be solicited
from outside the organization. But it involves lot of time
and money.
Employment At Factory Level, Advertisement,
Employment Exchanges, Employment Agencies,
Educational Institutions, Recommendations, Labor
Contractors, etc
19. 3. Selection
Refers to the process of choosing from candidates
those who will become employees of the
organization.
Selection process includes the following activities:
Development Of SelectionCriteria
Advertising
Short- Listing
Application Forms Submission
Testing
Interviewing
Reference Check
MakingThe Final Selection Decision
Submission Of Medical Requirements
20.
21.
22. 4. Placement
Placement refers to the process of
connecting the selected person and the
employer in order to establish
an ongoing employment relationship. In
this step the employee is given the
activities he/she needs to perform an
d is told about his/her duties. Placeme
nt is usually followed by the orientation
process.
23. Importance of
placement
1. It enhances employee morale
2. It helps in employee turnover reduction
3. It aids in lessening absenteeism
4. It facilitates in accident rates reduction
5. It avoids misfit between the candidate and the job
6. It assists the candidate to work based on the preset
objectives of the organization
24. Orientation
Process of receiving and welcoming an employee
when he/she first joins the company
The following information is given during orientation:
Brief history & operations of the company
The company’s organization structure
Policies & procedures of the company
Products & services of the company
Location of department & employee facilities
Safety measures
Grievances procedures
Benefits & services of employee
Standing orders & disciplinary procedures
Opportunities for training, promotions, transfers, etc.
Suggestion schemes
Rules & regulations
26. Need for training
Introduction of new equipment or processes
A change in the employee's job responsibilities
A drop in an employee's productivity or in the quality of
output
An increase in safety violations or accidents
An increased number of questions
Complaints by customers or coworkers
27. Advantages of
training
Leads to improved profitability
Improves job, knowledge and skills at all levels of
organization
Improves morale of workforce
Helps create a better corporate image
Improves relationship among employees
Helps in organizational development
Provides guidelines for work
28. Types of
training &
development
techniques
On- the- job training andlectures
Programmed instruction (pi)
Computer- assisted instruction
Audio-visual techniques
Simulations
Business games
29. 5.
Remuneration
Is the overall compensation that an employee receives
in exchange for the services he performed for the
employer.
Types of employee remuneration
Time rate method
Piece rate method
30. 6. Performance
Appraisal
Performance Appraisal is a process of assessing the
performance and progress of an employee on a given
job and his potential for future development.
According to Dale, “ Performance Appraisal is the
systematic evaluation of the individuals with respect to
his or her performance on the job and his or her
potential for development.
According to Edwin B Flippo, “Performance appraisal
is a systematic, periodic and so far as humanly possible,
an impartial rating of an employee’s excellence
in matters pertaining to his present job and to
his potentialities for a better job.”
31. Performance
Appraisal
Is a review and discussion of an employee’s
performance of assigned duties and responsibilities
The supervisors measures the pay of employees and
compare it with targets and plans
The supervisor analysis the factors behind work
performance of employees
The employers are in position to guide the employees
for a better performance
32. Methods
for appraisal
Traditional methods
Confidential Report
Essay Method
Straight Ranking Method
Paired Comparison Method
Forced Distribution Method
Graphic Rating Scales
Checklist Method
Critical Incident Method
GroupAppraisal Method
Field Review Method.
Modern Methods
Assessment Centre
Human Resource Accounting
Method
Behaviorally Anchored Rating
Scales:(BARS)
MBO
360 Degree Appraisal
33. MBO
MBO was developed by Peter Drucker in 1954. MBO
has been defined as a process whereby the superior
and subordinate managers of an organization jointly
identify its common goals, define each individual’s
major areas of responsibility in terms of results
expected of him and use these measures of guide for
operating the unit and assessing the contributions of
each of its members
It means management by objectives and the
performance is rated against the achievement of
objectives stated by the management.
35. MBO Process
Establish goals and desired
outcomes for
each subordinate
Setting performance standards
Comparison of actual goals with
goals attained by the employee
Establish new goals and new
strategies for goals not
achieved in previous year.
36. MBO Process
Advantages
It is more useful
for managerial
positions.
Disadvantages
Not applicable to all
jobs, allocation of merit
pay may result in setting
short-term goals
rather than important
and long-term goals etc.
