staffing:
TRANSCRIPT
UNIT-IIIStaffing: concept , system approach, manpower planning, job design, recruitment & selection, training & development, performance appraisalDirecting: concept, direction and supervisionMotivation: concept, motivation and performance, theories of motivation, approaches for improving motivation, pay and job performance, quality of work life, morale building
Staffing is the process, through which competent employees are selected, properly trained, effectively developed, suitably rewarded and their efforts harmoniously integrated towards achieving the objectives of the business.
STAFFING
NATURE/FEATURES OF STAFFING
Staffing is the function of management It is an integral part of management process It is never ending function of management It is concerned with human resources of an
organization Staffing is the pervasive function of management Staffing is difficult and tactful function, distinct
from physical factors Staffing is concerned with the optimum utilization
of human resources
NEED AND IMPORTANCE OF STAFFING
Facilitating discovery of competent staff Ensuring maximum productivity Developing personnel for shouldering
growth responsibilities Meeting future requirements of talented
personnel Job satisfaction due to proper placement Maximum utilization of work force Supplying information regarding transfer,
promotion, retirement, death, demotion etc
MANPOWER PLANNING
In the words of Thomas H. Patten manpower planning is," the process by which an organization ensures that is has the right number of people and the right kind of people, at right places, and at right time doing things for which they are economically most useful.”
IMPORTANCE OF MANPOWER PLANNING
Defining future personnel need Coping with changes Providing base for developing
talents Increasing investment in human
resources Forcing top management to involve
in staffing
ORGANISATIONAL OBJECTIVES AND PLANS
MANPOWER PLANNING
PREPARING MANPOWER INVENTORY
IDENTIFICATION OF MANPOWER GAP
FORECASTING MANPOWER REQUIREMENT
SURPLUS MANPOWER
ACTION PLANS FOR BRIDGING GAP
SHORTAGE OF MANPOWER
MANPOWER PALNNING PROCESS
JOB DESIGNMETHODS
JOB DESIGN
JOB ROTATION
JOB ENLARGEMENT
JOB SIMPLFICATION
JOB ENRICHMENT
RECRUITMENT
In the words of filippo,” recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.”
TECHIQUES OF RECRUITMENT
Direct method-scouting In-direct method Third party method Internet recruitment
TRAINING AND DEVELOPMENT
Training: training is the organized procedure by which the knowledge, ability, competence, skill personality and productivity are increased.
Development: management development is all those and programmes when recognized and controlled, have sustained influence in changing the capacity of the individual to perform his assignment better and in doing so are likely to increase his potential for future assignments.
ROLE OF TRAINING AND DEVELOPMENT
Increase in efficiency Increase in morale of employee Better human relation Reduce supervision Increased organization ability and
flexibility
TYPES OF TRAINING
Orientation Safety Promotional Refresher Remedial Induction
TECHNIQUES OF TRAINING
ON THE JOB OFF THE JOB
Job instruction
Vestibule training
Apprenticeship
Internship
Simulation training
Coaching
Demonstration
Case study
Seminar
conferences
PERFORMACE APPRAISAL
CHARACTERTISTICS• It is a continuous process• It is a systematic examination of the
employees• It is a process consisting at a series
of step
OBJECTIVE OF PERFORMANCE APPRAISAL
Salary increase Promotion Training and development Feedback Pressure on employees
PEFORMANCE APPRAISAL PROCESS
DIRECTING
According to Earnest dale," directing is telling what to do and seeing that they do it to the best of their ability.”
FEATURES/NATURE OF DIRECTION
Direction is related to performance Direction is pervasive function of
management at all levels Direction is a continuous activity Direction is an effective supervision and
leadership Direction is activating and motivating
force Communication is the basis for successful
direction
IMPORTANCE OF DIRECTION
Direction deals with human factor Direction initiates action Direction integrates employees efforts Direction facilitates changes Direction is important at all levels of the
management Direction is helpful in making effective
plans Direction is the means of motivation Direction provides stability to the
enterprise
ELEMENTS OF DIRECTION
SUPERVISION MOTIVATION LEADERSHIP COMMUNICATION
PRINCIPLES
RELATING TO PURPOSE OF DIRECTION
• Maximum individual contribution
• Harmony of objective• Efficiency of direction
RELATING TO DIRECTION PROCESS
• Unity of command• Managerial form of
communication• Appropriateness of
direction technique• Use of informal
organization• Leadership• Follow through
TECHNIQUES
ORDERS AND INSTRUCTION FOLLOW UP ORDERS AND
INSTRUCTION STANDARD PRACTICE AND
PROCEDURES BEHAVIOURAL PATTERN
MOTIVATION
According to Dalton E. Mc. Farland, “motivation refers to the ways in which urges, drives , desires, aspirations, striving or needs direct, control or explain the behavior of human beings.”
THEORIES OF MOTIVATION
MASLOW’S NEEDS THEORY
HEZBERG’S TWO FACTOR THEORY
RELATIONSHIP BETWEEN MASLOW’S NEED THEORY AND HEZBERG
ALDERFER’S ERG THEORY
EXISTENCE RELATEDNESS GROWTH
EQUITY THEORY
James Stacy Adams – 1965Assumption The worker wants to get a fair
reward for their efforts They would compare their rewards
with rewards of another who put in similar efforts
FORMULA
PERSON’S OUTCOME = OTHER’S OUTCOME
PERSONS’S INPUT OTHER’S INPUT
CONDITON OF INEQUITY
o NEGATIVE
PERSON’S OUTCOME < OTHER’S OUTCOMEPERSONS’S INPUT OTHER’S INPUT
o POSTIVEPERSON’S OUTCOME > OTHER’S OUTCOME
PERSONS’S INPUT OTHER’S INPUT
MCGREGOR’S THEORY X AND Y
McGregor, an American social psychologist , proposed theories on behaviour of individuals at work ,he has formulated 2 models X and Y
THEORY X ASSUMPTIONS
The average human being has an inherent dislike of work and will avoid it if he/she can
Most people must be controlled/threatened if they are to work hard
The average human prefers to be directed, dislikes responsibility, is unambiguous, and desires security above everything else
THEORY Y ASSUMPTIONS
Effort in work is as natural as work and play
Control and punishment are not the only ways to make people work man will direct himself if he is committed to the goals of the org
If a job is satisfying then the result will be commitment to the organisation
The average man learns not only to accept but to seek responsibility
SO… managerial style can be seen as:-
Manager has Theory X attitude toward staff
No worker initiative
Autocratic
Manager has Theory Y attitude towards staff
Workers are creative Workers given
responsibility
X MANAGERIAL STYLE Y
The problem with X
X relies on money to motivate Once the need for money subsides
the drive for motivation is lost Does not allow workers to reach
higher levels of motivation as shown by Maslow
Implications for management
Decentralisation and Delegation can be used freely in a Y environment
Delayering and reduction in management levels – flatter structures
Job enlargement – broadening the scope of an employee’s job adds variety
McClelland NEED THEORY
David.C.McClelland – 1940s
Power Affiliation Achievement
NEED FOR POWER• Differentiate from other• Actual achievement of goal is less
important than means by which goals are achieve
• Position of influence and control
NEED FOR AFFILIATION• Important part of organization• Interpersonal relationship
NEED FOR ACHIEVEMENT• Goal oriented• Needs immediate feedback• Moderate task taken• Dislike high risk• Dislike easy task