11

Organization &
Management
Quarter 2– Module 9:
The Concept and Nature of
Staffing

S E L F - LEARNING MODULE

DIVISION O F G E N E R A L SAN TOS CITY

Lesson

1 The Concept and Nature of Staffing

Hello there! This module focuses on the concept and nature of staffing and
discuss the various processes involved in systematic staffing. Staffing is people
centered and is relevant in all types of organizations. It is concerned with all
categories of personnel from top to bottom of the organization. It is utmost
importance for the organization that right kinds of people are employed .
 What is It

Managers often consider h u m a n resources as their organization’s moat important

resource. Very few administrators would argue with the fact that human resources are very
important for the efficient and effective operation of a company. To emphasize their importance,
h u m a n resources are also called h u m a n capital, intellectual assets, or management or company
talents. These terms imply that h u m a n resources are the drivers of the organization’s
performance; hence staffing a crucial function of managers.
In this chapter, we define the concept of staffing and discuss the various processes
involved in systematic staffing.

NATURE O F STAFFING
Staffing is the H u m a n Resource function of identifying, attracting, hiring, and retaining
people with the necessary qualifications to fill the responsibilities of current and future jobs in
the organization.
Staffing has two main components: recruitment and selection. The process of
identifying and attracting the people with the necessary qualifications is called recruitment
while selection is choosing who to hire. Staffing steps include:

1. The identifying of job position vacancies, job requirements, as well as work force
requirements
2. Checking internal environment of the organization for h u m a n resources
3. External recruiting;
4. Selecting those with essential qualifications for the job opening;
 5. Placing the selected applicant;
6. Promoting;
7. Evaluating performance;
8. Planning of employee’s career;
9. Training of h u m a n resources; and
10. Compensating h u m a n resources

External and Internal Forces Affecting Present and Future Needs For Human
Resource

Present and future needs for managers and other h u m a n resources are
affected by both external and internal forces. External forces include economic,
technological, social, political, and legal factors. For example, economic progress in
a particular country may bring about increased demand for certain products,
followed by the expansion of the company and its work force, as well as increased
demand for managers.
The firm’s goal and objectives, technology, the types of work that have to be
done, salary scales, and the kinds of people employed by the company are
among the internal factors or forces that affect staffing. For example: salary scales
offered by a company may not be high enough to attract personnel who are really
qualified for the job. Also, this may encourage fast managerial ad labor turnover.

Recruitment
In the event of a job opening, administrators must be careful when recruiting
and choosing who to bring into the organization. They must see to it that their new
recruit possesses the knowledge and skills needed to be successful in helping their
company achieve their set goals and objectives and that he/ she is suited for the
job position and the job design.
Recruitment may either be external or internal. In external recruitment,
outside sources are considered in the process of locating potential individuals who
might want to join the organization and encouraging them to apply for actual or
anticipated job vacancies.
Unsolicited applications and referrals from employment agencies and
schools are examples of sources outside the company from which management
could select an applicant who best fits the job opening.
In internal recruitment, filling job vacancies can be done through
promotions or transfer of employees who are already part of the organization. In
other words, recruitment is within the organization.

Selection
I n many companies, selection is continuous because of fast turnover,
resulting in vacancies that have to be filled. Another reason for this is the review of
applicants on the waiting list. Selection is the process of choosing individuals who
have the required qualifications to fill present and expected job opening.
Interview is the determining of an applicant’s qualifications in order to
gauge his or her ability to do the job

Training and Development

Training refers to learning given by organizations to its employees that
concentrates on short-term job performance and acquisition or improvement of job-
related skills
Development s refers to learning given by organizations to its employees that
is geared toward the individual’s acquisition and expansion of his or her skills in
preparation for future job appointments and other responsibilities

Both training and development are essential to achieve success in today’s

organizations. In order to have an edge over their rival organizations, managers
must see to it that their h u m a n resources have the necessary knowledge and
expertise; training and development work toward this end by providing continuous
learning activities and opportunities. The typical scope of training covers the
following procedures: Conducting the Training Needs Assessment Training needs
assessment must be done systematically in order to ascertain if there really is a
need for training.

Compensation/Wages and Performance Evaluation

Compensation/wages are all forms of pay given by employers to their
employees for the performance of their jobs
Performance evaluation is a process undertaken by the organization, usually
done once a year, designed to measure employees’ work performance
Compensation/wages and performance evaluation are related to each other
because the employees’ excellent or poor performance also determines the
compensation given to them, after considering other internal and external factors
like the actual worth of the job, compensation strategy of the organization,
conditions of the labor market, cost of living, and area wage rates, among others.
Compensation may come in different forms. It may be direct, indirect, or
nonfinancial.
Types of Compensation
Direct Compensation- includes workers’ salaries, incentive pays,
bonuses,
and commissions
Indirect Compensation- includes benefits given by employers other
than
financial renumenerations: for example:
travel, educational and health benefits
Nonfinancial Compensation- includes recognition programs
being assigned
to do rewarding jobs, ideal work
environment, and convenient hours
Employee Relations
Employee relations is the connection created among employees/workers as
they do their assigned tasks for the organization to which they belong
Employee relations applies to all phases of work activities in organizations,
and managers, to be effective, must be able to encourage good employee relations
among all h u m a n resources under his or her care. Employees/workers are social
beings who need connections or relations with other beings—other
employees/workers—who are capable of giving them social support as they carry
out their tasks in the organization where all of them belong. Talking to a coworker,
perceived to be a friend, or working on a delicate task with others can be
comforting during times of stress, fear, or loneliness. When these negative feelings
are overcome, employees will be able to work better toward the achievement of their
organization’s goals

Employee movements
It is a series of actions initiated by employee groups toward an end or
specific goal Unionism – the principle of combination for unity of purpose and
action
A labor union is a formal union of employees/workers that deals with
employers, representing workers in their pursuit of justice and fairness and in their
fight for their collective or common interests. Employees or workers unionize
because of financial needs, unfair management practices, or social and leadership
concern
 What I C a n Do

Salute! You are almost done. Are you now ready to apply the things you have
learned in staffing?
Activity 4: Recruitment and Selection Case Study

Instructions: Read and analyze the case study below and answer the guide
questions below. Write your answer on the space provided. Refer rubrics
below.
Recruitment and Selection Case Study
You are the recruiter for Company A B C . Your company is one of the leading
and most innovative organizations in the retail consumer goods industry. The Vice
President of Marketing (the hiring manager) of the organization just received notice
that her Director of Marketing for a glove accessories product line will be leaving at
the end of December, 2020.
As the recruiter, it will be your responsibility to work with the hiring
manager to identify a diverse a candidate pool and find a great Marketing Director.
You will need to act fast because it will be critical to replace the position before the
beginning of the current incumbent leaves.
As part of the recruiting project, your manager (the Director of Human
Resources) has given you a job description that will aid you in finding the best
people. S he has also scheduled you to meet with the hiring manager to discuss
your recruitment and selection plan to fill the open board positions. For that
meeting, you need to come prepared to communicate and discuss the hiring
process and timeline. The Director of the Product Development and product
development team are relying on you to find them a new leader who will have an
impact on the organization.

Source: htttps://
www.staffingselection.com.ph/about- us

1. What will be your necessary steps in finding the new Marketing Director of
Company ABC ?

2. In the recruitment process, where will you consider locating potential

candidate for the position? Elaborate your
answer.
 Additional Activities

J o b well done! You were able to complete answering different activities of

this module. At this time, for your additional activity do this task below.
Refer rubrics below.

You are going to take a national or local newspapers. Look for the
advertisements for existing vacancies from various organizations.
Choose only 2 job vacancies and identify title of the jobs, positions,
job descriptions, and salaries.

Ideas are very relevant to the topic. They are presented in a complete
and logical manner. Sentence structure is consistently correct.
Excellent – 20 Handwriting is very neat and readable
Ideas are very relevant to the topic. They are presented in an adequate
Very Good - 15 and logical manner. Sentence structure is generally correct.
Handwriting is neat and readable.
Some ideas are relevant to the topic but are not presented in a logical
Good – 10 manner. Handwriting is neat but not really readable
Needs Very little ideas are presented that is relevant to the topic. Ideas are not
Improvement- 5 presented in a logical manner and sentence structure is erroneous.
Handwriting is dirty and not readable.

Rubrics for Activity 4: Recruitment and Selection Case Study and

Additional Actvities

Ideas are very relevant to the topic. They are presented in a complete
and logical manner. Sentence structure is consistently correct.
Excellent – 20 Handwriting is very neat and readable
Ideas are very relevant to the topic. They are presented in an adequate
Very Good - 15 and logical manner. Sentence structure is generally correct.
Handwriting is neat and readable.
Some ideas are relevant to the topic but are not presented in a logical
Good – 10 manner. Handwriting is neat but not really readable
Needs Very little ideas are presented that is relevant to the topic. Ideas are not
Improvement- 5 presented in a logical manner and sentence structure is erroneous.
Handwriting is dirty and not readable.
Lesson 2: Recruitment

Kinds of Recruitment
1.External Recruitment
2.Internal Recruitment
External recruitment
 outside sources are considered in the process
of locating potential individuals who might to
join the organization and encouraging them to
apply for actual or anticipated job vacancies.
Internal Recruitment
filling job vacancies can be done promotions or
transfer of employees who already part of the
organization
External Recruitment includes:
• Advertisement
• Unsolicited application- received by employers from individuals
who may not be qualified for the job openings
• Internet recruiting- independent job boards on the Web
commonly used by job seekers and recruiters to gather and
disseminate job opening information
External Recruitment includes:
Employee referrals- are recommendations from the organization’s
present employees who usually refer friends and relatives who
they think are qualified for the job.
Executive Search Firm- also known as “head hunters;” help
employers find the right person for a job. Such firms seek out
candidates with qualifications that match the requirements of the
job openings that their client company hopes to fill.
Educational institutions- good sources of young applicants or new
graduates who have formal training but with very little work
experience.
External Recruitment includes:
Professional Associations- may offer placements services
to their members who seek employment.
Labor unions- possible sources of applicants for blue-
collar and professional jobs.
Public and private employment agencies- may also be
good sources of job vacancies for they usually offer free
services while
private ones charge fees from both the job applicant and
the employers soliciting referrals from them .
External Recruitment Advantages
1. Large number of possible applicants- advertising and
recruiting through internet
2. Better potential applicants- serious applicants
3. High-quality applicants- employees referrals
4. Highly qualified applicant-executive search firms
5. Educational institution know the capabilities and qualification
of their graduates.
Internal Recruitment
filling job vacancies can be done promotions or
transfer of employees who already part of the
organization
External Recruitment includes:
• Advertisement
• Unsolicited application- received by employers from individuals
who may not be qualified for the job openings
• Internet recruiting- independent job boards on the Web
commonly used by job seekers and recruiters to gather and
disseminate job opening information
External Recruitment includes:
Employee referrals- are recommendations from the organization’s
present employees who usually refer friends and relatives who
they think are qualified for the job.
Executive Search Firm- also known as “head hunters;” help
employers find the right person for a job. Such firms seek out
candidates with qualifications that match the requirements of the
job openings that their client company hopes to fill.
Educational institutions- good sources of young applicants or new
graduates who have formal training but with very little work
experience.
External Recruitment includes:
Professional Associations- may offer placements services
to their members who seek employment.
Labor unions- possible sources of applicants for blue-
collar and professional jobs.
Public and private employment agencies- may also be
good sources of job vacancies for they usually offer free
services while
private ones charge fees from both the job applicant and
the employers soliciting referrals from them .
External Recruitment Advantages
1. Large number of possible applicants- advertising and
recruiting through internet
2. Better potential applicants- serious applicants
3. High-quality applicants- employees referrals
4. Highly qualified applicant-executive search firms
5. Educational institution know the capabilities and qualification
of their graduates.
External Recruitment Disadvantage
1. Cost and time are typical disadvantage
2. Possibility of practicing bias or entertaining self-serving
method
Internal Recruitment Advantage
1. Less expenses
2. Training and orientation of newly promoted personnel are less
expensive
3. The process of recruitment and selection is faster
Internal Recruitment Disadvantage
1. The number of applicants to choose from is limited
2. Favoritism may influence a manager
3. It may result to jealousy among other employees
Fast Learning Review
1. Differentiate internal and external recruitment.
2. Name at least five external recruitment methods. Which is the
best method? Explain your choice.
3. What are the advantages of external and internal recruitment?
4. What are the disadvantages of external and internal
recruitment?
Selection
 theprocess of choosing individuals who
have required qualifications to fill present
and expected job openings
Steps in selection process
1. Establishing the selection criteria
2. Requesting applicants to complete the application
form
3. Screening by listing applicants who seem t meet
the set criteria
4. Screening interview to identify more promising
applicants
Steps in selection process
5. Interview by the supervisor/ manager or panel
interviewers
6. Verifying information provided by the applicants
7. Requesting the applicant to undergo psychological
and physical examination.
8. Informing the applicant that he or she has been
chosen for position applied for
Interview
• the determining of a applicant’s qualification in order to gauge
his or her ability to do the job
 Types of Interview
 Structured interview- interviewer asks the applicant to answer
a set of prepared questions
 Unstructured interview- interviewer has no interview guide and
may ask questions freely
 One-on –one interview-one interviewer is assigned to interview
the applicant
 Panel interview - several interviewers or a panel interviewer
may conduct the interview to applicants
 Types of Employment Tests
1. Intelligence Test- designed to measure applicant’s mental
capacity
2. Proficiency and Aptitude Tests – test his or he present skills
and potential for learning other skills
3. Personality Tests- designed to reveal the applicant’s personal
characteristics and ability to relate others
4. Vocational Tests- test that show the occupation best suited an
applicant
Limitation of Employment Tests
In reality there is no perfect way to select a firm’s human
resources . Predicting performance is difficult as there is a
difference between what individuals can do at present and what
they will do in the future.
Fast Learning Review
1. Define selection
2. Enumerate briefly the steps involved in selection process.
3. In your own opinion, which is a better method of job
interview, structured or unstructured? Explain your choice.
4. If you were a job applicant, which would you prefer the one-
one or the panel interview? Explain you choice.
Lesson 4: Training and Development
Training- refers to learning given by organizations to its
employees that concentrates on short-term job
performance and acquisition or improvement of job
related skills.
Development – refers to learning given by organization to
its employees that is geared toward the individual’s
acquisition and expansion of his or her skills in
preparation for future job appointments and other
responsibilities.
Training and Development Procedures
1. Conducting the training needs assessment
2. Designing the training program.
3. Implementing the Training Program
4. Evaluating the training
Different Learning Principles
1. Modelling
2. Feedback and Reinforcement
3. Massed vs. Distributed Learning
4. Goal Setting
5. Individual differences
6. Active practice and repetition
Fast Learning Review
1. Give the difference between training and development
2. How should the training needs assessment be done? Describe
the process.
Compensation/Wages
 All forms of pay given by employers for the performance of
their jobs
Types of Compensation
1. Direct Compensation
2. Indirect Compensation
3. Nonfinancial Compensation
 Compensation: A Motivational Factor for
Employees
1. Pay Equity
2. Expectancy Theory
 Bases for Compensation
1. Piecework Basis
2. Hourly Basis
3. Daily Basis
4. Weekly Basis
5. Monthly Basis
Performance Evaluation
 a process undertaken by the organization, usually done once a
year, designed to measure employees’ work performance
Performance Appraisal Methods
• Trait methods
• Graphic rating scales
• Force-choice method
• Behaviorally anchored rating scale (BARS)
• Behavior observation scale (BOS)
 Purpose of Performance Evaluation
1. Administrative Purposes
2. Developmental Purposes
EMPLOYEE RELATIONS
• The connection created among employees/workers as they do
their assigned tasks for the organization to which they belong.
Three types of Employees
1. Engaged – employees who work with passion and feel a deep
connection with their company
2. Not Engaged- employees who are essentially checked out
3. Actively Disengaged – employees who are not only unhappy
but also act out their unhappiness
 Why Some Evaluation Fail
1. Inadequate orientation of the evaluatees regarding the
objectives of the program.
2. Incomplete cooperation of the evaluatees
3. Bias exhibited by evaluators
4. Inadequate time for answering the evaluation form
5. Ambiguous language used in the evaluation
6. Employees job description is not properly evaluated by the
evaluation questionnaire used.
 Why Some Evaluation Fail
7. Inflated rating resulting from evaluator’s avoidance of giving
low scores
8. evaluator’s appraisal is focused on the personality of the
evaluate and not his or her performance.
9. Unhealthy personality of the evaluator.
10. Evaluator may be influenced by organizational politics
 Barriers to Good Employee Relations
1. Lack of Trust to Others
2. Selfish Attitude; too many self-serving motives
3. Lack of Good Self-esteem
4. Not a Team Player
 Barriers to Good Employee Relations
5. Being conceited
6. Cultural/ subcultural differences
7. Lack of Cooperation
8. Communication problem; refusal to listen to what others seek
to communicate.
9. Lack of concern for others’welfare
Ways to Overcome to Good Employee Relations
1. Develop a healthy personality to overcome negative attitudes
and behavior
2. Find time to socialize with coworkers.
3. Overcome tendencies to be too dependent on electronic
gadgets.
4. Develop good communication skills and be open to other’s
opinion’s.
5. Minimize cultural/ subcultural tension.
 Fast Learning Review
1. Do you agree that social support and effective employee
relations always go together? Explain your answer?
2. How important is effective employee relations to the
achievement of company goals?
3. Choose any three barriers to good employee relations
mentioned in this lesson and explain their adverse effect to
the attainment of the organization’s objectives.
Employee Movements- series of actions
initiated by employee group toward an end or
specific goal
Labor Unions- is a formal union of employees/workers that deals
with employers, representing workers in their pursuit of justice
and fairness and in their fight for their collective or common
interest.
Reasons:
1. Financial needs
2. Unfair management practices
3. Social and Leadership concerns
 Steps in Union Organizing
1. Employee/union contact
2. Initial organizational meeting
3. Formation of in-house organizing committee
4. If sufficient number of employees support the union
movement, the organizer request for a representation election
or certification election
5. End of union organizing.
CBA (Collective Bargaining Agreement) Process
1. Prepare for negotiations
2. Develop strategies
3. Conduct negotiations
4. Formalize agreement
Grievance Procedure
 Is a formal procedure that authorizes the union to represent its
member in processing a grievance or complaint.
 Expressed orally or in writing to the employee immediate
supervisor
 Forward to department manager (10 days)
 Forward to vice president (15 days)
 Forward to NLRC (30 days)
Reward System
Reward- gift, prize or recompense for merit, service or
achievement, which may have a motivating effect on the
employee
Types of Rewards
1. Monetary reward- pay/salary, benefits, incentives, executive
pay, stock optons
2. Nonmonetary rewards- award, praise
 Reward can influence six factors or areas such
as:
1. Attention and retention
2. Motivation of performance
3. Skills and knowledge
4. Culture
5. Reinforce and define structure
6. cost
 Fast Learning Review
1. What is the positive effect of giving rewards to employee?
2. Give your own example of employees benefits given by
employers. Do you think all companies give the same kinds of
benefits? Explain.
3. Which kind of reward would you prefer to receive, cash, or
stock options? Explain your answer?