Staffing

Human resource mgt is concerned with people at work and their relationship in the org. Since all decisions in an org. are made by human beings & are put into operation by human beings, they are affected by all these decisions in one way or the other. Staffing Most people, regard staffing as the function of hiring or recruiting and selecting managers at different levels. They think this function is performed by manager only once, that is, in the beginning of the enterprise and later on he has to only make replacement. But actually it is not so. Staffing also includes determination of manpower needs, recruitment, selection, placement, promotions, transfers, etc.

Neither is staffing a one time function. It is a continuous and never ending function. According to Koontz & O’ Donnel- “ the managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal and development of personnel to fill the roles designed into the structure. The immediate responsibility for efficient execution of staffing function rests upon every manager at all levels.

Importance and Need for Staffing 1.It helps in discovering talented and competent workers and developing them to move up the corporate ladder. 2.It ensures greater production by putting right man in the right job. 3.It helps to avoid a sudden disruption of an enterprise’s production run by indicating shortages of personnel, if any, in advance. 4.It helps to prevent under-utilization of personnel through over manning and the resultant high labour cost and low profit margins. 5.It provides information to management for the internal succession of managerial personnel in the event of an unanticipated turnover.

Process of Staffing 1.Manpower Planning 2.Recruitment- Internal sources & eternal sources 1.Selection i.Screening ii.Application blank iii.Preliminary interview iv.Employment tests v.Final interview vi.Reference checks vii.Final selection

4. Placement- matching individual to job & job to individual. 5. Induction 6. Training & Development 7.Promotion- basis of promotion Merit or Seniority 8. Transfers 9. Performance Appraisal

What is HRD? HRD concept was first introduced by Leonard Nadler in 1969 in a conference in US. “He defined HRD as those learning experience which are organized, for a specific time, and designed to bring about the possibility of behavioral change”. Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development.

Human resource development in the organization context is a process by which the employees of an organization are helped, in a continuous and planned way to: Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles; Develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organizational development purposes; and Develop an organizational culture in which supervisor- subordinate relationships, teamwork and collaboration among sub-units are strong and contribute to the professional well being, motivation and pride of employees.

MBO-Management by Objectives The concept was introduced by Peter Drucker in It sis a practice for accomplishing the objectives of an organization in effective way. It is also known as management by results and goal setting approach. It is an approach to management planning and evaluation in which specific targets for a year, or some other length of time, are established for each manager, on the basis of the results which each must achieve if the overall objectives of the company/organization are to be realized. At the end of this period, the actual results achieved are measured against the original goals, i.e. against the expected results which each manager knows he is responsible for achieving.

Features of MBO 1.Operational Technique- MBO is a highly practical technique. The goals have to be set in measurable or quantitative terms. 2.Comprehensive Technique- MBO represents a comprehensive tool of management. It is not a piece-meal tool of personnel management for measuring performance, but an overall management technique concerned with realisation of objectives at each level in the organization. 3.Participative Management- MBO emphasises participative approach to management. The goals are determined by managers in consultation with their subordinates. MBO is not merely a meeting of minds, but joint authorship of goals and their joint implementation. 4.Result-Oriented- MBO is performance-oriented. That is why, its other name is Management By Results. This approach concentrates on ends rather than means and is diagnostic.

5. Systems Approach-MBO attempts to integrate the individual with the organization and the organization with its environment. It seeks to ensure the accomplishment of both personal and enterprise goals by creating goal congruence. 6. Concentration on Key Results Areas: The emphasis in MBO is on performance improvement in the areas which are of critical importance to the organization as a whole. By identification of key result areas, MBO ensures that due attention is given to the priority areas which are crucial for good performance and growth of the organization.