Chapter 5 Staffing

7/26/2019 Chapter 5 Staffing

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CHAPTER 5 : Stafng TheEngineering Organization


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What is Stafng?

may be defned as the management unctionthat determines human resources needs, recruits,selects, trains, and develops human resources or

jobs created by an organizing .

is undertaken to match people with jobs so thatthe realization o the organizations objectives will

be acilitated.


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The Stafng

Procedurehe sta!ng process consists o the ollowing

serieso steps"

#. human resource planning

$. recruitment%. selection&. induction and orientation'. training and development

(. perormance appraisal). employment decisions * monetary rewards,transers, promotions and demotions+ and

. separations.


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Human Resources Planning

he planned output o any organization willre-uire a systematic deployment o human

resources at various levels. to be able to do this,the engineer manager will have to involve himselwith human resource planning. his will be donein conjunction with the eorts o the human

resources o!cer, i.e.., i the company has one.


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Human resource lanning ma!in"ol"e three acti"ities# as $ollo%s:

&' (orecasting/ which is an assessment o uturehuman resource needs in relation to the currentcapabilities o the organization.

)' Programming/ translating the orecastedhuman resource needs to personnel objectivesand goals.

*' E"aluation and control/ which reers tomonitoring human resources action plans andevaluating their success.


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+ethods o$ (orecasting' the $orecasting o$mano%er needs mat ,e underta-en using an! o$the $ollo%ing .uantitati"e methods'

&' Time series methods/ which use historicaldata to develop orecast o the uture.

)' E/lanator!# or causal models/ which areattempts to identiy the major variables that arerelated to or have caused particular pastconditions and then use current measures othese variables to predict uture conditions.


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The three ma0or t!es o$ e/lanator!models are as $ollo%s:

a. regression models

b. econometric models/ a system oregression e-uations estimated rom pasttime0series data and used to how the

eects o various independent variables onvarious dependent variables.

c. leading indicators/ reers to time seriesthat anticipate business cycle turns.

%. 1onitoring methods/ are those that provideearly warning signals o signifcant changesin established patterns and relationships sothat the engineer manager can assess thelikely impact and responses i re-uired.


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Recruitment

2hen the dierent positions have been identifedto be necessary and the decision to fll them uphas been made, the ne3t logical step is

recruitment.

4ecruitmentreers to attracting -ualifed personsto apply or vacant positions in the company so

that those who are best suited to serve thecompany may be selected


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Source o$ Alicants

2hen management wants to fll up certain vacancies,the ollowing sources may be tapped"

&' The organization1s current emlo!ees'5ome

o the organizations current employees may be-ualifed to occupy positions higher than the onesthey are occupying. hey should be considered.

)' 2e%saer ad"ertising'here are at leastthree major daily newspapers distributedthroughout the 6hilippines. 4eadership is higherduring 5undays.


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%. Schools'hese are good sources o applicants.4epresentatives o companies may interview

applicants inside campuses.&. Re$errals $rom emlo!ees'7urrent employees

sometimes recommend relatives and riends who

may be -ualifed.

'. Recruitment 3rms'5ome companies arespecifcally ormed to assist client frms in

recruiting

-ualifed persons.

(. Cometitor'hese are useul sources o -ualifed

but underutilized personnel.


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Selection

reers to the act o choosing the best -ualifedindividual rom among a number o available-ualifed candidates who are most likely to

succeed on the job.

the purpose o selection is to evaluate eachavailable candidates -ualifcations.

selection procedures may be simple or comple3depending on the costs o a wrong decision.


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Wa! o$ 4etermining theuali3cationso$ a 6o, Candidate

7ompanies use any or all the ollowing indetermining

the -ualifcations o a candidate"

&' Alication ,lan-s'he application blank providesinormation about a persons characteristics.

)' Re$erences.4eerences are those written byprevious employers, co0workers, teachers, clubo!cers, etc.


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%. 7nter"ie%s'8normation may be gathered inan interview by asking a series orelevant -uestion

to the job candidate.

&.Testing'his involves an evaluation o theuture behavior or perormance o an

individuals.


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T!es o$ Tests

&' Ps!chological Tests/ which is anobjective, standard measure o a sample

behavior .

a8 atitude test/ one used to measure a person9scapacity or potential ability to learn.

,8 er$ormance test/ one used to measure a

persons current knowledge o a subject.


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c8 ersonalit! test/ one used to measurepersonality traits as dominance, sociability, and

conormity.d8 interest test/ one used to measure a person9s

interest in various feld o work.

)' Ph!sical e/amination/ a type o testgiven to assess the physical health o anapplicant.


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7nduction and Orientation

8n induction,the new employee is provided with

the necessary inormation about the company. :is

duties, responsibilities, and beneftsare relayed to

him. 6ersonnel and health orms are flled up, and

passes are issued.

he company history, its products and services,

and the organization structure are e3plained to the

new employee


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8n orientation, the new employee is

introduced to the immediate working environmentand co0workers.

he ollowing are discussed" location, rules,e-uipment, procedures, and training plans.

6erormance e3pectations are alsodiscussed. he new employee also undergoes thesocialization process by pairing him with ane3perienced employee and having

one0on0one discussion with the manager.


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Training and 4e"eloment

8 the newly0hired *newly0promoted+ employee isassessed to be lacking the necessary skills re-uired

by the job, training becomes a necessity.

Training reers to the learning that is provided in

order to improve perormance on the present job.raining programs consist o two general types,

namely"

#. training programs or non managers, and$. training and educational programs or e3ecutive.


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Training Program $or 2on +anager

his type o training is directed to non managersor

specifc increase in skill and knowledge to perorm a

particular job. the our methods under this type are"

&' On9the90o, training/ where the trainer is placedin an actual work situation under the direction ohis immediate supervisor, who acts as trainer.

)' esti,ule School/ where the trainee is placed ina situation almost e3actly the same as theworkplace where machines, materials, and timeconstraints are present.


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%. Arenticeshi rogram/ where a combinationo

on0the0job training and e3periences with classroom

instruction in particular subjects are provided to

trainees.

&. Secial courses/ are those which provide moreemphasis on education rather than training.

E/amles are those which concern specifcuse o computer like computer0aided design andbuilding procedures.


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Training Programs $or +anagers

he training needs o managers may be classifed intoour areas" decision0making skills, interpersonal skills, job

knowledge, and organizational knowledge.

he decision0makingskills o the manager may be

enhanced through any o the ollowing methods o

training"

&' 7n9,as-et / where the trainee is provided with a seto notes, messages, telephone calls, letters, and

report, all pertaining to a certain company situation.:e is e3pected to handle the situation within a givenperiod o # to $ hours.


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$. +anagement games/ is a trainingmethod where trainees areaced with a simulated situationand are re-uired to make anongoing series o decisions about

that situation.

%. Case studies/ this method presentsactual situations in

organizations and enableone to e3amine successul andunsuccessul operations.


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The interersonal cometence o$ the

manager ma! ,e de"eloed through an! o$ the

$ollo%ing methods:&' Role9la!ing/ is method by which the trainees

are assigned roles to play in a given caseincident.

)' ;eha"ior modeling/ this method attempts to

in;uence the trainee by showing model personsbehaving eectively in a problem situation.

*' Sensiti"it! training/ under this method,awareness and sensitivity to behavioral patternso onesel and others are developed.


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7n ac.uiring -no%ledge a,out the actual 0o,

the manager is currentl! holding# the =' methods

are use$ul:

&' On9the90o, e/erience/ this methodprovides valuable opportunities or thetrainee to learn various skills while actually

engaged in the perormance o a job.

)' Coaching/ this method re-uires a seniormanager to assist a lower0level manager by

teaching him the needed skills and generallyproviding directions, advice, and helpulcriticism.


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%. >nderstud!/ under this method a

manager works as assistant to a higher0level manager and participates in planningand other managerial unctions until he is

ready to assume such position himsel.


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8n the attempt to increase the trainees

knowledge o the total organization, e3posure to

inormation andevents outside o his immediate job is made. 8n thisregard, the ollowing methods are useul.

#. Position rotation/ under this method, the

manager is given assignments in a variety odepartments.

$. +ultile management/ this method is

premised on the idea that junior e3ecutivesmust be provided with means to prepare themor higher management positions.


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Per$ormance Araisal

Performance appraisalis the measurement of employee

performance. The purposes for which performance

appraisal is made are as follows :

1. To influence, in a positive manner, employeeperformance and development ;

2. To determine merit pay increases ;

3. To plan for future performance goals ;

4. To determine training and development needs ;

5. To assess the promotional potential of employees;


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Wa!s o$ Araising Per$ormance

An employees performance may be measuredusing any of the following methods:

1. Rating scale method where each trait or

characteristic to !e rated is represented !y a line or

scale on which the rater indicates the degree to

which the individual possesses the trait or

characteristic.

2. Essay method where the evaluator composesstatements that !est descri!e the person

evaluated.


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3. Management by objectives method where

specific goals are set colla!oratively for theorgani"ation as a whole, for various su!units,

and for each individual mem!er. #ndividuals

are then evaluated on the !asis of how well

they have achieved the results specified !y the

goals.

4. Assessment center method where one is

evaluated !y persons other than the immediate

superior. This method is used for evaluatingmanagers.


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Employment Decisions

$fter evaluating the performance of employees%managerial or otherwise&, the management will now !e

ready to ma'e employment decisions. These may

consist of the following:

1. Monetary rewards( these are given toemployee whose performance is at par or a!ove

standard re)uirements.

2. Promotion( this refers to a movement !y aperson into a position of higher pay and greater

responsi!ilities and which is given as a reward for

competence and am!ition.


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%. Trans$er/ this is the movement o a person

to a dierent job at the same or similarlevel o responsibility in the organization.

ransers are made to provide growthopportunities or the persons involved or to getrid o a poor perorming employee.

&. 4emotion/ this is a movement rom oneposition to another which has less pay orresponsibility attached to it.


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Searation

Searationis either a voluntary or involuntarytermination o an employee. 2hen made "oluntaril!, the organizations

management must fnd out the real reason. 8 the

perormance or a deect in the organization isdetermined,

corrective action is necessary. 7n"oluntar!separation * or termination+ is the

last

option that the management e3ercises when anemployees perormance is poor or when he=she

committed an act violating the company rules and

regulations. his is usually made ater training eorts

ail to produce positive results.

Summar!


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Summar! Reasons Wh! Emlo!ees +ust ;e Well Selected

#. >our business goals and objectives are betterachieved by the employees you properly selectedor a particular job.

$. ?n incompetent employee is a liability to yourbusiness, an additional e3pense, or a burden.

6roper care should be made in getting the rightperson with the right competence or the job.

%. 6ersonnel re-uirements vary rom job to job.1eaning, the right employee or the right job.

here can be no general re-uirements.

&. 6eople have varying degrees o intelligence,aptitudes and abilities. :ence, ft the s-uare pegon the s-uare hole not on the round one, so to

speak.

Summar!Summar!


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Summar!Summar!

Reasons Wh! Emlo!ees +ust ;e Well Reasons Wh! Emlo!ees +ust ;e WellSelectedSelected

'.'. *a!or *aws protect employee, ma'ing it difficult to fire

incompetent and pro!lem employees. +iring isalways easier than firing !ecause of the lawsgoverning termination of employment. #n somestates and countries, firing(at(will- seems to !e anorm, in others, it is illegal.

(.(. #ndividuals have different interests, goals, ando!ectives in life. /elect some!ody whose goalsclosely align to you !usiness goals.

)).. 0areless hiring is costly and can cause pro!lems to thecompany. The hiring process cost you the money forthe advertisement, cost for testing, and time forthose who made the interviews. ore so, in the longr n as pointed o t earlier a rong hire can cost o

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Chapter 5 Staffing