Docsity
Docsity
Prepare for your exams
Prepare for your exams

Study with the several resources on Docsity

Earn points to download
Earn points to download

Earn points by helping other students or get them with a premium plan

Guidelines and tips
Guidelines and tips
Sell on Docsity
Sell on Docsity
Docsity AI
Docsity AI
Log inSign up

Prepare for your exams

Study with the several resources on Docsity

Find documents

Prepare for your exams with the study notes shared by other students like you on Docsity

Search for your university

Find the specific documents for your university's exams

Docsity AINEW

Summarize your documents, ask them questions, convert them into quizzes and concept maps

Explore questions

Clear up your doubts by reading the answers to questions asked by your fellow students

Earn points to download

Earn points by helping other students or get them with a premium plan

Share documents
download point icon20 Points

For each uploaded document

Answer questions
download point icon5 Points

For each given answer (max 1 per day)

All the ways to get free points
Get points immediately

Choose a premium plan with all the points you need

Study Opportunities

Choose your next study program

Get in touch with the best universities in the world. Search through thousands of universities and official partners

Community

Ask the community

Ask the community for help and clear up your study doubts

Free resources

Our save-the-student-ebooks!

Download our free guides on studying techniques, anxiety management strategies, and thesis advice from Docsity tutors

Staffing Process in Organizations: A Comprehensive Information Sheet, Study Guides, Projects, Research of Arabic Philology

Ateneo de Manila University (ADMU)Arabic Philology

An in-depth look into the staffing function of an organization, which includes the purpose, steps, and importance of human resource planning, recruitment, induction and orientation, training and development, performance appraisal, employment decisions, and separations. Managers play a crucial role in each step of the process to ensure the organization has the right people in the right positions.

Typology: Study Guides, Projects, Research

2017/2018

Uploaded on 11/02/2018

robe-casero
robe-casero 🇵🇭

5

(1)

8 documents

1 / 8

Toggle sidebar

This page cannot be seen from the preview

Don't miss anything!

bg1
DIVISION OF MARIKINA CITY
MARIKINA HIGH SCHOOL
ORGANIZATION AND MANAGEMENT
INFORMATION SHEET
CHAPTER 5 –STAFFING
STAFFING
•The STAFFING function can be viewed as consisting of a series of steps that managers perform
in order to provide the organization with the right people in the right position.
•the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality
to create positive impacts on the organizations effectiveness.
There are eight steps in staffing process:
1. Human resource planning
•the purpose of human resource planning is to ensure that the personnel needs of organization
will be met.
2. Recruitment
•after the human resource needs are determine managers undertake recruitment to locate
prospective employees.
•Recruitment means to estimate the available vacancies in the organization and to make
arrangements for their selection and appointment.
3. Selection
•involves evaluating the candidates and choosing the one whose credentials match job
requirements .
4. Induction and orientation
•this steps integrates the selected employees into the organization.
5. Training and Development
•both training and development are concerned with improving the employees ability to contribute
to organizational effectiveness.
•Training involves the improvement of employees skills.
•Development concerned the preparation of the employee for additional responsibility or
advance.
6. Performance appraisal
•this step is one of appraising the employees performance in relation to job standards, then
providing feedback to the employees.
7. Employment Decision
•the appraisal of performance results in managements making employment decisions, areas of
which are monetary rewards ,transfer ,promotions ,and demotions.
8. Separations
•the dynamics of staffing process involve both inflow and outflow of people.
•Managers concerned with voluntary turnover, retirement, layoffs and terminations.
OM-15 STAFFING Eva S. Montana 081418Page 1
pf3
pf4
pf5
pf8

Partial preview of the text

Download Staffing Process in Organizations: A Comprehensive Information Sheet and more Study Guides, Projects, Research Arabic Philology in PDF only on Docsity!

DIVISION OF MARIKINA CITY

MARIKINA HIGH SCHOOL ORGANIZATION AND MANAGEMENT INFORMATION SHEET CHAPTER 5 –STAFFING

STAFFING

  • The STAFFING function can be viewed as consisting of a series of steps that managers perform in order to provide the organization with the right people in the right position.
  • the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organizations effectiveness.

There are eight steps in staffing process:

  1. Human resource planning
  • the purpose of human resource planning is to ensure that the personnel needs of organization will be met. 2. Recruitment
  • after the human resource needs are determine managers undertake recruitment to locate prospective employees.
  • Recruitment means to estimate the available vacancies in the organization and to make arrangements for their selection and appointment. 3. Selection
  • involves evaluating the candidates and choosing the one whose credentials match job requirements.
  1. Induction and orientation
  • (^) this steps integrates the selected employees into the organization. 5. Training and Development
  • both training and development are concerned with improving the employees ability to contribute to organizational effectiveness.
  • Training involves the improvement of employees skills.
  • Development concerned the preparation of the employee for additional responsibility or advance. 6. Performance appraisal
  • this step is one of appraising the employees performance in relation to job standards, then providing feedback to the employees. 7. Employment Decision
  • the appraisal of performance results in managements making employment decisions, areas of which are monetary rewards ,transfer ,promotions ,and demotions. 8. Separations
  • the dynamics of staffing process involve both inflow and outflow of people.
  • Managers concerned with voluntary turnover, retirement, layoffs and terminations.

The Staffing Process

THREE ELEMENTS OF PLANNING

  1. Forecasting the personnel requirements. 2.Comparing the requirements to the inventory of potential candidates within the organization. 3.Developing specific plans for how many people to recruit (from outside) or whom to train (from inside).

HUMAN RESOURCE PLANNING

  • The overall human resource planning process for an organization involves forecasting the demand and supply of personnel.

THE OVERALL COMPANY PROCESS AND THE ROLE OF THE INDIVIDUAL MANAGERS

  • Human resource forecasting attempts to predict the organizations future demands for people and for jobs.
  • Forecasting process can be simple or complex depending on the kind of organization ,its size and the length of time considered in the forecast.
  • the personnel requirements of the organization management needs to consider the strategic plans of the organization and the normal employee turnover.
  • Plans will dictate how many people will be needed to staff the organization and what skills and abilities they will need.

THE TYPES OF DECISIONS MADE IN PLANNING CAN HAVE DIFFERENT IMPACTS ON THE MANPOWER

  • A decision to create a new products may mean an increase in the number of personnel and new position.
  • Plans to contract operations may lead to major workforce reductions.
  • A strategy calling for maintaining the status quo may result in a decision to hire new employees only when present employees leave the company

MANAGEMENT ANALYZES THE WORKLOAD GENERATED BY THE INCREASE AND DETERMINES:

  • How much more work is required in terms of work hours.
  • How much work is currently done by one person.

Human Resource Planning

Performan ce Appraisal

Employme nt Decisions

Separatio ns

Induction and Orientation

Recruitme Selection nt

Training and Developmen t

Example: ▲ Job Identification Position Title: Customer Service Representative Department: Policyholders Service Effective Date: September 08, 2016 ▲ Function to resolve policyholders’ questions and make corresponding adjustments to policies if necessary after the policy is issued.

▲ Scope

  • Internal Interacts with other members of the department in researching answer to problems
  • External (Within Company) Interacts with Policy Issue for policy cancellations; with the premium Accounting on accounting procedures; with Accounting Department for processing checks.
  • External (Outside Company) Interacts with Policyholders to answer policy-related questions; with clients company payroll departments to resolve billing questions; with the Carrier to modify policies.

▲ Responsibilities

  • He/She will be responsible for :
  • Resolving policyholder inquires on policies and coverage.
  • Initiating changes in policies with Carries at the request od the insured.
  • Adjusting in-house records as a result of approved changes.
  • Corresponding with policyholders regarding changes as requested.
  • Reporting to the department manager any problems he or she is unable to resolved.

▲ Authority Relationships

  • Reporting relationship : reports to the manager of Policyholders Service.
  • Supervisory relationship : none ▲ Equipment, Materials and Machines Typewriter, adding machine and VDT. ▲ Physical Conditions or Hazards 95% of the duties are performed either sitting at the desk or DVT. ▲ (^) Other other duties to assigned. SOURCE OF APPLICANTS

Two sources of applicants:

  • Internal
  • External

Internal sources are the employees of the organization. A number of organizations have policies of promoting from within. This is positive impact on the organization members and the internal working environment.

The opportunity for advancement has three distinct benefits:

  • It can reduce turnover.
  • Provide incentive to learn jobs quickly
  • Assist in making the individual a functioning member of the organization faster because the person already knows the policies and expectations of the company.

SOURCE OF INTERNAL APPLICANTS:

  1. Referrals of outside persons made by friends and relatives within the organization.
  2. Another method is to attract candidates by announcing job opening in company newsletters and posting position vacancies on bulletin boards.
  3. The third strategy is to conduct a search of the performance records of present employees with the intent of identifying qualified candidates and then encouraging them to apply for positions.

Job Specification Examples: I. Job Identification Position File/Mail Clerk Department: Policyholders Service Effective Date: September 08, 2016 II. Education Must have minimum of high school or equivalent. III. Experience Must have minimum of 6 months of filing experience involving developing , monitoring, and maintaining file system. IV. Skills Typing Skills: must be able to set up own work and operate typewriter. No minimum WPM.

V. Special Requirements A. Must be flexible to the demands of the organization for overtime and change in workload. b. Must be able to comply with previously established procedures. c. Must be able to detail work as illustrated monitoring the location of the files and filling of files. d. must be able to apply system knowledge as illustrated by anticipation of system changes and creation of new procedures.

VI. Behavioral Characteristics a. must have high level of initiative demonstrated by recognizing a problem, resolving it, and reporting it to the supervisor.

ROLE OF THE INDIVIDUAL MANAGER

  • For internal resources, the manager may be asked to identify potential candidates for the openings in the organization on the basic of their performances while in the manager’s department.
  • A second role is participation in recruiting trips, often times the line manager asked to recruit at a college, trade fair, or professional association.

SELECTION

  • Is the process of deciding which candidate, out of the pool of applicants developed in recruitment, has the abilities matching job demands.
  • The decision comes after the candidates go through a series of steps that compose the selection process
  • Applicants are normally asked to supply personal or work references on the application blank. Personal References - (Ministers, Doctors, Friends) are of little value to an employer because applicants do not normally list people who will provide negative information. Work Reference - have value, provided the reference will feel free to communicate. An employee who received a negative written reference could decide to use it as evidence in a defamation-of-character lawsuit against the author of that reference.

Step 6: Physical Examination

  • Prior to tendering a job offer, some organizations require potential employees to take a Physical Examination.

The Purpose of the Examination

  1. Prevent insurance claims for illness or injuries that occurred prior to employment by the company.
  2. Detect any communicable disease.
  3. Certify that the person can physically perform the work. If there are physical requirements in the job description and job specifications, they must be valid, if they are not, the company may be accused of discrimination toward handicapped workers.

Step 7: Offer of Employment

  • At this point, the top-ranking applicant is offered a job by management. This may involve a series of negotiations on initial salary, depending on the organization’s compensation philosophy.

ROLE OF INDIVIDUAL MANAGER

  • The individual manager should be actively involved in the selection process.
  • The manager should review the application blank and any test results in preparation for an in- depth interview
  • After the interviews, the manager’s further role in selection will be determined by the company’s philosophy ,size ,degree of specialization, and the manager’s ability.
  • If the candidate accepts the employment offer, the next phase – induction and orientation – commence.

INDUCTION AND ORIENTATION

  • When an employee hired, two processes are started: Induction and Orientation. The immediate goal of these processes is to bring the employee into the mainstream of the organization as quickly as possible.
  • The purpose of the processes is to develop programs that turn “them”(new employees) and “us”(the company) into “we”.

INDUCTION

  • the purpose of induction is to provide the new employee with the necessary information about the company.
  • If familiarizes the new person with the duties and benefits of employment. The employee receives pamphlets, fills in forms, gets a pass issued, and has fringe explained.
  • The general purpose of this phase is to see that the employee learns where to go for answers and help, and what the important rules, policies, and procedures of the organization are.