STAFFING

Meaning, definition and importance of staffing.

Staffing process: Meaning and steps, Recruitment: meaning and sources of recruitment,
selection process and training, meaning and importance
_____________________

Staffing is one of the most important managerial function which helps in obtaining and
fulfilling various positions in the organisation with most suitable and capable persons.

The managerial function of staffing involves manning the organization structure through proper
and effective selection, appraisal and development of the personnels to fill the roles assigned to
the employers/workforce.

According to Theo Haimann, Staffing pertains to recruitment, selection, development and

compensation of subordinates.
Staffing is the managerial function of recruitment, selection, training, developing, promotion and
compensation of personnel.
Staffing is the process of identifying, assessing, placing, developing and evaluating individuals at
work.

Importance of staffing

It helps to improve the quantity and quality of the output by putting the right person on
the right job.
It helps to improve job satisfaction of employees.
It facilitates higher productive performance by appointing right man for right job.
It reduces the cost of personnel by avoiding wastage of human resources.
It facilitates growth and diversification of business.
It provides continuous survival and growth of the business through development of
employees.

The process of Staffing:

1. Estimating manpower requirement:

Staffing process begins with the estimation of manpower requirement which means finding
out number and type of employees needed by the organisation in near future. Manpower
requirement is not only to find out number of people needed but also the type of people.

Type means what should be the qualification educational background of the people whom we
need to appoint.
For estimating manpower Requirement Company will take following three steps:
(i) Work load Analysis.
(ii) Workforce Analysis.
(iii) Comparing both to find out requirement.
2. Recruitment:
It refers to the process of inducing the people to apply for the job in the organisation. After
assessing the number and type of employee required, the manager tries that more and more
people should apply for the job so that the organisation can get more choice and select better
candidates.

3. Selection:
It refers to choosing the most suitable candidate to fill the vacant job position. The selection
is done through a process, which involves test, interviews, etc.

4. Placement and Orientation:

Placement refers to occupying of post by the candidate for which he is selected. After
selection the employee is given appointment letter and is asked to occupy the vacant job
position.

Orientation refers to introduction of new employees to the existing employees large

organisations organise orientation programmes to familiarize the new employees with the
existing staff.

5. Training and Development:

To improve the competence of employees and to motivate them it is necessary to provide
training and development opportunities for employees so that they can reach to top and keep
improving their skill. Organisations may have in house training centres or arrange with some
institutions to provide training for their employees.

6. Remuneration- It is a kind of compensation provided monetarily to the employees for

their work performances. This is given according to the nature of job- skilled or unskilled,
physical or mental, etc. Remuneration forms an important monetary incentive for the
employees.

7. Performance Evaluation- In order to keep a track or record of the behaviour, attitudes as

well as opinions of the workers towards their jobs. For this regular assessment is done to
evaluate and supervise different work units in a concern. It is basically concerning to know
the development cycle and growth patterns of the employeesin a concern.
8. Promotion and transfer- Promotion is said to be a non- monetary incentive in which the
worker is shifted from a higher job demanding bigger responsibilities as well as shifting the
workers and transferring them to different work units and branches of the same organization.

Recruitment

Recruiting involves attracting candidate to fill the positions in the organization structure. Before
recruiting, the requirement of positions must be cleared identified. It makes easier to recruit the
candidates from the outside. Enterprises with a favorable public image find it easier to attract
qualified candidates.

Definitions:
Mc Fariand, The term recruitment applies to the process of attracting potential employees of the
company.

Flippo, Recruitment is the process of searching prospective employees and stimulating them to
apply for the jobs in the organization.

Thus recruitment may be considered as a positive action as it involves attracting the people
towards organization.

Sources of Recruitment
The various sources of recruitment may be classified as

1. Internal sources or from within the organisation

2. External sources or recruitment from outside.

Internal sources Many organisations in India give preference to people within the company
because the best employees can be found from within the organisation itself. Under this policy, if
there is any vacancy the persons already working in the organisation are appointed to fill it. This
method is followed mostly in Government organisations.

External sources or recruitment from outside Internal sources may not always fulfill the
needs of an organisation. Naturally, most of the concerns have to look for the external sources for
recruitment the required number of employees with the requisite qualifications.

The external sources of recruitment include.

Direct Recruitment Many organizations having one separate department called personnel
department to select right employees. For that organisaton may receive direct applications from
the candidate. The technical and clerical staff is appointed in this way.

Recruitment through the jobbers or Intermediaries In India mostly unskilled or illiterate

workers are recruited through this method. Under this system the intermediary keeps a vital link
between workers and employers. They are always willing to supply the required number of
workers.

Recruitment at the factory gate Mostly unskilled workers are appointed through this method.
Under this system, large number of unemployed workers assemble at the factory gate for
employment. The factory manager, or labour superintendent or some other official may select the
necessary workers.

Recruitment through advertisement This is most common method for recruiting skilled
workers, clerical staff, managerial personnel, technical personnel. The vacancies are advertised
in the popular daily newspapers and applications are invited from the persons having required
qualifications.

Recruitment through the recommendation of the existing employees The existing employees
recommend the suitable names for the employment.

Recruitment from colleges or universities or educational institutions This method is used in

some enterprises or Government department, when the recruitment of persons required for
administration and technical personnel.

Recruitment through employment exchange The workers who want help in finding jobs make
their registration in the nearest employment office where details are recorded. Employment
exchanges are the special offices for bringing together those workers who are in need of
employment.
 Selection
The Selection is the process of choosing the most suitable candidate for the vacant position
in the organization.

Definition of Selection Selection is the process of differentiating between applicants in

order to identify and hire those with a greater likelihood of success in a job.

DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:

Recruitment Selection
1. Recruitment refers to the process of 1. Selection is concerned with picking up the
identifying and encouraging prospective right candidates from a pool of applicants.
employees to apply for jobs.
2. Selection on the other hand is negative in its
2. Recruitment is said to be positive in application in as much as it seeks to eliminate as
its approach as it seeks to attract as many many unqualified applicants as possible in order
candidates as possible. to identify the right candidates.

The process of interviewing and evaluating candidates for a specific job and selecting an
individual for employment based on certain criteria.

PROCESS/STEPS OF SELECTION

PROCESS / STEPS IN SELECTION

1. Preliminary Interview: The purpose of preliminary interviews is basically to eliminate

unqualified applications based on information supplied in application forms. The basic
objective is to reject misfits. On the other hands preliminary interviews is often called a
courtesy interview and is a good public relations exercise.

2. Selection Tests: Jobseekers who past the preliminary interviews are called for tests.
There are various types of tests conducted depending upon the jobs and the company. These
tests can be Aptitude Tests, Personality Tests, and Ability Tests and are conducted to judge
how well an individual can perform tasks related to the job. Besides this there are some other
tests also like Interest Tests (activity preferences), Graphology Test (Handwriting), Medical
Tests, Psychometric Tests etc.
3. Employment Interview: The next step in selection is employment interview. Here
interview is a formal and in-depth conversation between applicants acceptability. It is
considered to be an excellent selection device. Interviews can be One-to-One, Panel
Interview, or Sequential Interviews. Besides there can be Structured and Unstructured
interviews, Behavioral Interviews, Stress Interviews.

4. Reference & Background Checks: Reference checks and background checks are
conducted to verify the information provided by the candidates. Reference checks can be
through formal letters, telephone conversations. However it is merely a formality and
selections decisions are seldom affected by it.

5. Selection Decision: After obtaining all the information, the most critical step is the
selection decision is to be made. The final decision has to be made out of applicants who
have passed preliminary interviews, tests, final interviews and reference checks. The views
of line managers are considered generally because it is the line manager who is responsible
for the performance of the new employee.

6. Physical Examination: After the selection decision is made, the candidate is required to
undergo a physical fitness test. A job offer is often contingent upon the candidate passing the
physical examination.

7. Job Offer: The next step in selection process is job offer to those applicants who have
crossed all the previous hurdles. It is made by way of letter of appointment.

8. Final Selection: issue of appointment letter

Training

Training refers to the process of imparting specific skills.

According to Edwin Flippo, training is the act of increasing the skills of an employee for
doing a particular job.

Training & Development is any attempt to improve current or future employee

performance by increasing an employee's ability to perform through learning, usually by
changing the employee's attitude or increasing his or her skills and knowledge.
Dale S. Beach defines training as the organized procedure by which people learn knowledge
and/or skill for a definite purpose.
Training refers to the teaching and learning activities carried on for the primary purpose of
helping members of an organization acquire and apply the knowledge, skills, abilities, and
attitudes needed by a particular job and organization.

Importance of Training

1. Improves morale of employees- Training helps the employee to get job security and job
satisfaction. The more satisfied the employee is and the greater is his morale, the more he
will contribute to organizational success and the lesser will be employee absenteeism and
turnover.
2. Less supervision- A well trained employee will be well acquainted with the job and will
need less of supervision. Thus, there will be less wastage of time and efforts.

3. Fewer accidents- Errors are likely to occur if the employees lack knowledge and skills
required for doing a particular job. The more trained an employee is, the less are the chances
of committing accidents in job and the more proficient the employee becomes.

4. Chances of promotion- Employees acquire skills and efficiency during training. They
become more eligible for promotion. They become an asset for the organization.

5. Increased productivity- Training improves efficiency and productivity of employees. Well

trained employees show both quantity and quality performance. There is less wastage of
time, money and resources of the employer.

6. Addressing Weaknesses
Most employees have some weaknesses in their workplace skills. A training program allows
strengthening those skills that each employee needs to improve.
7. Improved Employee Performance
An employee who receives the necessary training is better able to perform the job. Becomes
more aware of safety practices and proper procedures for basic tasks. The training may also
build the employee's confidence because it has a stronger understanding of the industry and
the responsibilities of the job.

Types of Training
Technical or Technology Training
Technical training is a type of training meant to teach the new employee the technological
aspects of the job. In a retail environment, technical training might include teaching someone
how to use the computer system to ring up customers. In a sales position, it might include
showing someone how to use the customer relationship management (CRM) system to find
new prospects.

Quality Training
Quality training refers to familiarizing employees with the means of preventing, detecting,
and eliminating nonquality items, usually in an organization that produces a product.

Skills Training
Includes proficiencies needed to actually perform the job. For example, an administrative
assistant might be trained in how to answer the phone, while a salesperson at Best Buy might
be trained in assessment of customer needs and on how to offer the customer information to
make a buying decision.

Soft Skills Training

Soft skills refer to personality traits, social graces, communication, and personal habits that
are used to characterize relationships with other people. Soft skills might include how to
answer the phone or how to be friendly and welcoming to customers.
Safety Training
Safety training is a type of training that occurs to ensure employees are protected from
injuries caused by work-related accidents. Safety training is especially important for
organizations that use chemicals or other types of hazardous materials in their production.
Safety training can also include the following:
Eye safety
First aid

Food service safety

Hearing protection

Asbestos

Construction safety

Induction training:
Also known as orientation training given for the new recruits in order to make them
familiarize with the internal environment of an organization. It helps the employees to
understand the procedures, code of conduct, policies existing in that organization.
 Directing

Meaning and Nature of directing Leadership styles Motivation theories (Maslows,

Herzberg, Mc. Gregors X & Y theory)
Co- ordination: Meaning and importance
______________________________

Directing means giving instructions, guiding, counseling,

motivating and leading the staff in an organisation in doing work to
achieve Organisational goals.

"Activating deals with the steps a manager takes to get sub-ordinates

and others to carry out plans".
- Newman and Warren.

It refers to the process of motivation, communication and leadership. The purpose of

directing is to channel the behavior of all personnel to accomplish the organization's mission
and objectives while simultaneously helping them.

Direction consists of the process and techniques utilized in issuing instructions and making
certain that operations are carried as originally planned.

Directing involve determining the course, giving order and instruction and providing
dynamic leadership Marshall

Directing involve
Telling people what is to be done and explaining how to do it.
Issuing instructions and orders to subordinates
Inspiring them to contribute towards the achievement of objectives,
Supervising their activities; and
Providing leadership and motivation

Nature of Direction
 Deals with People
Performance Oriented
Pervasive Function
Continues Function
Management in Action

LEADERSHIP
Definition of Leadership

Leadership is one of the important part of direction.

Leadership is the ability to secure desirable action from a group
of followers voluntarily, without the use of coercion- Alford
and Beatly

Leadership refers to the quality of the behavior of the individual whereby they guide people
on their activities in organized efforts- Chester Barnard

A leader is one who guides and directs other people. A leader gives the efforts of his
followers a direction and purpose by influencing their behaviour.
Louis A. Allen.

Leadership is the process by which an executive imaginatively directs guides and influences
the work of others in choosing and attaining specified goals by mediating between the
individuals and the organization in such a manner that both will obtain maximum
satisfaction. Theo Haimann.

The leadership style

The leadership style can be classified on the basis of the use of authority. They are as
follows:
1. Autocratic or Authoritarian Style Leader: An autocratic leader commands and
expects compliance, is dogmatic and positive, and leads by the ability to withhold or
give rewards and punishment. No suggestions or initiative from subordinates is
entertained. Under this style, the leader expects complete obedience from his
subordinates and all decision making power is centralized in the leader.
1. Strict Autocrat: He follows autocratic styles in a very strict sense. His method of

Influencing subordinates behavior is through negative motivation, that is, by criticizing

subordinates, imposing penalty, etc.

2. Benevolent Autocrat: He also centralizes decision-making power in him, but his

motivation style is positive. He can be effective in getting efficiency in many situations.
Some people like to work under strong authority structure and they derive satisfaction by this
leadership.

3. Incompetent Autocrat: Sometimes, superiors adopt autocratic leadership style just to hide
their incompetence, because in other styles they may be exposed before their subordinates.
However, this cannot be used for a long time.

2. Democratic or Participative Leader: The democratic leader consults with

subordinates and encourages their participation. Suggestions or initiative from
subordinates is entertained. It provides necessary motivation to the workers by
ensuring their participation and acceptance of work methods. Mutual trust and
confidence is also created resulting in job satisfaction and improved morale of
workers. But this may cause delay in decisions and lead to indiscipline in workers.
3. Free-rein Leader or Laissez - Faire: The free-rein leader uses power very little, if at
all, giving subordinates a high degree of independence. Maximum freedom is allowed
to subordinates. They are free hand in deciding their own policies and methods and
make independent decisions. This creates self confidence in the workers and provides
them an opportunity to develop their talents.
4. Paternalistic Style Leader: This is based on sentiments and emotions of people. A
paternalistic leader is like a father to his subordinates. He looks after the subordinates
like a father look after his family. He helps, guides and protects all his subordinates
but under him no one grows. The subordinates become dependent upon the leader.

MOTIVATION

Technically, the term motivation can be traced to the

Latin word movere, which means 'to move'

"Motivation is the complex force starting and keeping a

person at work in an organisation. Motivation is
something that moves the person to action, and continues him in the course of action
already initiates." - Dubin.
Theories of motivation
1. Maslows- Need Theory
2. Herzberg - Hygiene Theory
3. Mc. Gregors -X & Y theory

McGregors Theory X and Y of Motivation

Theory X and Theory Y are theories of human motivation created and developed by Douglas
McGregor at the MIT Sloan School of Management in the 1960.

Theory X and Theory Y were first explained in his book 'The Human Side of Enterprise,' and
they refer to two styles of management authoritarian (Theory X) and participative (Theory
Y).

Theory X and Theory Y have to do with the perceptions managers hold on their
employees, not the way they generally behave. It is attitude not attributes.

The management style is strongly influenced by our beliefs and assumptions about what
motivates members of the team: If they believe that team members dislike work, the manager
will have an authoritarian style of management; On the other hand, if the manager assume
that employees take pride in doing a good job, you will tend to adopt a more participation
style.

Theory X

Theory X assumes that employees are naturally unmotivated and dislike working, and
this encourages an authoritarian style of management. According to this view,
management must actively intervene to get things done. This style of management
assumes that workers:

Dislike working.
Avoid responsibility and need to be directed.
Have to be controlled, forced, and threatened to deliver what's needed.
Need to be supervised at every step, with controls put in place.
Need to be enticed to produce results; otherwise they have no ambition or
motivation to work.
Theory Y
Theory Y shows a participation style of management that is de-centralized.
 It assumes that employees are happy to work, are self-motivated and creative, and
enjoy working with greater responsibility.
Take responsibility and are motivated to fulfill the goals they are given.
Seek and accept responsibility and do not need much direction.
Consider work as a natural part of life and solve work problems imaginatively.

Y THEORY X THEORY

Happy to work Dislike their work.

Welcome responsibility Avoid responsibility

Self-motivated to do the work Have to be controlled, motivated , force to work

Enjoy taking ownership Need to be supervision at every step

Seek and accept responsibility, and need No need of direction and controlling
little direction.

View work as fulfilling and challenging. Need to be enticed by rewards to achieve goals.

Solve problems creatively and No creativity work with lethargy

imaginatively.

Maslows need Hierarchy

The behaviour of an individual at a particular moment is usually determined by his strongest
need. Psychologists claim that needs have a certain priority. As the more basic needs are
satisfied, an individual seeks to satisfy the higher needs. If his basic needs are not met,
efforts to satisfy the higher needs should be postponed. A.H. Maslow, a famous social
scientist, has given a framework that helps to explain the strength of certain needs.
1. Physiological Needs: The physiological needs are at the top of the hierarchy because they
tend to have the highest strength until they are reasonably satisfied. Until these needs are
satisfied to the degree needed for the efficient operation of the body, the majority of a
persons activities will probably be at this level, and the other levels will provide him with
little motivation. A famous saying man can live on bread alone if there is no bread suggests
that human beings first try to acquire necessities for their survival.
2. Safety Needs: Once the physiological needs are satisfied to a reasonable level-it is not
necessary that they are fully satisfied and degree of reasonableness is subjective other
levels of needs become important. In this hierarchy comes the need for safety that is need for
being free of physical danger or self-preservation. In the industrial society, safety needs may
take considerable importance in the context of the dependent relationship of employees to
employers.
3. Social Needs: After the first two needs are satisfied, social needs become important in the
need hierarchy. Since man is a social being, he has a need to belong and to be accepted by
various groups. When social needs become dominant, a person will strive for meaningful
relations with others. If the opportunity for association with other people is reduced, men
often take vigorous action against the obstacles to social intercourse. In the organisation,
workers form informal group environment. Such environment develops where the work is
routine, tedious or over-simplified. This situation is made worse when workers are closely
supervised and controlled, but have no clear channel of communication with management. In
this type of environment, workers depend on informal groups for support of unfulfilled social
needs such as affiliation.
4. Esteem Needs: The esteem needs are concerned with self respect, self-confidence, a
feeling of personal worth, feeling of being unique and recognition. Satisfaction of these
needs produces feelings of self-confidence, prestige, power and control. The satisfaction of
esteem needs is not always obtained through mature or adaptive behaviour. It is sometimes
generated by disruptive and irresponsible actions. Some of the social problems have their
roots in the frustration of the esteem needs.
5. Self-actualisation Needs: Self-actualisation is the need to maximize ones potential,
whatever it may be. This is related with the development of intrinsic capabilities which lead
people to seek situations that can utilise their potential. This includes competence which
implies control over environmental factors, both physical and social, and achievement. A
man with high intensity of achievement needs will be restless unless he can find fulfillment
in doing what he is fit to do. As Maslow has put it, this need might be phrased as the desire
to become more and more what one is, to become everything that one is capable of
becoming.
Herzbergs Motivation-Hygiene Theory
Need priority, to a great extent, characterises the types of behaviour. It will be either directed
towards achieving certain desirable positive goals, or conversely, towards avoiding other
undesirable, negative consequences. Thus, a question may arise as to what variables are
perceived to be desirable goals to achieve, and conversely, undesirable conditions to avoid.
In this connection, a research study was conducte d by Frederick Herzberg and associates of
Case-Western Reserve University. This study consisted of an intensive analysis of the
experiences and, feelings of 200 engineers and accountants in nine different companies in
Pittsburg area, U.S.A. During the structured interview, they were asked to describe a few
previous job experiences-in which they felt exceptionally good or exceptionally bad about
jobs. They were also asked to rate the degree to which their feelings were influenced-for
better or worse-by each experience which they described.

Hygiene Factors
According to Herzberg, there are ten maintenance or hygiene factors. These are company
policy and administration, technical supervision, interpersonal relationship with supervisors,
interpersonal relationship with peers, interpersonal relationship with subordinates, salary, job
security, personal life, working conditions and status. These are not intrinsic parts of a job,
but they are related to conditions under which a job is performed. They produce no growth in
a workers output; they only prevent losses in workers performance due to work restrictions.
These maintenance factors are necessary to maintain at a reasonable level of satisfaction in
employees. Any increase beyond this level will not provide any satisfaction to the
employees; however, any cut below this level will dissatisfy them. As such, these are also
called as dis satisfiers. Since any increase in these factors will not affect employees level of
satisfaction, these are of no use for motivating them.
Motivational factors
These factors are capable of having a positive effect on job satisfaction often resulting in an
increase in ones total output. Herzberg includes six factors that motivate employees. These
are: achievements, recognition, advancement, work itself, possibility of growth, and
responsibility. Most of these factors are related with job contents. An increase in these factors
will satisfy the employees; however, any decrease will not affect their level of satisfaction.
Since, these increase level of satisfaction in the employees; these can be used in motivating
them for higher output. Herzberg maintains that potency of various factors is not entirely a
function of the factors themselves. It is also influenced by the personality characteristics of
the individuals. From this point of view, individuals may be classified into two groups
motivation seekers and maintenance seekers. The motivation seekers generally are
individuals who are primarily motivated by the satisfiers such as advancement,
achievement and other factors associated with work itself. On the other hand, the
maintenance seekers tend to be more concerned with factors surrounding the job such as
supervision, working conditions, pay, etc.
 CO- ORDINATION

Coordination is the process of synchronizing activities of various

persons in the organization in order to achieve goals.

According to Henry Fayol to co-ordinate is to harmonize all the

activities of a concern so as to facilitate its working and its success

Co-ordination is orderly arrangement of group efforts to provide

unity of action in the pursuit of common goals. According to Charles Worth, Co-ordination
is the integration of several parts into an orderly hole to achieve the purpose of
understanding.

Importance of Coordination:

1. Size of the Organization: The need of coordination arises when the organization grows in
size. Growth here means increase in number of employees. Employees with different values,
experiences and objectives become part of the organization to satisfy their needs. In order to
bring harmony in the organization, management has to integrate personal goals with the
organizational goals through coordination.

2. Functional Differentiation: The organisation is divided into different departments, sections

or divisions. They try to work in isolation and independently. The need of coordination is
required to ensue these units remain a part of the organisation and move towards the realization
of pre-determined organisation goal.

3. Specialisation: In modem organisation, diversification and complexities of technology give

rise to specialisation. The organisation hire specialists who that they are competent to handle
their jobs. They do not consult departmental heads. This often leads to conflict among specialists
and departmental heads. Therefore, coordination is needed to reconcile differences to ensure
unity of action achieve organisational objective.

4. Unity of action: an enterprise has diverse resources; technique, activities etc and they all
must be coordinates to bring unity through unity in action.
5. Increase in efficiency and economy: coordination brings efficiency because it is an effort
of all organizational members. It also helps to maintain good relation among all levels of
management