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1. Staffing Concept
2. Features of Staffing 3. Manpower Planning 4. Manpower Planning Process 5. Recruitment and Selection
STAFFING
Staffing basically involves matching jobs and individuals. This may require a number of functions like manpower planning, recruitment, selection, training and development, performance appraisal, promotion, transfer, etc.
Staffing Staffing is the process of matching the jobs with capable people. It is concerned with the selection, placement, growth and development of people in an organization. It involves the determination of what personnel are needed, in what quantity and of what quality. It is developmentoriented as it tries to maintain and develop employees through appropriate training and compensation programmes.
Features of Staffing
Staffing involves people 2. Staffing is development-oriented 3. Staffing is continuous 4. Staffing is a three step process:
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Hiring the right kind of people Developing their skills through training, and Maintaining them by creating favorable conditions of work
Manpower Planning
Manpower planning is the processincluding forecasting, developing, implementing, and controlling-by which a firm ensures that it has the right number of people and right kind of people, at the right place at the right time, doing things for which they are economically most suitable
Manpower planning is a comprehensive process which includes various aspects of manpower management. All these aspects try to ensure availability of right people in the organisation 2. It involves determination of future needs of manpower in the light of organization planning and structure.
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Manpower planning enables an organization to forecast its manpower requirement. 2. Manpower planning helps the organization to match its manpower with skills necessary for achieving its objectives. 3. Manpower planning helps the organization to know how its personnel are employed and how
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Systematic manpower planning facilitates similar approach in other aspects of staffing such as recruitment, selection, training and development, promotion, performance appraisal etc. because all these steps are undertaken in the light of manpower planning and have to be oriented in the context of planning.
Action Plans
Job Description
Job Specification
Job Analysis
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What is the basic objective of the job What is the purpose of segment of the organisation to which the job is related What types of plans and objects are undertaken in this job What types of decisions are to be made by the incumbent on the job What is the authority of the job? How many subordinate will work under him?
What are the requirements of personal attributes of incumbent in terms of education, training, experience, apprenticeship, physical strength, mental capabilities, social skills, etc.
Job Description & Job Specification Job Description Prescribes the nature of job to be performed, relationship with other jobs, purpose of the job, etc. This can be used not only for selection of personnel but also for their training, performance appraisal, job evaluation etc. Job Specification or man specification, referes to the summary of the personnel characterstics required for the job. It describes the type of person required in terms of educational qualifications,
Job Description
Title : Compensation Manager Code : HR/2310 Department : Human Resource Department Summary : Responsible for the design and administration of employee compensation programmes. Duties 1. Conduct job analysis. 2. Prepare job descriptions for current and projected positions. 3. Evaluate job descriptions and act as Chairman of Job Evaluation Committee 4. Insure that companys compensation rates are in tune with the companys philosophy 5. Relate salary to the performance of each employee. Conduct periodic salary surveys.
Relate salary to the performance of each employee. Conduct periodic salary surveys. Develop and administer performance appraisal programme. Develop and oversee bonus and other employee benefit plans. Develop an integrated HR Information system.
Working Conditions Normal, Eight hours per day. Five days a week. Report to Director, Human Resource Department.
Job Specifications
Education : MBA in HR Specialisation, MHRM, PGDHRM or equivalent for a premier management institution in first class. Experience: At least 10 years in the filed of HR/ Administration/ Compensation out of which at lease 3-5 years in the field of compensation/ wages and salary administration. Key Skills: Analytical Abilities Convincing power for right decisions Rationality in Decision Making Good Communication and Leadership skills Team building and Result Oriented Approach
Manpower Inventory Manpower inventory is related to the identification of key personnel in the organization and cataloguing their characteristics without reference to the present positions held by them. It provides information about present and future personnel being available in the organization. Manpower Inventory is not simply counting of heads presently available but cataloguing of their present and future potentials and aptitudes.
Identification of Gap Between Available and Required Manpower This is the process of determining the actual needs of personnel and their availability. These will, however, be affected by the rate of loss of personnel. The additional requirement of personnel will be equal to manpower required and manpower available without considering loss of personnel. Loss of personnel includes degree of quits, discharges, mutually-agreed release, death, retirement, and transfer.
Directing
Concept of Directing 2. Motivation 3. Leadership 4. Communication
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Directing Directing is related with instructing, guiding and inspiring human factor in the organization to achieve organization objectives.
Directing is the process of telling a person what to do and seeing that they do it to the best of their ability. It is through directing that managers get the work done through people. It consists of: -Dale
Directing Directing Consists of the following elements: 1. Motivation: Motivating personnel to achieve goals by providing incentives, good working environment, etc. 2. Leadership: Guiding, advising and helping subordinates in the proper methods of work 3. Communication: Issuing orders and instructions by a superior to his subordinates 4. Supervision: Supervising subordinates
Features of Direction Direction is the process of guiding, inspiring, supervising and commanding subordinates towards the accomplishment of goals. It has the following features: 1. Deals with people 2. Seek Performances 3. Provides a link 4. Dynamic and continuous
Importance of Direction
1. Initiates Action 2. Achieves Integration 3. Motivates People 4. Facilitates Changes
Principles of Direction
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Principle of Harmony of Objectives Unity of Command Principle of Direct Supervision Principle Appropriate Technique Two way Communication Maximum Individual Contribution Use of Motivation Techniques Principle of Follow up
Motivation
Motivation .. Performance is determined by two factors: 1. Level of ability to do certain work; and 2. Level of motivation This can be expressed as: Performance = Ability x Motivation
Motivation ..
Motivation is the process of stimulating people to action to accomplish desired goals. Motivation refers to the way in which urges, drives, desires, aspirations, strivings, needs, direct, control, or explain the behavior of human beings.
Motivation .. Motivation is the product of anticipated values from an action and the perceived probability that these values will be achieved by the action. Motivation= Valence x Expectancy
Importance of Motivation
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High Performance Level Low Employee Turnover and Absenteeism. Acceptance of Organizational Changes Accomplishment of work in time Improved Quality of work High Level of Satisfaction Mandatory to get the work done
Theories of Motivation
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Physiological Needs Safety and Security Needs Social Needs Esteem Needs Self-Actualization Needs : 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 When the work is equal to a persons Intrinsic Value, He fulfills his Self Actualization need.
Theories of Motivation
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Herzbergs Theory
Motivation
Hygiene
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 a reasonable level of satisfaction in employees.
McClellands Need Theory Need for Power (n/PWR) 2. Need for Affiliation (n/AFF) 3. Need for Achievement (n/ACH)
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Theory X Assumptions
Employees dislike work and. will avoid it if at all possible. Employees must be directed, coerced, controlled, or threatened to get them to put forth adequate effort. Employees wish to avoid responsibility; they prefer to be directed and told what to do and how to do it. Authoritarian style of management
Theory Y Assumptions
Employees enjoy work and will actively seek it. Employees are self-motivated and self-directed toward achieving organizational goals. Employees seek responsibility; they wish to use their creativity, imagination, and ingenuity in performing their jobs. Participatory style of management
Management style
Advocates trusting employees and making them feel like an integral part of the organization. Based on the assumption that once a trusting relationship with workers is established, production will increase. Z theory includes the following factors:
1. Trust
Efforts
Role Perception
Extrinsic Rewards
Satisfaction
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