Académique Documents
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Loveesh Bhatt - 20
Staffing
It is defined as filling and keeping filled, positions in the organization structure
Procedure
Identifying workforce requirements
Enterprise Plans
Organization plans
External Sources
Analysis of present and future needs for managers
Manager Inventory
Internal Sources
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Situational Factors
Responsibility of Staffing
Job Design
For individuals or work teams Influencing Factors
Matching Qualifications
Recruitment : It involves attracting candidates to fill the positions in the organisation Information Exchange
Enterprise
Opportunities Challenges Level of pay Fringe benefits Job Security
Applicant
Skills Abilities Aptitudes Motivation Job knowledge
Selection Process,
Techniques & Instruments
The selection Process Interviews Tests Assessment Centers
Limitations
Appraisal
A method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. Aims Facilitate communication between employee and employer. Document criteria used to allocate organizational rewards like salary increases, promotions, disciplinary actions, bonuses, etc. Give employees feedback on performance. To improve performance through counseling, coaching and development. Identify employee training needs. Provide the opportunity for organizational diagnosis and development.
Methods of appraisal
Traditional: Trait Appraisal Modern: Management By Objectives Future: Appraisal of managers as managers
Trait Appraisal
Traits assessed on these scales include employee attributes such as cooperation, communications ability, initiative, punctuality and technical (work skills) competence. Nature and scope of the traits selected for inclusion is limited only by the imagination of the scale's designer, or by the organization's need to know.
Trait Appraisal
Advantages: Structured and standardized. Similar for all. Easy to use and understand. Disadvantages: Trait relevance Systemic Disadvantage Perceptual Errors Rating Errors
Management By Objectives
First advocated in the 1950s by the noted management theorist Peter Drucker. Results-oriented method.
Management By Objectives
Advantages Importance given to outcomes not traits. Results are objective not subjective like traits. Overcomes problems that arise as a result of the assumption that traits necessary for success/failure can be easily identified.
Disadvantages In modern times objectives have ceased to be well defined. They should be flexible in order for an organization to survive . Give rise to unrealistic expectations incase objectives are met. Means are as important as ends.
Rated from 0-5 for each activity i.e. from inadequate to superior
To reduce subjectivity Examples should be given to support certain ratings Ratings should be reviewed by superiors superior Raters evaluation should depend on their evaluation of subordinates
On-The-Job Training
Planned Progression Job Rotation Creation of Assistant-to Positions Temporary Promotions Committees and Junior Boards Coaching
Conference programs University management programs Readings, television, video instructions Business simulation and experiential exercises Special training programs
Managing Change
Changes That Affect Manager And Organization Development
Increased
Use Of Technology Needs Of Adults Shift Opportunities For Employees Between Private And Public Sectors
Interdependence Globalization
Resistance To Change
Organizational Conflict
Sources Of Conflict
Managing Conflict
Organizational Development
Development of change strategy
Problem Recognition
Organization Diagnosis
Feedback
Interventions
Being Ready
Learnings From Past Implementing
Risk Tolerance
Conclusion