STAFFING

CHRISTIAN
CORPORATION

CASE STUDY

Submitted by:
Ubungen, Anthony Steven D.

Submitted to:
Prof. Eva Marie Sam
Background of the study:

The department manager holds a regular staff meeting with her four section heads
confining each meeting to one chief problem. On this day, the subject was the 'poor quality of 20
supervisors reporting to the section heads'.
“We have a rather poor record in selecting good supervisors,” she began. “We may have 5
or 6 who are outstanding, but there are too many are not. What do you people consider when you
recommend candidates to me?”
“I think my best technical people make the best supervisors,” said the one section heads.
“They have the respect of their associates and subordinates, who rate their technical competence
highly. They can train new staff members very effectively, and pitch in to do the most demanding
jobs themselves.”
“Maybe that is just the trouble,” said the department manager “people like them may
never learn to manage because they spend their time on technical work.” another section head
said, “I made my recommendation on the basis on seniority. It has popular appeal because
everyone expects to be along this line.”
“Do you think,” said the manager,” that age is the only, or most important criterion for
supervision? “Such as practice conveniently ignores everything learn about managing, or it has
assume that the candidates has the capability to become proficient in management after getting
the job. Is this realistic?”
In the course of meeting, other factors such as getting along with people, making
good impression, having capability for farther promotion, and being able to exact responsibility
were also considered. The department manager was clearly frustrated and, as she ended the
meeting, she remark, “No wonder we have a 40% failure rate in selecting supervisors.”

1.0 TIME CONTEXT

At present

2.0 POINT OF VIEW

Department Manager

3.0 STATEMENT OF THE PROBLEM

 How can the department manager decrease the failure rate in selecting supervisors
4.0 STATEMENT OF THE OBJECTIVES

SHORT-TERM OBJECTIVE
 To decrease the failure rate within five months.
 To turn the failure rate of the company into positive.
LONG-TERM OBJECTIVE
 To maintain the good performance of the supervisors for a long term.

5.0 AREAS OF CONSIDERATION

5.1 INTERNAL ENVIRONMENT
5.1.1 STRENGTH
 Then capability to build strategies and plan
 Excellent performances and have cooperation
 Time management
5.1.2 WEAKNESSES
 Poor quality performance
 Employees are not competent
 Skills are not capable the job
5.2 EXTERNAL ENVIRONMENT
5.2.1 OPPORTUNITIES
 Economic growth
 Good management
 Promotion
5.2.2 THREATS
 Strong competitors

6.0 ALTERNATIVES COURSE OF ACTION (ACA)

ACA #1: The supervisors will evaluates its employees and look for the areas of improvement.
ACA #2: The department manager will require each supervision to have their area monthly meeting.
ACA #3: Set constant criteria in selecting employees
7.0 ANALYSIS OF ACA
ACA #1: The supervisors will evaluates its employees and look for the areas of improvement.
Advantage: They will improve their area performance.
Disadvantage: Time consuming

ACA #2: The department manager will require each supervision to have their area monthly
meeting.
Advantage: The employee’s will also inform the supervision for any updates and other concern
regarding this area.
Disadvantage: Time consuming

ACA #3: Set constant criteria in selecting employees.

Advantage:
 It will organize the selection/ recruitment process.
 The company will have a constant basis in selecting employees.

8.0 CONCLUSION
8.1 Decision Matrix

Objective 1: To decrease the failure rate within five months.

3-Very high 2-High 1-Low

CRITERIA ACA 1 ACA 2 ACA 3

Effective Plan 2 3 3
Team work 3 2 2
Timeliness 2 1 3
Total 7 6 8
Objective 2: To turn the failure rate of the company into positive.

3-Very high 2-High 1-Low

CRITERIA ACA 1 ACA 2 ACA 3

Suitability 2 2 2
Effectiveness 3 2 3
Timeliness 2 3 3
Total 7 7 8

Objective 3: To maintain the good performance of the supervision for a long term.
3-Very high 2-High 1-Low

CRITERIA ACA 1 ACA 2 ACA 3

Effectiveness 2 3 2
Productivity 2 3 3
Timeliness 2 2 2
Total 7 8 7

ANALYSIS
CRITERIA ACA 1 ACA 2 ACA 3
Criteria 1 7 8 8
Criteria 2 7 7 7
Criteria 3 7 6 8
Total 21 21 23

8.2 ACA SELECTION

After I evaluated on three ACAs, I recommend the ACA3 as the best solution to solved
the problem which is to set constant criteria in selecting employees. This alternative can help to
organization to organize and select the best among those employees. Also, it helps them to decide
who among those employees deserve the position.
9.0 ACTION PLAN

Activities Person/s Time Budget

Responsible
Company should call a Department 2019 Estimated cost
meeting Manager 30,000.00
Evaluation of the Section Head 2019
performance of Employees
Conduct training and Section head 2019
seminars
Finalization of business Department 2019
development plan Manager