Organization and

Management
Quarter 2 – Module 2:
The concept and
nature of staffing.
 Republic Act 8293, section 176 states that: No copyright shall subsist in any work of
the Government of the Philippines. However, prior approval of the government agency or office
wherein the work is created shall be necessary for exploitation of such work for profit. Such
agency or office may, among other things, impose as a condition the payment of royalties.

Borrowed materials (i.e., songs, stories, poems, pictures, photos, brand names,
trademarks, etc.) included in this module are owned by their respective copyright holders.
Every effort has been exerted to locate and seek permission to use these materials from their
respective copyright owners. The publisher and authors do not represent nor claim ownership
over them.

Published by the Department of Education

Secretary: Leonor Magtolis Briones
Undersecretary: Diosdado M. San Antonio
SENIOR HS MODULE DEVELOPMENT TEAM

Author : Annie Rhose C. Rosales

Co-Author - Content Editor : Charina C. Dizon
Co-Author - Language Reviewer : Lorace A. Lopez
Co-Author - Illustrator : Annie Rhose C. Rosales
Co-Author - Layout Artist : Annie Rhose C. Rosales

Team Leaders:
School Head : Carlito A. Pontillas
LRMDS Coordinator : Annie Rhose C. Rosales

DIVISION MANAGEMENT TEAM:

Schools Division Superintendent
OIC- Asst. Schools Division Superintendent
Chief Education Supervisor, CID
Education Program Supervisor, LRMDS
Education Program Supervisor, AP/ADM
Education Program Supervisor, Learning Area
Project Development Officer II, LRMDS
Division Librarian II, LRMDS
Division Book Designer
: Romeo M. Alip, PhD, CESO V
: William Roderick R. Fallorin, CESE
: Milagros M. Peñaflor, PhD
: Edgar E. Garcia, MITE
: Romeo M. Layug
: Dan Caysido
: Joan T. Briz
: Rosita P. Serrano
: Annie Rhose C. Rosales

Printed in the Philippines by Department of Education – Schools Division of Bataan

Office Address: Provincial Capitol Compound, Balanga City, Bataan
Telefax: (047) 237-2102
E-mail Address: bataan@deped.gov.ph
Organization and
Management
Quarter 2 – Module 2:
The concept and
nature of staffing.
Introductory Message
For the facilitator:

Welcome to the Organization and Management Grade 11 Alternative Delivery Mode

(ADM) Module on The concept and nature of staffing!

This module was collaboratively designed, developed and reviewed by educators both
from public and private institutions to assist you, the teacher or facilitator in helping
the learners meet the standards set by the K to 12 Curriculum while overcoming
their personal, social, and economic constraints in schooling.

This learning resource hopes to engage the learners into guided and independent
learning activities at their own pace and time. Furthermore, this also aims to help
learners acquire the needed 21st century skills while taking into consideration their
needs and circumstances.

In addition to the material in the main text, you will also see this box in the body of
the module:

Notes to the Teacher

This contains helpful tips or strategies that
will help you in guiding the learners.

As a facilitator you are expected to orient the learners on how to use this module.
You also need to keep track of the learners' progress while allowing them to manage
their own learning. Furthermore, you are expected to encourage and assist the
learners as they do the tasks included in the module.
For the learner:

Welcome to the Organization and Management Grade 11 Alternative Delivery Mode

(ADM) Module on The concept and nature of staffing!

The hand is one of the most symbolized part of the human body. It is often used to
depict skill, action and purpose. Through our hands we may learn, create and
accomplish. Hence, the hand in this learning resource signifies that you as a learner
is capable and empowered to successfully achieve the relevant competencies and
skills at your own pace and time. Your academic success lies in your own hands!

This module was designed to provide you with fun and meaningful opportunities for
guided and independent learning at your own pace and time. You will be enabled to
process the contents of the learning resource while being an active learner.

This module has the following parts and corresponding icons:

What I Need to Know This will give you an idea of the skills or
competencies you are expected to learn in the
module.

What I Know This part includes an activity that aims to

check what you already know about the
lesson to take. If you get all the answers
correct (100%), you may decide to skip this
module.

What’s In This is a brief drill or review to help you link

the current lesson with the previous one.

What’s New In this portion, the new lesson will be

introduced to you in various ways such as a
story, a song, a poem, a problem opener, an
activity or a situation.

What is It This section provides a brief discussion of the

lesson. This aims to help you discover and
understand new concepts and skills.

What’s More This comprises activities for independent

practice to solidify your understanding and
skills of the topic. You may check the
answers to the exercises using the Answer
Key at the end of the module.

What I Have Learned This includes questions or blank

sentence/paragraph to be filled in to process
what you learned from the lesson.

What I Can Do This section provides an activity which will

help you transfer your new knowledge or skill
into real life situations or concerns.
 Assessment This is a task which aims to evaluate your
level of mastery in achieving the learning
competency.

Additional Activities In this portion, another activity will be given

to you to enrich your knowledge or skill of the
lesson learned. This also tends retention of
learned concepts.

Answer Key This contains answers to all activities in the

module.

At the end of this module you will also find:

References This is a list of all sources used in developing

this module.

The following are some reminders in using this module:

1. Use the module with care. Do not put unnecessary mark/s on any part of the
module. Use a separate sheet of paper in answering the exercises.
2. Don’t forget to answer What I Know before moving on to the other activities
included in the module.
3. Read the instruction carefully before doing each task.
4. Observe honesty and integrity in doing the tasks and checking your answers.
5. Finish the task at hand before proceeding to the next.
6. Return this module to your teacher/facilitator once you are through with it.
If you encounter any difficulty in answering the tasks in this module, do not
hesitate to consult your teacher or facilitator. Always bear in mind that you are
not alone.

We hope that through this material, you will experience meaningful learning and
gain deep understanding of the relevant competencies. You can do it!
 What I Need to Know

This module is designed and created to help you understand the different
organizational design, training programs and steps in the recruitment process.

At the end of this module, you will be able to:

1. Discuss the different organizational design;

2. Recognize the different training programs; and

3. Explain the steps in the recruitment and selection process.

 What I Know

Read the statement below. Analyze the situation and underline the words or
phrase that you think can identify themselves to the organization.

Anna is a simple girl who dreams of becoming a Human Resource Officer

someday. She wants to be with people handling, leading, understanding them. She
is interested on managing others, and she knew ABM strand would help her achieved
her goal it will be the stepping stone and a door that will open lots of opportunity for
her.

She is always driven to study because she wants to give her family a better
life and a better future, she also wanted to know the nature of staffing, the external
and internal forces that can affect the decision and needs of the Human Resource
Officer. She has an interest in different and organization and wanted to understand
the difference between formal organization and informal organization.

Every day, when she goes to school, she walks at the street where ABC
Corporation building located, her eyes are glued for 2-3 minutes, she dreams that
she is standing in front of the building as a Human Resource Officer. It’s her
motivation for going and striving hard.

When she is at home, she read a lot about management or she will open her
laptop and search for staffing, recruitment and selection. She always looks forward
for her dreams, with passion and commitment she strives and study at her best
believing one day all her dream will come true, she knows the fruitful success are
always muddy and hard at the beginning.
 Lesson
Definition and Nature of
1 Staffing.

Staffing, according to Dyck and Neubert (202), is the Human Resource

function of identifying, attracting, hiring and retaining people with necessary
qualifications to fill the responsibilities of current and future jobs in the organization.
The number of managerial personnel or non-managerial human resources needed
by an organization depends upon the size and complexity of its operations, its plan
for branching out or increasing products and turnover rates of both types of human
resources, among others. Besides considering their number, the qualifications for
the individual positions must be identified, so that the best-suited individuals for the
job positions may be selected for hiring.

THE MANAGEMENT AND NON-MANAGERIAL HUMAN RESOURCES INVENTORY

Awareness of the management potential within an organization can be

accomplished with the use of an inventory chart, also called management
succession/replacement chart. This chart is similar to the general organization chart
used by the company but limited to managerial positions and the names of potential
successors (promotable, satisfactory but not promotable, dismissed etc.)
Recruitment by external means may follow if there are no qualified successors.

The need for non-managerial human resources may be ascertained by the use
of a general organization chart to identify vacant job positions that need to be filled
or by direct reports from department/unit heads or supervisors. Mangers need not
make detailed succession planning, as these job positions are less sensitive.
Suggestion for internal replacements or successors for vacant non-managerial
positions are usually done as the need arises. External recruitment also follows if
no one within the organization is fitted for the job position that was declared vacant.

Staffing has two main components: recruitment and selection. The process of
identifying and attracting the people with the necessary qualifications is called
recruitment while selection is choosing who to hire. Staffing steps include: 1.) the
identifying of job vacancies, job requirements, as well as work force requirements;
2.) checking internal environment of the organization for human resources; 3.)
external recruiting; 4.) selecting those with essential qualifications for the job
opening; 5.) placing the selected applicant; 6.) promoting; 7.) evaluating performance;
8.) planning of employee’s career; 9.) training of human resources; and 10.)
compensating human resources.
 EXTERNAL AND INTERNAL FORCES AFFECTING PRESENT AND
FUTURE NEEDS FOR HUMAN RESOURCES.

Present and future needs for managers and other human resources are
affected by both external and internal forces. External forces include economic,
technological, social, political and legal factors. For example, economic progress in a
particular country may bring about increased needs and wants among people,
resulting, in turn, in increased demand for certain products, followed by the
expansion of the company and its workforce, as well as increase or a decrease in
demand for managers and other human resources.

The firm’s goal and objectives, technology, the types of work that have to be
done, salary scales and the kinds of people employed by the company are among the
internal factors or forces that affect staffing. For example: salary scales offered by a
company may not be high enough to attract personnel who are really qualified for
the job. Also, this may encourage fast managerial and labor turnover.

RECRUITMENT

In the event of a job opening, administrators must be careful when recruiting

and choosing who to bring into the organization. They must see to it that their new
recruit processes the knowledge and skills needed to be successful in helping their
company achieve their set goals and objectives and the he/she is suited for the job
position and the job design.

Recruitment may either be external or internal. In external recruitment,

outside sources are considered in the process of locating potential individuals who
might want to join the organization and encouraging them to apply for actual or
anticipated job vacancies. Unsolicited applications and referrals from employment
agencies and schools are examples of sources outside the company from which
management could select and applicant who best fits the job opening.

In internal recruitment, filling job vacancies can be done through promotions

or transfer of employees who are already part of the organization. In other words,
recruitment is within the organization.

METHODS OF EXTERNAL AND INTERNAL RECRUITMENT

External recruitment methods include:

Advertisements – though websites, newspapers, trade journals, radio, television,

billboards, posters and e-mails among others.
Unsolicited applications – received by employers from individuals who may or may
not be qualified for the job openings.

Internet recruiting – independent job boards on the Web commonly used by job
seekers and recruiters to gather and disseminate job opening information.

Employee referrals – are recommendations from the organization’s present

employees who usually refer friends and relatives who they think are qualified for
the job.

Executive search firms – also known as “head hunters” help employers find the
right person for a job. Such firms seek out candidates with qualifications that match
the requirements of the job openings that their client company hopes to fill.

Educational institutions – good sources of young applicants or new graduates who

have formal training but with very little work experience. For technical and
managerial positions, schools may refer some of their alumni who may have the
necessary qualifications needed for the said job positions.

Professional associations – may offer placement services to their members who seek
employment. Employers may make use of the listings that they publish in their
journals regarding members who are available for possible recruitment or hiring.

Labor unions- possible sources of applicants for blue-collar and professional job
jobs.

Public and private employment agencies – may also be good sources of applicants
for different types of job vacancies for they usually offer free service while private
one’s charge fees from both the job applicant and the employers soliciting referrals
from them.

As mentioned earlier, internal recruitment is done within the organizations. Most

managers prefer to follow a policy of filling job openings through promotions and
transfer. In this way, they lessen the chances of losing the organization’s top
performers. Recruitments may be done by using company bulletin boards, company
newsletters and recommendations from department or unit heads, among others.

Both external and internal recruitment have their own advantages and
disadvantages.
 EXTERNAL RECRUITMENT ADVANTAGES

1. Advertising and recruiting through the Internet reach a larger number of possible
applicants, thus, increasing the possibility of being able to recruit applicants suited
for the job.

2. Applicants who submit applications and resumes through their own initiative are
believed to be better potential employees because they are serious about getting the
job.

3. Employee referrals from outside sources are believed to be high quality applicants
because employees are generally hesitant to recommend persons who are not
qualified for job openings.

4. Executive search firms usually refer highly qualified applicants from outside
sources because they make an effort to check applicants’ qualifications before
recommending them to client firms who pay for their services.

5. Educational institutions know the capabilities and qualifications of their

graduates, hence, increasing the chances of their ability to refer qualified applicants
to potential employers.

EXTERNAL RECRUITMENT DISADVANTAGES

1. The cost and time required by external recruitment are the typical disadvantages
of suing this recruitment method. Advertising job openings and the orientation and
training of newly hired employees from outside sources, as well as sorting out large
volumes of solicited or unsolicited job applications present challenges in budgeting
time and money.

2. Another disadvantage of external recruitment is the possibility of practicing bias

or entertaining self-serving motives in the referral of friends and relatives by current
employees and in the recommendation of private employment agencies of job
applicants.

INTERNAL RECRUITMENT ADVANTAGES

1. Less expenses are required for internal recruitment advertising; newsletters,

bulletin boards, and other forms of internal communication may disseminate
information to current employees interested to apply for job openings within the
company.
2. Training and orientation of newly promoted or transferred current employees are
less expensive and do not take too much time since they are already familiar with
company policies.

3. The process of recruitment and selection is faster because the candidate for
transfer or promotion is already part of the organization.

INTERNAL RECRUITMENT DISADVANTAGES

1. The number of applicants to choose from is limited.

2. Favoritism may influence a manager to recommend a current employee for

promotion to a higher position.

3. It may result in jealousy among other employees who were not considered for the
position. Some may also accuse the management of bias for choosing an employee
who is perceived to be less qualified for the job opening.

SELECTION

In many companies, selection is continuous because of fast turnover,

resulting in vacancies that have to be filled. Another reason for this is the review of
applicants on the waiting list. The selection process typically includes the following
steps.

1. Establishing the selection criteria – Selecting human resources in an organization

requires understanding of the nature and purpose of the job position which has to
be filled. Job design must be based on the objective analysis of position requirements
and must meet both organizational and individual needs. Skills must also be
considered depending on the job position and its position in the organizational
hierarchy.

2. Requesting applicants to complete the application form – Application forms must

be completed because these provide the needed information about the applicant.
Management will find it easier to decide whether an applicant meets the minimum
requirements for experience, education, etc., if the application forms are accurately
filled out by the applicant.

3. Screening by listing applicants who seem to meet the set criteria – This involves
the preparation of a shortlist of applicants who meet the minimum requirements of
the job position to be filled. It is done to avoid wasting of time by conducting
interviews who do not meet the set criteria for the job opening.
4. Screening interview to identify more promising applicants – Here, a shortlist of
applicants is prepared. Included in the list are applicants who will be asked to
undergo formal interview by the supervisor/manager; applicants who are deemed to
be most fitted for the job opening to this shorter list.

5. Interview by the supervisor/manager or panel interviewers –Through formal

interview of the most promising applicants, other characteristics of the applicants
may be revealed or observed by the supervisor/manager or panel interviews. Such
characteristics include the applicant’s self-confidence, positive or negative self-
esteem, honesty, ability to relate well with others, and positive or negative life
experiences which may affect his or her job performance, among others, Interviewers
must have trained so that they will know what to look for.

6. Verifying information provided by the applicant – To make sure that the applicant
has not given false information about himself or herself, verification is necessary.
Background checking must also be done to avoid the hiring of applicants with
criminal record and to ascertain that he or she has good moral character.

7. Requesting the applicant to undergo psychological and physical examination –

Having a healthy mind and a healthy body is important for good job performance.
Hence, applicants must be requested to undergo psychological and physical
examinations prior to hiring.

8. Informing the applicant that he or she has been chosen for the position applied
for – Informing the applicant may be done verbally or in writing by the managers who
give the final decision regarding the company’s rules and regulations for hiring an
applicant must be given in this step.

Interviews are important in determining the qualifications of an applicant and

gauging his or her ability to perform a job. Interviews may come in different forms.

TYPES OF JOB INTERVIEWS

Structured Interview – the interviewer asks the applicant to answer a set of

prepared questions –situational, job knowledge, job simulation, and worker
requirements questions

Unstructured Interview – The interviewer has no interview guide and may ask
questions freely.

One-on-one interview- one interviewer is assigned to interview the applicant.

Panel interview – several interviewers or a panel interviewer may conduct the

interview of applicants; three to five interviewers take turns in asking questions.
Similarly, there are different kinds of employment tests administered to measure or
test and applicant’s specific skill of capacity.

Types of employment test are 1. intelligence test, 2. proficiency and aptitude tests,
3. personality tests, 4. vocational tests.

What’s In

Write the letter of the correct answer for each item.

1. It is a type of interview that the interviewer asks the applicant to answer a set of
prepared set of questions.

a. Unstructured interview

b. Panel interview
c. Structured interview

d. One-on-one interview

2. It is the process of choosing individuals who have the required qualifications to

fill present and expected job openings.

a. interview

b. selection
c. need

d. want

3. Refers to filling in all organizational job positions

a. staffing

b. recruitment

c. hiring
d. leading

4. Refers to recruitment from outside sources

a. internal recruitment
b. external recruitment

c. staffing

d. recruitment
5. It is an external recruitment method that received by employers from individuals
who may or may not be qualified for the job openings.
a. internet recruiting

b. unsolicited applications

c. advertisements
d. labor union

Notes to the Teacher

This module will prepare the learners to analyze diagrams in

explaining how materials cycles in the environment.

What’s New

Write T if the statement is true and F if the statement is false.

_________1. Executive search firm also known as “head hunter;” help employers find
the right person for a job.

_________2. Labor unions are possible sources of applicants for blue-collar and
professional jobs.
_________3. External recruitment refers to recruitment from outside sources.

_________4. Selection is the determining of an applicant’s qualifications in order to

gauge his or her ability to do the job.
_________5. Interview is the process of choosing individuals who have the required
qualifications to fill present and expected job openings.
E

What is It
SELECTION – is the process of choosing individuals who have the required
qualifications to fill present and expected job openings.

INTERVIEW – the determining of an applicant’s qualifications in order to gauge his

or her ability to do the job.

EXTERNAL RECRUITMENT- refers to recruitment done from outside sources.

INTERNAL RECRUITMENT – refers to recruitment done within the organization.

RECRUITMENT – a set of activities designed to attract qualified applicants for job

position vacancies in an organization.

STAFFING – refers to filling in all organizational job positions.

SYSTEMS APPROACH TO STAFFING – is the step-by-step way of filling job

positions in organizations, considering variables such as numbers and kinds of
human resources needed, open managerial and nonmanagerial positions, potential
successors to open job position etc.
 What’s More

MODIFIED TRUE OR FALSE

If the statement is correct, write True. If not, underline the word which makes
the statement incorrect, then write the correct answer on the blanks provided
before each number.

1. Selection is the process of choosing individuals who have the required

qualifications to fill present and expected job openings.

2. Interviews are important in determining the qualifications of an applicant

and gauging his or her ability to perform a job.

3. Selecting human resources in an organization requires understanding of

the nature and purpose of the job position which has to be filled.

4. Unsolicited applications are through websites, newspapers, trade

journals, radio television, billboards, posters and e-mails among others.

5. Structured Interview refers to the interviewer that has no interview guide

and may ask questions freely.

What I Have Learned

FILL IN the blanks with WORDS that will complete the statements below.

In the event of a job opening, 1. must be careful when recruiting

and choosing who to bring into the organization. They must see to it that their new
recruit processes the knowledge and skills needed to be successful in helping their
company achieve their set goals and objectives and the he/she is suited for the job
position and the 2. .

Recruitment may either be 3. or 4. . In external recruitment,

outside sources are considered in the process of locating potential individuals who
might want to join the organization and encouraging them to apply for actual or
anticipated job vacancies. 5. and referrals from employment agencies
and schools are examples of sources outside the company from which management
could select and applicant who best fits the job opening.

What I Can Do

Rearrange the jumbled letters to form the correct words that fit to the meaning
of the statement for every number. Write your answer to the space provided after
each statement.

SNOITASOSIAC NALPROSSEFIO

1. May offer placement service to their members who seek employment. Employers
may make use of the listings that they publish in their journals regarding members
who are available for possible recruitment or hiring.

SMIRF HRCAES TIVEEXECG

2. Also known as “head hunters” help employers find the right person for a job.

EEYPLOME SLARRREFE

3. Are recommendations from the organization’s present employee who usually refer
friends and relatives who think they are qualified for the job.

SIONNU RLOAB

4. Possible sources of applicants for blue-collar and professional jobs.

NETNIRET CRREUIGINT

5. Independent job boards on the Web commonly used by job seekers and recruiters
to gather and disseminate job opening information.
 Assessment

IDENTIFICATION: Write the correct answer on the space provided before the number.

___________1. Selecting human resources in an organization requires understanding

of the nature and purpose of the job position which has to be filled. Job design must
be based on the objective analysis of position requirements and must meet both
organizational and individual needs. Skills must also be considered depending on
the job position in the organizational hierarchy.

___________2. Application forms must be completed because these provide the

needed information about the applicant. Management will find it easier to decide
whether an applicant meets the minimum requirements for experience, education,
etc., if the application forms are accurately filled out by the applicant.
___________3. To make sure that the applicant has not given false information about
himself or herself, verification is necessary. Background checking must also be done
to avoid the hiring of applicants with criminal record and to ascertain that he or she
has good moral character.
___________4. Having a healthy mind and a healthy body is important for good job
performance. Hence, applicants must be requested to undergo psychological and
physical examination.
___________5. May also be a good sources of applicants for different type of job
vacancies for they usually offer free services while private one’s charge fees from both
the job applicant and the employers soliciting referrals from them.
___________6. Good sources of young applicants or new graduates who have formal
training but with very little work experience. For technical and managerial positions,
schools may refer some of their alumni who may have the necessary qualifications
needed for the said job positions.

___________7. It is a type of interview that the interviewer asks the applicant to

answer a set of prepared questions – situational, job knowledge, job simulation, and
worker requirement questions.

___________8. It is a type of interview that one interviewer is assigned to interview

the applicant.
___________9. It is a type of interview that several interviewers or a panel interviewer
may conduct the interview of applicants; three to five interviewers take turns in
asking questions.
___________10. The process of choosing individuals who have the required
qualifications to fill present and expected job openings.
 Additional Activities

WORD POOL Complete the statements using the correct words given in the box.
Write your answer on the blank provided for every number.

♦Advertisement
♦Internet Recruiting
♦Labor Unions
♦ Panel Interview
♦Informing the applicant that he or she has been chosen for the position applied for.
♦Requesting the applicant to undergo psychological and physical
examination.
♦Staffing
♦Interview by the supervisor/manager or panel interviewers.
♦Screening interview to identify more promising applicants.
♦Screening by listing applicants who seem to meet the criteria.

_______________1. Independent job boards on the Web commonly used by job

seekers and recruiters to gather and disseminate job opening information.

_______________2. Possible sources of applicants for blue-collar and professional

jobs.

_______________3. Through websites, newspapers, trade journals, radio television,

billboards, posters and e-mails among others.
_______________4. Several interviewers or a panel interviewer may conduct the
interview of applicants; three to five interviewer may conduct the interview of
applicants; three to five interviewers take turns in asking questions.
_______________5. These involves the preparation of a shortlist of applicants who
meet the minimum requirements of the job position to be filled. It is done to avoid
wasting of time by conducting interviews with applicants who do not meet the set
criteria for the job opening.

_______________6. Informing the applicant may be done verbally or in writing by

the managers who give the final decision regarding the applicant’s hiring.
_______________7. Having a healthy mind and a healthy body is important for good
job performance. Hence, applicants must be requested to undergo psychological
and physical performance.
_______________8. Here, a shortlist of applicants is prepared. Included in the list
are the applicants who will be asked to undergo formal interview by the
supervisor/manager; applicants who are deemed to be the most fitted for the job
opening belong to the shorter list.

_______________9. Refers to filling in all organizational job positions.

_______________10. This involves the preparation of a shortlist of applicants who

meet the minimum requirements of the job position to be filled. It is done to avoid
wasting of time by conducting interviews with applicants who do not meet the set
criteria for the job opening.
 Additional Activities

Read the questions and choose the letter of the correct answer.

1. Refers to the process of choosing individuals who have the required qualifications
to fill present and expected job openings.
a. Selection

b. Structured Interview

c. Recruitment
d. Organization

2. Refers to filling in all organizational job positions.

a. Staffing

b. System approach to staffing

c. Leadership

d. Advertisements

3. To make sure that the applicant has not given false information about himself,
herself verification is necessary. Background checking must also be done to avoid
the hiring of applicants with criminal record and to ascertain that he or she has good
moral character.

a. Establishing the selection criteria.

b. Requesting applicants to complete the application form.

c. Verifying information provided by the applicant.

d. Requesting the applicant to undergo psychological and physical
examination.

4. Here, a shortlist of applicants is prepared. Included in the list are the applicants
who will be asked to undergo formal interview by the supervisor/manager; applicants
who are deemed to be the most fitted for the job opening belong to the shorter list.
a. Informing the applicant that he or she has been chosen for the position
applied for.

b. Interview by the supervisor/manager or panel interviewers.

c. Screening interview to identify more promising applicants.
 d. Assigning responsibility.

5. Several interviewers may conduct the interview of applicants; three to five

interviewers take turns in asking question

a. Online Interview
b. One on One interview

c. Peer to peer interview

d. Panel Interview

6. Informing the applicant may be done verbally or in writing by the managers who
give the final decision regarding the applicant’s hiring.
a. Screening by listing applicants who seem to meet the criteria.

b. Requesting applicants to complete the application form.

c. Verifying information provided by the applicant.

d. Informing the applicant that he or she has been chosen for the position applied
for.

7. Possible sources of applicants for blue-collar and professional jobs.

a. Educational Institution

b. Labor Union
c. Street

d. Café

8. May offer placement services to their members who seek employment. Employers
may make use if the listings that they publish in their journals regarding members
who are available for possible recruitment or hiring.
a. Recruitment

b. Professional associations

c. Staffing
d. Interview

9. It is done within the organization. Most managers prefer to follow a policy of filling
job openings through promotions and transfer. In this way, they lessen the chances
of losing the organization’s top performers. Recruitment may be done by using
company bulletin boards, company intranet, company newsletters and
recommendations from department or unit heads, among others.
 a. Internal Recruitment

b. External Recruitment
c. Organization

d. Management

10. These are types of employment test EXCEPT.

a. Time Test

b. Intelligent Test
c. Personality Test

d. Vocational Test
What I Can Do: What I Have Learned: What’s More:
1. Professional 1. Administrators 1. TRUE
2. TRUE
Associations 2. Job design
3. TRUE
2. Executive Search 3. External
4. ADVERTISEMENT
Firms 4. Internal 5. UNSTRUCTURED
3. Employee Referrals 5. Unsolicited Approach INTERVIEW
4. Labor Unions
5. Internet Recruiting
What’s New:
1. T What In:
1. C What I Know:
2. T
3. T 2. B 1. Staffing
4. F 3. A 2. External and Internal
5. F 4. B Forces
5. C 3. Recruitment
4. Selection
Answer Key
 Additional Activity:
1. A
2. A
3. C
4. C
5. D
6. D
7. B
8. B
9. A
10. A
Assessment:
Additional Activities: 1. Establishing the selection criteria.
1. Internet recruiting 2. Requesting applicants to complete
2. Labor Unions the application form.
3. Advertisement 3. Verifying information provided by
4. Panel Interview the applicant
5. Screening by listing applicants who seem to meet the criteria 4. Requesting the applicant to
6. Informing the applicant that he or she has been for the undergo psychological and physical
position applied for. exam.
7. Requesting the applicant that he or she has been chosen for 5. Public and private employment
the position applied for. agencies.
8. Screening interview to identify more promising applicants. 6. Educational Institutions
9. Staffing 7. Structured interview
10. Screening by listing applicants who seem to meet the criteria. 8. One-on-one interview
9. Panel interview
10. Selection
References
DepEd (2016). Kto12 MELC. Organization and Management

For inquiries or feedback, please write or call:

Department of Education – Region III,

Schools Division of Bataan - Curriculum Implementation Division
Learning Resources Management and Development Section (LRMDS)

Provincial Capitol Compound, Balanga City, Bataan

Telefax: (047) 237-2102

Email Address: bataan@deped.gov.ph