STAFFING

 is a managerial function which involves training after the individuals has been selected
for a specific job function, after which, requiring them of their responsibilities.
Staff
 refer to the group of people who work in a particular organization.
 hired by the company to work under the supervision of a supervisor
 act of holding a specific position in an organization
Job Analysis
 process of collecting information and detailson a specific work, and the duties and
responsibilities of the specific work or position.
 In Job Analysis, managers will know the exact methods to be used in motivating
employees.
Job Description
 gives the “what” in a job
 summarizes the duties and responsibilities, and the qualifications of the applicant
needed for a specific job.
 Once the job analysis is done, the gathered information will be the basis in designing the
jobs.
Job Specification
 identifies “who” should qualify for the job.
 plays an important tool in specifying the qualifications that aspiring applicant must have.
 identifies the criteria for evaluating applicants during an interview

RECRUITMENT
 is the process of designating qualified applicants who apply for a position in a firm.
 process for searching potential applicants for the current and anticipated vacant
positions in the organization.
  proper allocation involves placing the employees in the right departments and making
sure they are equipped with the right skills and experience for the job.
RECRUITING
 involves the process of finding suitable employee and hiring them to join a company or a
firm with various or specific job vacancies.
Major Steps in Recruitment
1. Planning & Approval – specific questions are needed to be answered in filling vacancies in
the organization like if a position is really needed to be filled.
2. Position announcement/Job Posting – choosing between an external and internal recruitment
3. Recruitment & the strategies - Different techniques are used in recruiting applicants and
there are two sources of recruiting them:
INTERNAL HIRING
 usually involves promotion. Recruitment from within increases the general level of
morale of employees who feel that they would have avenues for promotion or transfer.
 Save recruitment, screening and selection expenses on the part of the organization.
ADVANTAGES
 Employees were motivated to work harder
 Employees were already familiar with the company’s system and culture
 Less costs in recruitment
DISADVANTAGES
 No fresh ideas if there would be no new hires.
 Over familiarization with each other may lead to internal friction.
 Not promoted employees may feel demotivated.
External Hiring
 Promotes hiring from the outside source.
 Is used when the available positions whose job specifications cannot be met by existing
personnel within the organization.
 When companies plan to expand and the existing personnel cannot be given overload
without sacrificing the quality of their work, new hires are needed.
External Sources of Recruiting Applicants
a.Newspaper Advertisement
b.Internet
c.Manpower Agency
d.Walk –Ins
e. Referrals
f. Job Fairs
g. Campus Recruitment
h. Project Basis
ADVANTAGES
 New employees may bring new ideas
 Company can choose the best candidates
 Company can provide jobs to more people
DISADVANTAGES
 More costs for the company especially in training new employees and facilitating
massive recruitment efforts.
 Choosing the best candidate will take time.
 Employees take in time in absorbing the culture of the organization. Anything that do not
agree with what they believe in might trigger friction.
SELECTION
 is done after screening and sorting out resumes of the applicants.
 scheduling and psychological testing or preliminary interview is included in this phase.
STEPS IN SELECTION PROCESS
1.Psychological Testing - some companies do preliminary screening by facilitating a
psychological test. Applicants who pass the test arequalified for preliminary interview.
3 Types of Psychological Tests Administered to the Applicants
a. IQ (Intelligence Quotient) of the Mental Ability Test
 is a test of general knowledge which consists of general questions, abstract reasoning and
numerical abilities.
b. Aptitude Test
 is the measuring of specific abilities and a test of the applicant’s partiality to succeed in a
particular field.
 Determines the specific abilities that are required in certain fields of specialization like
engineering, encoding, sales representation, among others.
c. Personality Test
  is the measuring of patterns of behavior such as cooperation, initiative, dependability, and
sociability. Comparing to mental ability tests, this test is not time--pressured, do not have
the right or wrong answers, but can detect consistency of
Screen/Interview and Background Check
 There are companies that decide to conduct preliminary interview of the applicants before
administering the psychological test. In this stage, applicants who fail to execute good
impression do not undergo the psychological testing.
TRAINING & DEVELOPMENT
 is a human resource management’s function that deals with concerned with
organizational activity that is intended for improving the job performance of all
employees in a situation inside an organization.
Training
 is defined as the process or method of providing programs that may modify, change,
increase, and improve and employee’s level of performance.
Development
 is a method that allows employees to grow by providing them opportunities to take on
bigger responsibilities in preparation for the future’s more challenging tasks.
Leading - is a complex process that involves influencing others to accomplish a mission, task, or
goal.
Leadership - is the power to lead other people. Leadership is the power or skill to motivate,
influence, and helps build confidence and support among the employees who need to achieve the
goals of the organization. It is the act of inspiring employees or subordinates to perform and be
engaged in pursuing to reach an objective or a goal.

Three representative distinctions between leadership and

management:
1. Management is scientific and more formal than leadership. It relies on the skills of planning,
controlling, and budgeting.
2. Leadership can envision what the organization can become. Leadership requires teamwork and
cooperation from a large network of people, and keeping them motivated using persuasion.
3. Managing focuses on continuous improvement of the current situation, while leadership is a
force for change that requires a group to innovate and stay away from the routine.

REMEMBER!
Effective leadership and management are both necessary requirements in the modern workplace.
Leaders must all the time be good managers. Effective leaders are also effective managers.

LEADERSHIP STYLES
The Style of Leadership - is typically the form of behavior that a leader uses to make an
influence over his employees in achieving the goals of an organization.
1. Autocratic Style. - It is the leader who makes the decision and relays them to his/her
subordinates. (Telling style)
2. Persuasive Style. - The leader also makes the decision for the group without consultation,
instead, persuades them to believe that these will make them more motivated. (Selling style)
3. Consultative Style. - The leader asks and discuss with the group members before he/she
makes decisions. The leader considers their suggestions and feelings before arriving to a final
decision. (Consulting style)
4. Democratic Style. - The leader lays down the problem to members. The decision will come
out of the discussion instead of the leader imposing his decision to the members. (Joining style)

The Leadership Use of Power and Authority

Power - is the ability to make an influence, decisions and control resources.
Authority - is the formal right to require individuals to do things or the formal right to control
resources.

Types of Power
1. Legitimate Power - is the power or the authority derived from a job or specific position in an
organization or a status held belonging to the person in that specific position.
2. Reward Power - is a leader’s control over rewards of values to the members of the group
which includes implementing salary increases and recommending promotion for qualified
employees. Sometimes, a wealthy leader is synonymous to power.
3. Coercive Power - is the influence of the leader over punishment. Punishments in the
organization may include assigning individuals to undesirable working hours, demotion, and
firing.
4. Expert Power - is a type of power that is attributed from having special skills, knowledge, or
talent. This power can be practiced even when a person does not occupy a formal leadership
position. This power is derived from a leader’s job‐‐related knowledge as perceived by group
members.
5. Referent Power - contributes to being noticed as charismatic leader, but expert power also
improves charisma. This power refers to the ability to influence based on loyalty to the leader
and the team members’ desire to satisfy that person.
6. Subordinate Power - is a type of power that limits the extent of power that can be used to
control them. Subordinate power is any type of power that employees can exercise upward in an
organization, based on justice and legal considerations.
Motivation - starts with a need. It is a force or influence that causes someone to do something.
Motivation is the condition of being eager to work. It is the external and internal factor that
stimulates desire and energy of individuals to have continuous interests and commitments to a
work, a role, or a subject, or to make an effort in achieving an objective.

Historical Perspectives on Motivation

1. The Traditional Approach ‐ Frederick W. Taylor promoted Scientific Management – the
study of relationships between people and tasks for the purpose of redesigning the work process
to increase efficiency. Taylor assumed that people work because they were motivated to earn
more money.
2. The Human Relations Approach - The human relations approach assumed that employees
want to feel they are of use to the organization, and at the same time they are important.
Employees have strong needs, and these needs are more important than money in motivating
employees.
3. Human Resource Approach - This approach assumes that people always want and most of
the time able to make contributions.

Need‐‐Based Perspective On Motivation

The basic assumption of need‐‐based theories and models is that humans are influenced and
motivated basically by inadequate in one or more important needs or basic needs.Attempts to
identify and categorize the needs that are most important to people were done by need theorists.
One of the best known theories of motivation is the hierarchy of needs theory.

The Hierarchy of Needs

Maslow’s Hierarchy of Needs was developed by Psychologist Abraham Maslow via the
influence of the human relations school, Maslow debated that humans are “wanting” animals.
Their desires are innate to satisfy a given set of needs. Maslow believed that these needs are
arranged on the basis of the hierarchy of importance, with the most basic needs found at the
bottom of the foundation.
Physiological Needs - are the basic needs such as food, clothing, and shelter.
Security Needs - are the needs to be free from threats and danger and to have a safe work
environment and job security.
Belongingness Needs/Social Needs - are the needs for affiliation, love, and belongingness.
Esteem Needs - may include the need for self‐‐worth, and self‐respect.
Self‐Actualization Needs - includes the need to maximize one’s potential.

Suggestions For Motivating Employees

1.Recognize Individual Differences. 6. Linking Rewards To Performance.

2.Match People To The Right Jobs. 7. Checking The System For Equity.

3.Use Goals. 8. Use Recognition.

4.Ensuring That Objectives Are 9. Showing Care and Concern For Your
Perceived To Be Achievable. Employees.

5.Individual Rewards. 10. Don’t Ignore Money.

CONTROLLING - is the process of determining actual performance and taking action to make
sure the desired results are being accomplished as planned and making corrective actions of any
important deviations.
An effective control system guarantees that activities are completed in ways that lead to the
attainment of the organization’s goals.
Why Is Control Important? - There is no assurance that all activities can be accomplished as
planned and that the manager’s goals can, in fact, be achieved.
Control is essential because it is the final connection in the functions of management. It is the
single approach managers need to know whether the goals of the organization are being
accomplished and, if not, the reasons why.
As the final link in management functions:
Planning - Controls allow managers to discern whether their plans and goals are on target and
what future actions do they take.
Empowering employees - Control systems supply managers with feedback and information on
the performance of employees.
Protecting the workplace - Controls promote physical security and help minimize disruptions in
the workplace

Controlling as a Process
The controlling process involves:
1. Establishing standards to measure performance
2. Measuring actual performance
3. Comparing performance with the standard
4. Taking corrective action
 Taking Managerial Action
Doing nothing” - Only if the deviation is judged to be unimportant.
Correcting actual (current) performance - To correct the problem at once, Immediate
corrective action must be done. Corrective action to locate and to correct the cause of the
problem.
Corrective Actions - modify compensation system, structure, strategy, or redesign jobs; training
programs; or fire employees
Correcting actual (current) performance -To correct the problem at once, Immediate
corrective action must be done. Corrective action to locate and to correct the cause of the
problem.
Revising the standard- Examining the standard to determine whether or not the standard is
realistic, fair, and attainable.
-keeping the validity of the standard.
-Resetting goals that were at first set too high or too low
Organizational Effectiveness - Measuring how to correct organizational goals are and how well
the organization is attaining its goals.
Systems resource model - The ability of the organization to exploit its environment in acquiring
limited and valuable resources.
The process model - The efficiency of the transformation process of an organization in
converting inputs to outputs.
The multiple constituencies model -The effectiveness of the organization in fulfilling each
constituency’s needs.