Republic of the Philippines

Department of Education
Region I
SCHOOLS DIVISION OF ILOCOS NORTE

ORGANIZATION
AND MANAGEMENT
Quarter II - Module 5:
Recruitment, Selection and
Training Process

MELC: Discuss the concept and nature of staffing

(ABM_AOM11-IIa-b-20)
MELC: Analyze the process of recruiting, selecting and
training employees (ABM_AOM11-IIa-b-21-22)
MELC: Examine the functions and importance of
compensation, wages and performance evaluation,
appraisal, reward system, employee relations and
movement (ABM_AOM11-IIa-b-23-25)

Prepared by:

JEFFERSON V. BALOALOA
SHS Teacher I
Lanao National High School
Organization and Management - Grade 11
Alternative Delivery Mode
Quarter 2 – Module 5: Recruitment, Selection and Training Process
First Edition, 2020

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

Development Team of the Module

Author: Jefferson V. Baloaloa
Editors:
Reviewer:
Layout Artist/ Illustrator:
Management Team:
Joann A. Corpuz

Joye D. Madalipay

Arnel S. Bandiola

Jenetrix T. Tumaneng

Name of EPS In Charge: Archie Mateo Llaguno

Name of PSDS In Charge

Printed in the Philippines by: _____________________________________________

Schools Division of Ilocos Norte

Office Address: Brgy. 7B, Giron Street, Laoag City, Ilocos Norte
Telefax: (077) 771-0960
E-mail Address: ilocos.norte@deped.gov.ph
 11

ORGANIZATION
AND MANAGEMENT
Quarter II – Module 5:
Recruitment, Selection
and Training Process

3
Introductory Message
For the facilitator:

Welcome to the Organization and Management 11 Alternative Delivery Mode

(ADM) Module on Recruitment, Selection and Training Process!

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:

Note 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 Alternative Delivery Mode

(ADM) Module on Organization Structures!

The hand is one of the most symbolized parts 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.

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This module has the following parts with their 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
correctly, 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 strengthen your understanding
and skills of the topic. You may check the
answers in the exercises using the Answer
Key at the end of the module.

What I Have Learned This includes questions or open-ended

statements 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.

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 develops retention
of learned concepts.

Answer Key This contains answers to all activities in the

module.

2
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!

3
 What I Need to Know

This module was designed and written with you in mind. It was
specifically developed and designed to provide you fun and meaningful
learning experience, with your own time and pace. This module shall serve to
give you a more in-depth knowledge about the process of recruiting, selecting,
and training employees and the important terms that may be associated with
it. The scope of this module permits it to be used in many different learning
situations. The lessons are arranged to follow the standard sequence of the
course.

The module is divided into 2 lessons, namely:

• Lesson 1 – Concept and Nature of Staffing
• Lesson 2 – Recruiting, Selecting and Training Process
• Lesson 3 - Compensation, Wages and Performance Evaluation,
Appraisal, Reward System, Employee Relations and Movement

After going through this module, you are expected to:

• Discuss the concept and nature of staffing (ABM_AOM11-IIa-b-20)
• Analyze the process of recruiting, selecting and training employees
(ABM_AOM11-IIa-b-21-22)
• Examine the functions and importance of compensation, wages and
performance evaluation, appraisal, reward system, employee relations
and movement (ABM_AOM11-IIa-b-23-25)

4
 Lesson
Concept and Nature
1 of Staffing

What’s In

Managers often consider human resources as their organization’s most

important resource. Very few administrators would argue with the fact that
human resources are very important for the efficient and effective operation
of a company. To emphasize their importance, human resources are also
called human capital, intellectual assets, or management or company talents.
These terms imply that human resources are the drivers of the organization’s
performance; hence, staffing is crucial function of managers. In this module,
we define the concept of staffing and discuss the various process involved in
systematic staffing.

What is It

Definition and Nature of Staffing

Staffing according to Dyck and Neubert (2012), is the Human Resource

function of identifying, attracting, hiring, and retaining people with the
necessary qualification to fill responsibilities of current and future jobs in the
organization. The number of managerial personnel or upon the size and
complexity of its operations, its plans for branching out of 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.

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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.
Staffing has two main components: recruitment and selection, along
with training and development and performance appraisal. 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 position 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.
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.

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 Lesson
Recruiting, Selecting
2 and Training Process

What’s In

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 possesses the knowledge and skills needed to be
successful in helping their company achieve their set goals and objectives and
that he/she is suited for the job position and the job design.

In this module, we will discuss the recruitment, selection and training

process.

What’s New

Recruitment

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 an 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.

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Methods of External and Internal Recruitment

External recruitment methods include:

Advertisements - through 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”; employers

find the right person for a job. Such firms seek our candidates with
qualifications that match the requirements of the job openings that their new
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 need 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 jobs.

Public and private employment agencies – may also be good sources

of applicants for different types of job vacancies for they usually offer free
services while private one charge fees from both the job applicant and the
employers soliciting referrals from them.

As mentioned earlier, internal recruitment 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.

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 Both external and internal recruitment have their own advantages and
disadvantages.

What is It

Selection

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

resulting in vacancies that have to 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

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.

2. Requesting applicants to complete the application form.

Application forms must be completed because the 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 with applicants 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 the most fitted
for the job opening belong 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/managers or panel interviewers. Such characteristics
include the applicants’ self-confidence, positive or negative self-esteem,
honesty, ability to relate well with others, and positive or negative life

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 experiences which may affect his or her job performance, among others.
Interviewers must be 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.

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
applicant’s hiring. Final instructions regarding the company’s rules and
regulations for hiring an applicant must be given in this step.

Types of Job Interviews

Structured interview – the interviewer asks the applicant to answer a

set of prepared questions – situational, job knowledge, job situation, and
worker requirement questions.

Unstructured interview – the interviewer has no interview guide and

may ask question freely.

One-on-one interview – one interviewer is assigned to interview the

applicant.

Panel interview – several interviewers or a panel interviewer 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 an applicant’s skill or capacity.

Types of Employment Tests

Intelligence test – designed to measure the applicant’s mental

capacity; tests his or her cognitive capacity, speed of thinking, and ability to
see relationships in problematic situations.

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 Proficiency and aptitude tests – test his or her present skills and
potential for learning other skills.

Personality tests – designed to reveal the applicant’s personal

characteristics and ability to relate with others.

Vocational tests – tests that show the occupation best suited to an

applicant.

Limitation of the Selection Process

In reality, there is no one perfect way to select a firm’s human resources.

Predicting performance is difficult as there is a difference between what
individuals can do at present and what they will do in the future. This is
because a person’s needs and wants change, and so do an organization’s
climate and environment. The fact that many selection approaches and tests
have been devised is enough proof that management experts are still in search
of what could be done to improve the present selection process.

What’s More

Training and Development

Both training and development are essential to achieve success in

today’s organizations. In order to have an edge over their rival organizations,
managers must see to it that their human resources have the necessary
knowledge and expertise; training and development work toward this end by
providing continuous learning activities and opportunities. The typical scope
of training covers the following procedures:

1. Conducting the Training Needs Assessment

Training needs assessment must be done systematically in order to

ascertain if there really is a need for training. Managers must first try to
observe the business condition and the economic, strategic, and technological
changes that are happening in the organization’s environment before
proceeding to the analyses of the organization, tasks, and persons, as all these
are determinants of training types required for the maintenance of the firm’s
stability.
Examples of organization analyses include the analyses of effects of
downsizing, branching out, conflicts with rival companies, and others that
may require training or retraining of employees.

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2. Designing the Training Program

This phase involves stating the instructional objectives that describe

the knowledge, skills, and attitudes that have to be acquired or enhanced to
be able to perform well. In short, these are performance-centered objectives
that must be aligned with the firm’s objectives. Another thing to be considered
is trainee readiness and motivation. This refers to the trainee’s background
knowledge and experience, so that the training to be given to them will not go
to waste.

3. Implementing the Training Program

Various types of training program implementation include: on-the-job

training, apprenticeship training, classroom instruction, audio-visual
method, simulation method, and e-learning.

4. Evaluating the Training

The positive effects of the training program may be seen by assessing

the participants’ reactions, their acquired learnings, and their behavior after
completing the said training. The effects of training may also be reflected by
measuring the return on investment (ROI) or through the benefits reaped by
the organization, which were about by their training investment.

Employee Development

Developing employees is a part of an organization’s career management

program and its goal is to match the individual’s development needs with
the needs of the organization. The individual employee must know himself
or herself well, identify his or her own knowledge, skills, abilities, values, and
interests, so that he or she could also identify the career pathway that he or
she would like to take.

Although he or she is encouraged to take responsibility for his or her

own career, the organization must, at regular intervals, provide him or her
with the results of his or her performance evaluations and the organization’s
plans or direction that may be related to his or her own career plans. This
scheme establishes a favorable career development climate for him or her,
which may lead, ultimately, to the blending of his/her career development
goals with organizational goals.

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 Compensation, Wages and
Lesson Performance Evaluation,
3 Appraisal, Reward System,
Employee Relations and
Movement

What’s In

Compensation/wages and performance evaluation are related to each

other because the employees’ excellent or poor performance also determines
the compensation given to them, after considering other internal and external
factors like the actual worth of the job, compensation strategy of the
organization, conditions of the labor market, cost of living, and area wage
rates among others.

Compensation may come in different forms. It may be direct, indirect,

or nonfinancial.

Types of Compensation

Direct compensation - includes workers’ salaries, incentive pays,

bonuses, and commissions.

Indirect compensation – includes benefits given by employers other

than financial remunerations; for example: travel, education and health
benefits, and others.

Nonfinancial compensation – includes recognition programs, being

assigned to do rewarding jobs, or enjoying management support, ideal work
environment, and convenient work hours.

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Bases for Compensation

Employees may be compensated based on the following:

Piecework basis – when pay is computed according to the number of

unites produced.

Hourly basis – when pay is computed according to the number of work

hours rendered.

Daily basis – when pay is computed according to the number of work

days rendered.

Weekly basis – when pay is computed according to the number of work

weeks rendered.

Monthly basis – when pay is computed according to the number of

work months rendered.

Compensation rates are influenced by internal and external factors.

Among the internal factors are the organization’s compensation policies, the
importance of the job, the employees’ qualifications in meeting the job
requirements, and the employer’s financial stability.

External factors, on the other hand include local and global market
conditions, labor supply, area/regional wage rates, cost of living, collective
bargaining agreements, and national and international laws, among others.

Purposes of Performance Evaluation: Administrative and Developmental

Improving individual job performance through performance evaluation

is just one of the reasons why employees are subjected to assessments on
continuous basis. There are other purposes behind employee assessment that
are beneficial to the company and employees:

Administrative Purposes – These are fulfilled through

appraisal/evaluation programs that provide information that may be used as
basis for compensation decisions, promotions, transfers, and terminations.

Development Purposes – These are fulfilled through

appraisal/evaluation programs that provide information about employees’
performance and their strengths and weaknesses that may be used as basis
for identifying their training and development needs.

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Performance Appraisal Methods

Methods of evaluating workers gave undergone development in order to

adapt new legal employment requirements and technical changes. Some
appraisal methods used today are the following:

Trait methods – performance evaluation method designed to find out

if the employee posses important work characteristics such as
conscientiousness, creativity, emotional stability, and others.

Graphic rating scales – performance appraisal method where each

characteristic to be evaluated is represented by a scale on which evaluator or
rater indicates the degree to which an employee possess that characteristics.

Forced-choice method – performance evaluation that requires the

rater to choose from two statements purposely designed to distinguish
between positive or negative performance; example: works seriously – works
fast; shows leadership – has initiative.

Behaviorally anchored rating scale (BARS) – a behavioral approach

to performance appraisal that includes five to ten vertical scales, one for each
important strategy for doing the job and numbered according to its
importance.

Behavior observation scale (BOS) – a behavioral approach to

performance appraisal that measures the frequency of observed behavior.

What’s New

Reward System

Organization offer competitive rewards systems to attract

knowledgeable and skilled people and to keep them motivated and satisfied
once they are employed in their firm. Further, rewards promote personal
growth and development and present fast employee turnover. Management
offers different types of rewards:

Monetary Rewards - rewards which pertain to money, finance, or

currency.

a. Pay/salary – financial remuneration given in exchange for work

performance that will help the organization attain its goals; examples:
weekly, monthly, or hourly pay, piecework compensation, etc.

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 b. Benefits – Indirect forms of compensation given to employees/workers
for the purpose of improving the quality of their work and personal lives;
health care benefits, retirement benefits, educational benefits, and
others are example of these.

c. Incentives – Rewards that are based upon a pay-for-performance

philosophy; it establishes a baseline performance level that employees
or groups of employees must reach in order to be given such reward or
payment; examples: bonuses, merit pay, sales incentives, etc.

d. Executive pay – A compensation package for executives or

organizations which consists of five components: basic salary, bonuses,
stock plans, benefits and perquisites.

e. Stock options – Are plans that grant employees the right to buy a
specific number of shares of the organization’s stock at a guaranteed
price during a selected period of time.

Nonmonetary Rewards – rewards which do not pertain to money,

finance, or currency; refer to intrinsic rewards that are self-granted and which
have positive psychological effect on the employee who receives them.

a. Award – nonmonetary reward that may be given to individual

employees or groups/teams for meritorious service or outstanding
performance; trophies, medals, or certificates of recognition may be
given instead of cash or extrinsic rewards.

b. Praise – A form of nonmonetary, intrinsic reward given by superiors to

their subordinates when they express oral or verbal appreciation for
excellent job performance.

Employee Relations

Employee relations applies to all phases of work activities in

organizations, and managers, to be effective must be able to encourage good
employee relations among all human resources under his or her care.
Employees/workers are social beings who need connections or relations with
other beings – other employees/workers – who are capable of giving them
social support as they carry out their tasks in organization where all of them
belong.

Effective Employer Relations and Social Support

Social support is the sum total of perceived assistance or benefits that

may result from effective social employee relationships. The quantity and

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quality of an employee’s relationship with others determine social support
(esteem support, informational support, or financial support). In short, social
support and effective employee relations must always go together like “a horse
and carriage”, where one would be useless without the other. Therefore,
without social support, effective employee relations is not possible; and
without effective social employee relationships, social support, likewise, is not
possible.

Below are some barriers to good employee relations:

• Anti-social personality; refusal to share more about oneself to co-

employees
• Lack of trust in others
• Selfish attitude
• Lack of good self-esteem
• Communication problems
• Lack of cooperation
• Cultural/subcultural differences
• Lack of concern for others’ welfare

Here are some ways to overcome barriers to good employee relations:

• Develop a healthy personality to overcome negative attitudes and
behavior
• Find time to socialize with coworkers
• Overcome tendencies of being too dependent on electronic gadgets
• Develop good communication skills and be open to others’ opinions
• Minimize cultural/subcultural tension

According to a study on employee published on Gallup.com, there are

three types of employees. These are the following:

Engaged – employees who work with passion and feel a deep connection
with their company. They drive innovation and move the organization forward.

Not Engaged – employees who are essentially “checked out”. They put
time, but not energy or passion, into their work.

Actively Disengaged – employees who are not only unhappy at work,

but also act out their unhappiness. They undermine what their engaged
coworkers accomplish.

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 What is It

Employee Movements

A labor union is a formal union of employees/workers that deals with

employers, representing workers in their pursuit of justice and fairness and
in their fight for their collective or common interests.

Employees or workers unionize because of financial needs, unfair

management practices, or social and leadership concerns.

a. Financial needs – complaints regarding wages or salaries and benefits

given to them by the management are the usual reasons why employees
join labor unions
b. Unfair management practices – perceptions of employees regarding
unfair or biased managerial actions are also reasons why they join mass
movements; examples of lack of fairness in management are favoritism
related to promotion and giving of training opportunities and exemption
from disciplinary action.
c. Social and leadership concerns – some join unions for the satisfaction
of their need for affiliation with a group and prestige associated with
coworkers’ recognition of one’s leadership qualities,

What’s More

Direction: Read the questions carefully, select the correct answer and write
it on a separate sheet of paper.

1. Training involves the following, EXCEPT:

A. sharpening of skills
B. change of attitudes
C. acquisition of knowledge
D. employers will know the applicant

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2. The JBV Group of Companies is in need of an Accountant. They preferred
to use the television in letting or attracting the interested and qualified
applicants informed about the job offer. This component of staffing is
called_____________.
A. Rewards and appraisal
B. Recruitment
C. Selection
D. Training and development

3. Benita prepared set of questions – situational, job knowledge, job

simulation and worker requirement questions for the interview she will
conduct to the applicants. Benita will be using _____________ type of
interview.
A. One-on-one
B. Panel
C. Structured
D. Unstructured

4. A test that measure factors such as dependability, carefulness,

responsibility, and honesty?
A. Integrity test
B. Knowledge test
C. Personality test
D. Simulation test

5. Mang Juan applied for a job at the nearby laundry shop as a machine
operator. To determine if he will be to hired from the pool applicants where
Mang Juan belong, this staffing function should be done.
A. Job specification
B. Performance appraisal
C. Recruitment
D. Selection

What I have learned

Direction: Fill in the blanks to complete the sentences below.

(1)___________ refers to the filling in all organizational job positions.

There are five activities involve in staffing. They are (2) __________, (3)
____________, (4) __________, (5) __________ and reward system design. Sources
of recruitment can be from internal or (6) __________. To select the applicant
that best fit the job, he or she should undergo the selection process, and

19
interview is one of them. Interview can be done through one-on-one or (7)
__________. After the applicant is hired, he/she goes through a procedure that
provides new employees with basic background information about the
enterprise called (8) __________. To continuously improve the performance of
the workforce, the company should design (9) __________ and (10) __________
that fits the needs of each of the employees.

What I can do

Direction: Do the following tasks and provide what is required.

1. Browse through the classified ads section of any newspaper or any printed
materials with job advertisements. Choose an advertisement that caught your
attention. Cut and paste it in a sheet of paper.

2. Search for the hardest question that can be asked in an interview and
answer it on your own.

3. Interview one employee you know regarding his or her work values. After
which, answer this question: Will you be able to have a good employee relation
with him or her if he or she becomes your officemate in the future. Explain
your answer.

4. Research on the employee benefits of the two companies you want to work
with in the future. If given the chance to be recruited by Company A or
Company B, which company would you prefer? Explain your choice.

Assessment

Direction: Identify the following statements below. Write your answer in the
space provided before the number.

1. A form of nonmonetary reward, intrinsic reward given by superiors to

their subordinates as appreciation for excellent job performance.
2. A formal union of employees that represent the workers in pursuit of
fairness and justice.
3. These are employees who are usually ‘checked out’ because they put
time but no passion into their work.

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 4. A performance evaluation method designed to know if the employees
possesses important work characteristics such as creativity and
emotional stability.
5. It includes all forms of pay given by employers to their employees for
the performance of their jobs.
6. It refers to the learning given by organizations to its employees in
improving the job-related skills.
7. A type of employment test designed to reveal the applicant’s personal
characteristics and ability to relate with others.
8. The process of choosing individuals who have the required
qualifications to fill present and expected job openings.
9. A set of activities designed to attract qualified applicants for job position
vacancies in an organization.
10. A management function of identifying, attracting, hiring and retaining
people with the necessary qualifications in the organization.

Additional Activities

Directions: Match Column A with Column B. Write the letter only on a

separate sheet of paper.

A B
1. This staffing activity provides new employees with A. Training and
basic background information about the B. development
enterprise.
2. In this staffing activity, the new hire is tasked to C. Job
learn a job by actually doing it. orientation
3. The staffing function where a pool of job applicants D. On-the-job
is developed. training
4. This staffing function determines where decision is E. Selection
made on who to hire from the pool.
5. This staffing function involves the design and F. Recruitment
operationalization of continuous workforce
improvement.

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 Answer Key

What’s More

1. D
2. B
3. C
4. C
5. A

What I have Learned

1. Staffing
2. Recruitment
3. Selection
4. Training and development
5. Performance appraisal
6. External Panel
7. Panel
8. Job orientation
9. Training
10. Development

What I Can Do

This vary. A point will be given for every correct answer.

Assessment

1. Praise
2. Labor Union
3. Not engaged
4. Trait methods
5. Compensation
6. Training
7. Personality Test
8. Selection
9. Recruitment
10. Staffing

Additional Activities

1. B
2. C
3. E
4. D
5. A

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References:
Books

1. Cabrera, Helena M. F., Altarejos, A. & Benjamin, R. (2016).

Organization and Management. Quezon City, Philippines: Vibal Group,
Inc.

Other Sources:
1. K to 12 Senior High School ABM Specialized Subject – Organization and
Management December 2013
2. K to 12 Curriculum Implementation and Learning Management Matrix
3. Salvador, E. (2020). Module in Organization and Management.
Alternative Delivery Mode.

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For inquiries or feedback, please write or call:

Schools Division of Ilocos Norte – Curriculum Implementation Division

Learning Resource Management Section (SDOIN-CID LRMS)

Office Address: Brgy. 7B, Giron Street, Laoag City, Ilocos Norte
Telefax: (077) 771-0960
Telephone No.: (077) 770-5963, (077) 600-2605
E-mail Address: ilocos.norte@deped.gov.ph

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