DR.

VISHWANATH KARAD MIT WORLD PEACE UNIVERSITY

FACULTY OF MANAGEMENT
SCHOOL OF MANAGEMENT (PG)

CCA Parameter I: Individual Assignment

BATCH 2022-24

Title: Staffing as a management function in a business organization.

Name of Student: Rushad Balasaheb Koli

Division: 16

Course Code: -MGP6001B

Course Name: Staffing as a management function in a

business organization

Submitted to: Mrs. Sonal Athwankar

Date of Submission: 16th of October 2022

Staffing as a management function in business organization

INTRODUCTION

The act of staffing involves filling a variety of positions inside an organisation. It also involves
meeting the enterprise's demand for qualified personnel at all levels.

The process of staffing can be summed up as recruiting and training the people needed to fill the
organization's various positions. Estimating the quantity and kind of personnel needed is
involved. It include determining the type and quantity of workers needed, hiring and training
them, and maintaining and enhancing their performance and competency. Identifying, evaluating,
placing, fostering, and evaluating people at work is the process of staffing.

• Staffing Definition

The practise of selecting qualified applicants from within the organisation or business for
particular positions is known as staffing. The definition of staffing as used in management is an
operation. the meaning of staffing is an operation of recruiting the employees by evaluating their
skills, and knowledge and then offering them specific job roles accordingly. Let us find out more
about what Staffing entails along with its functions and characteristics.

 Importance of Staffing

Utilizing Technology and Other Resources Efficiently. What's the relationship between staffing
and technology? The management can ensure the proper types of individuals by carrying out the
staffing function, which is crucial to the effective exploitation of the most recent technology,
capital, material, etc.

The Inspiration of Human Resources

Individuals' behaviour inside an organisation is influenced by a number of variables, including

their socio-cultural background, needs, and educational attainment. Consequently, the human
factors

Growth of Human Capital

The needs for human capital are another aspect of staffing. Since the management must
anticipate the need for additional staff, For career advancement, it must also train and develop
the current workforce. Therefore, it has also to train and develop the existing personnel for career
advancement. This will meet the requirements of the company in the future.

Efficient Performance of Other Functions

For the efficient performance of other functions of management, staffing is key. Since,  if an
organization does not have competent personnel, then it cannot perform the functions of
management like planning, organizing, and control functions properly.

Building Higher Morale

The right type of climate should be created for the workers to contribute to the achievement of
the organizational objectives. Therefore, by performing the staffing function effectively and
efficiently, the management can describe the significance and importance that it attaches to the
personnel working in the enterprise.

 Scope and Objective

SCOPE:
The hiring process encompasses more than just the hiring of managerial people.
It addresses the process of advancing executives and paying them fairly. Additionally,
staffing is a continuous task carried out by management of both freshly founded and
operating businesses. Even in a well-established company, the staffing role involves I
executive (or marginal resource) planning, (ii) management of executive performance and
management development programmes, and (iii) executive remuneration evaluation. The
true observation of Lawrence Appley was that "...managers would be more skillful and
more competent if they were carefully chosen, precisely trained, constantly kept up to
speed in their sphere of activity, mentored in their development for the assumption of.
Even in an established enterprise staffing function includes—(i) the planning of executive
(or marginal resources); (ii) the planning and administration of executive performance
and administration of management development programs; (iii) the appraisal of executive
compensation. As Lawrence Appley rightly observed “… Managers would be more
skilled and more competent if they were carefully selected, specifically trained,
 continually kept up to date in their field of activity, guided in their development for the
assumption of greater responsibility, adequately rewarded. When once the needs of the
organization have been determined through the establishment of a rational job structure
using detailed job descriptions and analysis of facts about jobs, the staffing function
consists of locating/identifying suitable people to fit into the jobs.

Objectives:

The main goal of staffing is to make sure that the business has a skilled and
committed personnel. It must accomplish social, corporate, functional, and
individual goals. The following precise staffing objectives are based on the
aforementioned goals. Choose and appoint the appropriate person for the
position. to create a plan for the efficient use of human resources. to introduce
training, seminar, workshop, and other programmes for employee efficiency
improvement. to keep staff members' performance integrated and coordinated.
to encourage workers by offering both monetary and non-monetary rewards. to
sustain strong morale and improve interpersonal relations inside the
organisation. to guarantee that workers receive equal opportunities based on
their knowledge and expertise. to foster an atmosphere of cooperation and a
sense of community among the staff.

 3. REVIEW OF LITERATURE: -
There are many of staffing's implications just cross-level deception? Does staffing commit to
organisational effectiveness and sustained competitive advantage? This article offers an
evaluation of staffing theory, research, and practise and suggests a multilevel staffing model
that connects micro (such as personnel selection), miso (such as team staffing), and macro
(such as organisational strategy, HR practises) theory, research, and practise. The model
offers a fundamental organising framework for analysing staffing research within and across
levels and is both integrative and prescriptive. The discussion of multilevel theory is followed
by a multilevel analysis and critique of the leading staffing paradigms in the paper. It has been
demonstrated that many of the fundamental queries of concern to staffing professionals
cannot be addressed by these single-level models. In contrast, the multilevel staffing model
not only addresses these limitations but also prompts a variety of new predictions that
oftentimes run counter to prevailing wisdom. Staffing specialists are challenged to show how
our science and practice contribute to better functioning organizations.

be used to create value by

facilitating the development of
firm-specific abilities, tacit
organizational knowledge, and
social relationships. As a
result, the degree of dynamic
capability integration in an
organization’s operations has
an impact on HRIS, which
leads to a
competitive advantage (Elayan
& Sleimi, 2021). These
aspects, according to (Gao &
Gao,
2016), would lead to the
establishment of a
comprehensive system of
recruiting and selection,
as well as HR training
techniques for top-down
development systems.
Furthermore,
(Maamari & Osta, 2020)
explore the effectiveness HRIS
has on an organization. It is
established that the more
employees trust HRIS the
more effective its
implementation and
usage. Trust in the system
leads to increase employee
engagement and will be more
inclined
to be supported by HR
management. (Maamari &
Osta, 2020) use a frame and
sample in an
investigation to examine the
effect of HRIS on employees’
behavior through a sample of
an
organization that has
successfully finished
implementing HRIS. The
research indicates HRIS
encompasses new skills and
roles for HR staff as it was
evident in the sample that
HRIS is
positively correlated with job
satisfaction. Managers who
practiced management before
the
days of digital HR are now
more content with their job,
with this part of work-
monitoring on
their job, has enabled them to
be more engaged in their daily
work life, thanks to HRIS.
The purpose of this review was
to explore three main research
areas of human resource
information systems. From the
numerous studies conducted on
the implementation of human
resource information systems,
disparities in outcomes and
findings indicate the need for
additional investigation. Some
found that the implementation
of HRIS had positive
influences
on an organization (Hussain et
al., 2007), and others argued
that employees were resistant
to
change (Beulen, 2009). Whilst
some even found that HRIS
can be perceived as negative
however the way it is
communicated to employees
can have a positive effect
(Lippert &
Michael Swiercz, 2005). It is
evident in this review, that the
research found was not
consistent and therefore, future
research needs to focus on the
methods that HRIS can be
 5. References: -

1. Websites on google
 2. Articles

3. Journals

4. Research paper