DPB10023

PRINCIPLES OF MANAGEMENT

PRESENTATION
TOPIC 7:

STAFFING
P R E PA R E D F O R : P U A N N U R I S M A H
Group Members

NAME RESGISTRATION NO.

DYLAAN RAJ A/L PEARL MAVLES ANTHONY RAJ 06DAT22F1044
DEEPAN RAJ A/L MANIRAJAH 06DAT22F1066
RHISIBUN 06DAT22F1072
MUHAMAD HAIKAL BIN MD RAPI 06DAT22F1026
MOHAMMAD DANIAL HAQIM BIN MOHD NIZAM 06DAT21F2022
Table of Contents(Based on given questions)

1. The importance of staffing for the management of the factory

2. The staffing process in the factory and select the factors did Husna attribute her
poor performance

3. To what factors did Husna’s supervisor attribute Husna’s poor performance?

4. What problems in communication do you see here regarding

staffing?

5. As the Human Resource (HR) director of the factory, explain the career development and maintaining
staff turnover in the factory and what did you do to prepare for this problem faced by Husna?
 1. The importance of staffing for the management of the
factory

1. Employee Competence and Performance

2. Job Fit and Satisfaction

3. Employee 4. Employee
Development and Engagement and
Growth Retention

5. Team
Dynamics and
Collaboration
2. The staffing process in the factory and select the factors
did Husna attribute her poor performance

HUMAN RESOURCE PLANNING

RECRUITMENT

SELECTION

EMPLOYEE ORIENTATION

TRAINING

PERFORMANCE EVALUATION

EMPLOYEE SEPERATION
2. The staffing process in the factory and select the factors
did Husna attribute her poor performance

What attributed to Husna’s poor performance:

1. Inadequate training and support:

Husna mentioned that her supervisor did not give her the time she needed for training and did
not answer her questions about the job. This lack of support and guidance likely affected her
ability to perform well in the inspection role.

2. Unpleasant supervisor:
Husna considered her supervisor to be tactless and unpleasant, which could have negatively
impacted her motivation, job satisfaction, and overall performance.
3. To what factors did Husna’s supervisor attribute Husna’s
poor performance?

• Lack of commitment:
The supervisor believed that Husna needed to give more of herself to her work. She felt
that Husna was not fully dedicated or committed to her job, which was impacting her
performance.

• Thin-skinned nature:
The supervisor mentioned that Husna needed to be less thin-skinned. This suggests that
the supervisor perceived Husna as being overly sensitive or easily affected by criticism or
feedback, which was hindering her ability to improve and excel in her role.
4. What problems in communication do you see here
regarding staffing?

1. Lack of clear communication about the inspection assignment

2. Misalignment of expectations

3. Inadequate communication and support from the supervisor

4. Failure to address concerns and provide feedback

 5. As the Human Resource (HR) director of the factory, explain the
career development and maintaining staff turnover in the factory and
what did you do to prepare for this problem faced by Husna?

• Provide financial and non-financial rewards
-financially: allowance and bonus
-Non-financial: travel ticket, car, loans
• Provide share ownership
-Profitable to the employees
• Honour employees and win their hearts
-Honour the employees who have
shown
outstanding performance.
• Place importance on employee welfare and
improve working conditions
-Improve her working conditions
-Help retain staff in the organization
• Practise good management pattern
-Revise the policies and rules
-Provide interpersonal skill training

• Create job rotation

-Avoid employees becoming bored

• Compensation
-Give skill-based pay
-Job-based pay
THANK YOU
FOR YOUR TIME