After setting up the organizational structure that has been decided to best serve

the interest of a certain firm, the next move that has to be made is to fill up the
identified positions with the most qualified persons available. Organizations are
very sensitive to whatever staffing errors are made. Placing the wrong person in a
highly specialized position like quality control, for instance, may bring untold
damages to the firm. Yet, this refers to single error only. An example of the ill-
effects of staffing errors was provided by the TV program “Brigada Siete.” The
disaster that happened in the Film Center at the Cultural Center Complex in
Manila was highlighted in the program. In November 1981, the whole sixth f loor
of the Film Center collapsed while undergoing a construction. Many workers and
an engineer died as a result. When interviewed by the TV program staff, a former
construction worker said he was hired to do masonry job when he does not have
training in masonry. Some other examples of staffing errors were provided in the
program. This type of tragedy underscores the importance of staffing in any
organization, engineering or otherwise. Effective staffing, on the other hand
places the organization on a competitive stance.
 The manager must be concerned with putting the right persons in
various positions within his area of concern. Although some of the
important aspects of staffing may be delegated to the human resource
office, the manager assumes a great responsibility in assuring that right
persons are assigned to positions that fit their qualifications. Staffing may
be defined as “the management function that determines human resource
needs, recruits, selects, trains, and develops human resources for jobs
created by an organization.” Staffing is undertaken to match people with
jobs so that realization of the organization's objectives will be facilitated
The staffing process consists of the following series of steps:
1. Human resource planning
2. Recruitment
3. Selection
4. Induction and Orientation
5. Training and Development
6. Performance appraisal
7. Employment decisions (monetary rewards, transfers, promotions and
demotions) and
8. Separation
 The planned output of any organization will require a systematic
deployment of human resource sat various levels. To be able to do this, the
manager will have to involve himself with human resource planning. This will
be done in conjunction with the efforts of the human resource officer, i.e., if
the company has one.
Human resource planning may involve three activities, as follows:
1. Forecasting – which is an assessment of future human resource needs in
relation to the current capabilities of the organization.
2. Programming – which means translating the forecasted human resource
needs to personnel objectives and goals.
3. Evaluation and Control – which refers to monitoring human resource
action plans and evaluating their success.
.
The forecasting of manpower needs maybe undertaken using any of the following
quantitative methods.

1.Time series Methods – which use historical data to develop forecasts of the future.
2.Explanatory, or casual models – which are attempts to identify the major variables
that are related to or have caused particular past conditions and then use current
measures of these variables to predict future conditions.
The three major types of explanatory models are as follows:
a. Regression models
b. Econometric models – a system of regression equations estimated from past
time-series data and used to show the effect of various independent variables on
various dependent variables.
c. Leading indicators – refers to time series that anticipate business cycle turns.
3.Monitoring methods – are those that provide early warning signals of significant
changes in established patterns and relationships so that the manager can assess the
likely impact and plan responses if required
When the different positions have been identified to be necessary and
the decision to fill them up has been made, the next logical step is
recruitment.
Recruitment refers to attracting qualified persons to apply for vacant
positions in the company so that those who are best suited to serve the
company may be selected.
When management wants to fill up certain vacancies, the following sources may betapped:
1. The organization’s current employees. Some of the organization’s current employees may
be qualified to occupy positions higher than the ones they are occupying. They should be
considered.
2. Newspaper and Advertising. There are at least three major daily newspapers distributed
throughout the Philippines. Readership is higher during Sundays.
3. Schools. These are good sources of applicants. Representatives of companies may interview
applicants inside campuses.
4. Referrals from employees. Current employees sometimes recommend relatives and
friends who may be qualified.
5. Recruitment firms. Some companies are specifically formed to assist client firms in
recruiting qualified persons. Examples of these companies are the SGV Consulting and John
Clements Consultants, Inc.
6. Competitors. These are useful sources of qualified but underutilized personnel.

- For entry-level personnel, the manager will likely rely on newspaper advertising, schools, and
referrals. When recruiting managers, the reliable sources are current employees, recruitment
firms, and competitors
 Selection refers to the act of choosing from those that are available the
individuals most likely to succeed on the job. A requisite for effective selection is the
preparation of a list indicating that an adequate pool of candidates is available.
The purpose of selection is to evaluate each candidate and to pick the most
suited forth position available.
Selection procedures may be simple or complex depending on the costs of a
wrong decision. If the management picks the wrong person and the subsequent effect
to the organization is negligible, then the selection process is simple. This is true in
the case of construction laborers where a review of their application is done. Within a
few days or even few hours, the applicants are informed of the decision.
When the position under consideration involves special skills, a more
elaborate selection process is undertaken.
Companies use any or all of the following in determining the qualifications of
candidate:
1.Application blanks. The application blank provides information about a
person's characteristics such as age, marital status, address, educational
background, experience, and special; interests. After reading the application
blank, the evaluator will have some basis on whether or not to proceed further in
evaluating the applicant.
2.References. References are those written by previous employers, co-workers ,
teachers, club officers, etc... Their statements may provide some vital information
on the character of the applicant.
3.Interviews. Information may be gathered in an interview by asking a series
of relevant questions to the job candidate.
4.Testing. This involves an evaluation of the future behavior or performance of an
individual.
1. Psychological Tests – which is “an objective, standard measure of a
sample behavior.” It is classified into:
a. Aptitude test – one used to measure a person’s capacity or potential
ability to learn.
b. Performance Test – one used to measure a person’s current knowledge of
a subject.
c. Personality Test – one used to measure personality traits as dominance,
sociability, and conformity.
d. Interest Test – one used to measure a person’s interest in various field of
work.
2. Physical Examination a type of test given to assess the physical health of
an applicant. It is given “to assure that the health of the applicant is adequate
to meet the job requirements.”
 After an applicant is finally selected from among the various ones and then
subsequently is hired, the next steps undertaken are induction and orientation.
In induction, the new employee is provided with the necessary
information about the company. His duties, responsibilities and benefits are
relayed to him. Personnel and health forms are filled up, and passes are issued.
The company history, its products and services, and the organization structures
are explained to the new employee.
In orientation, the new employee is introduced to the immediate working
environment and co-workers. The following are discussed: location, rules,
equipment, procedures, and training plans. Performance expectations are also
discussed. The new employee also undergoes the “socialization process” by pairing
him with an experienced employee and having one-on-one discussion with the
manager
 If the newly-hired (or newly-promoted employee is assessed to be
lacking the necessary skills required by the job, training becomes a
necessity.
Training refers to the “learning that is provided in order to improve
performance on the present job.” Training programs consist of two
general types, namely:
1. Training programs for Non managers
2. Training and educational programs for executives
 This type of training is directed to Nonmanagers for specific increases in skill and
knowledge to perform a particular job. The four methods under this type are:
1. On-the-job Training – where the trainee is placed in an actual work situation under
the direction of his immediate supervisor, who acts as trainer. This situation motivates
strongly the trainee to learn.
2. Vestibule school – where the trainee is placed in a situation almost exactly the same
as the workplace where machines, materials, and time constraints are present. As the
trainer works full time, the trainee is assured of sufficient attention from him.
3. Apprenticeship Program – where a combination of on-the-job training and
experiences with classroom instruction in particular subjects are provided to trainees.
4. Special Courses –m are those taken which provide more emphasis on education
rather than training. Examples are those which concern specific uses of computer like
computer-aided design and building procedures
The training needs of managers maybe classified into four areas: decision-making
skills, interpersonal skills, job knowledge, and organizational knowledge
 The decision-making skills of the manager may be enhanced through any of the
following methods of training:
1. In-basket – where the trainee is provided with a set of notes, messages, telephone
calls, letters, and reports, all pertaining to a certain company situation. He is
expected to handle the situation within a given period of 1 to 2 hours.
2. Management games – is a training method where “trainees are faced with
assimilated situation and are required to make an ongoing series of decisions
about the situation.”
3. Case studies – this method present actual situations in organizations and enable
one to examine successful and unsuccessful operations. It emphasizes “the
manager's world, improves communication skills, offers rewards of solving a
mystery, possess the quality of illustration, and establishes concrete reference
points for connecting theory with practice.”
1. Role-playing – is a method by which the trainees are assigned roles to play in
a given case incident. They are provided with a script or a description of a
given problem and of the key persons they are to play. The purpose of this
method is to improve the skill of the trainees in human relations, supervision,
and leadership.
2. Behavior modeling – this method attempts to influence the trainee by
“showing model persons behaving effectively in a problem situation.” The
trainee is expected to adapt to the behavior of the model and use it effectively
in some instances later on.
3. Sensitivity Training – under this method, awareness and sensitivity to
behavioral patterns of oneself and others are developed.
4. Transactional analysis – is a training method intended “to help individuals
not only understand themselves and others but also improve their
interpersonal communication skills.”
1. On-the-job Experience – this method provides valuable opportunities
for the trainee to learn various skills while actually engaged in the
performance of a job.
2. Coaching – this method requires a senior manager to assist a lower-
level manager byte aching him the needed skills and generally providing
directions, advice, and helpful criticism. The senior manager must be
skilled himself and have the ability to educate; otherwise the method
will be ineffective.
3. Understudy – under this method, a manager works as assistant to a
higher-level manager and participates in planning and other managerial
functions until he is ready to assume such position himself. Once in a
while, the assistant is allowed to take over.
1. Position rotation – under this method, the manager is give3n assignments in variety of departments.
The purpose is to expose him to different functions of the organization.
2. Multiple management – this method is premised on the idea that junior executives must be provided
means to prepare them for higher management positions. To achieve this, a junior board of directors is
created consisting of junior executives as members. The board is given the authority to discuss problems
that the senior board could discuss. The members are encouraged to take a broad business out
look rather than concentrating on their specialized lines of work.
 Performance Appraisal
Performance appraisal is the measurement of employee’s performance. The purpose for which
performance appraisal is made is as follows:
1. To influence, in a positive manner, employee performance and development;
2. To determine merit pay increase;
3. To plan for future performance goals;
4. To determine training and development needs;
5. To assess the promotional potential of employees.
 An employee’s performance may be measured using any of the following methods:
1. Rating scale method – where each trait or characteristic to be rated is represented by a line or scale
on which the rater indicates the degree to which the individual possesses the trait or characteristic.
2. Essay method – where the evaluator composes statements that best describe the person evaluated.
3. Management by objectives method – where specific goals are set collaboratively for the organization
as a whole, for various subunits, and for each individual member.
4. Assessment center method – where one is evaluated by persons other than immediate superior. This
method is used for evaluating managers.
5. Checklist method – where the evaluator checks statements on a list that are deemed to characterize
an employee’s behavior or performance.
6. Work standards method – where standards are set for the realistic worker output and later on used
in evaluating the performance of nonmanagerial employees.
7. Ranking method – where each evaluator arranges employees in rank order from the best to the
poorest.
8. Critical-incident method – where the evaluator recalls and writes down specific (but critical)
incidents that indicate the employee’s performance. A critical incident occurs when employee’s
behavior results in unusual successor failure on some parts of the job.
 After evaluating the performance of employees (managerial or otherwise), the
management will now be ready to make employment decisions. These may consist of the
following:
1. Monetary rewards – these are given to employees whose performance is at par or
above standard requirements.
2. Promotion – this refers to a movement by a person into a position of higher pay and
greater responsibilities and which is given as a reward for competence and ambition.
3. Transfer – this is the movement of a person to a different job at the same or similar
level of responsibility in the organization. Transfers are made to provide growth
opportunities for persons involved or get rid of a poor performing employee.
4. Demotion – this is a movement from one position to another which has less pay or
responsibility attached to it. Demotion is used as a form of punishment or as a
temporary measure to keep an employee until he is offered a higher position.
 Separation is either a voluntary or involuntary termination of an
employee. When made voluntarily or involuntarily termination of
employee. When made voluntarily, the organization’s management must
find out the real reason. If the presence of defect in the organization is
determined, corrective action is necessary. Involuntary separation (or
termination) is the last option that the management exercises when an
employee’s performance is poor or when he/she committed an act
violating the company rules and regulations. This is usually made after
efforts fail to produce positive results