Chapter-4

STAFFING
 Definition of Staffing

 Staffing involves effective recruitment, selection, placement,

approval, and development of people to occupy the roles in the organization
structure.
 Staffing involves putting the right man at right place.
 Staffing involves manning the organizational structure.

What does Staffing need?

• Establishing good organizational structure which is consistent with the
goals and objectives.
• Job designing: Job designing is the determination of a particular
individual's work-related responsibilities.
 Departmentation : is to group the jobs in some logical arrangement.
 Job content:. Job content refers to the job or work itself.
 Recruitment: is the process of searching the prospective employees
and stimulating them to apply for the job in the organization.
 Selection: Choosing the best candidate to fill the vacant position.
 Procedural Steps in staffing process

1. Job description: It describes both the work and the essential requirements of a particular
job. e.g.: Job title, Job responsibilities, Job knowledge, Qualification and experience
required , Working conditions.

2. Application forms: are to be filled up by the candidate.

3. Employment Tests :Various types of employment tests include:

4. Achievement tests ; Aptitude tests; Intelligence tests; Interest tests; Dexterity

(motor) tests; Personality test .

5. Interview: It is the conversation between the candidate and the interviewer. The interviewer
judges the candidate if he is fit for the desired post.

6. Physical Examination: Physical examination or medical check-up has to be carried out for the
freshly recruited persons to ensure their fitness for the desired job.

7. Induction or Orientation training: Induction or orientation training is concerned with the

process of welcoming the new employees or orienting a new employee to the organization and its
procedures, rules, and regulations
Concept Of Human Resource Development (HRD)

• HRD is a process by which the employees of an organization are

helped in a continuous and planned way to acquire,
sharpened and develop their capabilities (so that they can
contribute to their best).

• Goals of HRD: The goals of human resources development system

is to improve :
 the capabilities of each employee as an individual, in relation to his
present or expected future role
 the relationship between each employee and his supervisor
 The team spirit and functioning in every organizational unit
(department, group, etc).

• Process of HRD: Every manager has a role and responsibility to

ensure the development of their subordinates (so that they can
contribute to their best to the organization).
 HRD Subsystems

• HRD Sub-Systems: The HRD subsystems include:

• 1. Performance Appraisal : Performance appraisal is used by the managers:
• to understand the difficulties and problems of their subordinates and try to
solve them,
• understand the strengths and weaknesses of their subordinates and plan for
effective utilization of the subordinates' talents ,and to help their
subordinates in acquiring new capabilities.

• 2. Feedback and Performance Coaching :Knowledge of one's strengths

helps one to become more effective, to choose situations in which one's
strengths are required, and to avoid situations in which one's
weaknesses could create problems.
• Managers have the responsibility for observing and providing feedback to
subordinates about strengths and weaknesses, as well as for guiding them in
improving their performance capabilities.
• 3. Career Planning:. Most people want to know the possibilities for their own
growth and career opportunities. Because managers and supervisors have
responsibility to transmit information about the growth plans of the
company to their subordinates and to assist them in planning their careers
within the organization.

• 4. Training: . Employees generally are trained on the job or through special in-
house training programmes. For some employees (including managers), outside
training may be utilized to enhance, update, or develop specific skills.

• 5. Organizational Development ( OD): This function involve in conducting

periodic employee surveys to ensure good psychological health of the
organization.
• And help in solving the problems of low production, interpersonal conflict, or
resistance to change.
 Grievance

 A grievance may be defined as any genuine or ingenuine feeling of

discontent or dissatisfaction related to the company that an employee
thinks, believes, or feels is unfair, or unjust, or inequitable.
 A good grievance handling procedure ( ways to resolve conflicts) which
is easy and simple to understand helps in maintaining industrial
harmony and good labor relations.
 Organizational Conflicts

• Grievance leads to conflicts (conflicts arises from stress, tension etc.)

Types of Conflicts
• Individual: Individual level conflict occurs when two or more
motives block each other(e.g:Approach-avoidance conflict). It means
the employee has more than one problem.

• Role Conflict: An individual has to perform a number of roles (a good

father, good friend) but all the roles which he bring into his
organization, that is, his organizational role is very important.
• Role conflict occurs
 when the individual occupies a role which is not consistent to his
behavior (i.e., personal characteristics like emotional sensitivity,
flexibility - rigidity);
 When he is psychologically unfit to perform the expected role
 When he fails to understand the expected behavior associated with
the role.
 Interpersonal Conflict: It arises when:
 Vertical conflict: conflict between manager-subordinate
 Horizontal conflict: conflict among the person at the same
hierarchical level in the same function or in different functions.

 Intra group Conflict: conflict between the 2 persons in the same

group (different socio-economic background, different views…causes
disagreement)

 Inter group Conflict: problem between different groups in the same

organization.
 Areas of Conflicts

• Conflicts in an organization may be:

 Regarding wages/ salaries
 Regarding working conditions (whether good or bad)
 Regarding supervision (rigid rules or not)
 Regarding partial attitude of management (biased or favorable to a
particular group)
 Taking Conflicts-Resolution Actions

1. Problem-solving: finding common interest for both the conflicting

parties.
2. Avoidance: conflicting parties may either withdraw or they do not
confront each other.
3. Smoothing: playing down differences that exists between them and
emphasizing common interest.
4. Compromise: no one is a definite loser or a distinct winner, but
conflict is settled down through negotiation.
5. Confrontation: applying strength against each other and face the
problem.