ORGANIZATION AND

MANAGEMENT
STAFFING
Refers to filling in all organizational job positions and
keeping these filled
SYSTEMS APPROACH TO STAFFING
• The step by step way of filling job positions in
organizations, considering variables like numbers and
kinds of human resources needed, open managerial and
non managerial positions, potential successors to open
job positions
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 )
GENERAL ORGANIZATION CHART
• Used to identify vacant job positions that need to be filled
or by direct reports from department/ unit heads or
supervisors
FORCES AFFECTING HUMAN RESOURCES

EXTERNAL INTERNAL
• Economic • Goals and objectives
• Technological • Technology
• Social • Type of work
• Political • Salary scales
• Legal • People employed in
the company
RECRUITMENT
A set of activities designed to attract qualified applicants
for job position vacancies in an organization
CLASSIFICATION
EXTERNAL INTERNAL
RECRUITMENT RECRUITMENT
- Outside sources are -filling job vacancies
considered in the through promotions or
process of locating transfer employees who
potential individuals who are already part of the
might want to join the organization
organization and
encouraging them to
apply for actual or
anticipated job vacancies
METHODS OF RECRUITMENT
• EXTERNAL RECRUITMENT
1. Advertisement
2. Unsolicited applications
3. Internet recruiting
4. Employee referrals
5. Executive search firms- “head hunters”
6. Educational institutions
7. Professional associations
8. Labor unions
9. Public and private employment agencies
METHODS OF RECRUITMENT
• INTERNAL RECRUITMENT
1. Company bulletin boards
2. Intranet
3. Newsletters
4. Recommendations from department or unit heads
SELECTION
The process of choosing individuals who have the
required qualifications to fill present and expected job
openings
STEPS IN HIRING EMPLOYEES EFFECTIVELY

• Determining a Need
Ste • Job Analysis
p1
• Application search and selection
• Recruitment
Ste • Screening and Selection
p2 • Interviews
• Decision- Making Process
Ste • Making a Decision
p3 • Notification and Employment Offer

• Adaptation to the Workplace

Step 4 • Orientation
STEPS IN THE SELECTION PROCESS

1. Establishing the selection criteria

• Nature and purpose of the job position
• Job design
• Skills consideration
2. Requesting applicants to complete the application form
3. Screening by listing applicants who seem to meet the set criteria
4. Screening interview to identify more promising applicants
5. Interview by the supervisor/ manager or panel interviewers
6. Verifying information provided by the applicant
7. Requesting the applicant to undergo psychological and physical
examination
8. Informing the applicant that he/she has been chosen for the
position applied for
CONTENTS OF A RESUME
1. Contact Information
Contact information should be placed on top of your resume. It should be
easy and quick to read.
•Name and address
•E-mail address. Avoid using unprofessional e-mail address such as
banana_buns or hottie4u.
•Phone numbers. Remember to check your outgoing voice mail message for
loud background music, slang, or improper language.
•Include the address for your website or online portfolio.
Sample Contact Information
Elizabeth (Lisa) Smith
1443 Minnesota Lane
City, Minnesota 55555

651.123.4567 (home) * 612.123.4567 (cell)

esmith@email.com
http::⁄⁄www.esmith.com
CONTENTS OF A RESUME
2. Objective Statement
• An objective statement clearly states the purpose of your
resume. Not every resume has this. Use it to let an
employer know your specific job or career goal. Tailor your
objective to the type of job to which you're applying. If you
decide not to include it in your resume, be sure to state an
objective in your cover letter.
• Example: "To obtain a challenging position as an
administrative assistant in the financial services industry."
CONTENTS OF A RESUME
3. Summary Statement
• A summary statement grabs the employer's attention by
highlighting your qualifications. It is used in place of an
objective statement. An employer may not read your entire
resume. A summary will give them a snapshot of your work
experiences, achievements, and skills. To be effective, it should
be very brief (4-5 lines of text). It should also be written for the
position you are applying for. Use keywords and resume verbs
when creating your summary statement.
• Example: "Resourceful planner/coordinator with extensive
knowledge of inventory control and online inventory systems.
Recognized by management for innovation and initiative in
implementing JIT techniques as well as interdepartmental
communications and supervisory skills."
CONTENTS OF A RESUME
4. Employment History
• You can present your work experience in a variety of ways
. The most straightforward way is the chronological
format. List your current or most recent job, and work
backwards in time. Include your job title, your employer's
name, the place in which it is located. Also list the start
and end dates (month and year) of your employment. For
each position, add a summary of your responsibilities and
accomplishments.
•
Administrative Assistant (January 2009-Present)
ABC Financial Services, Minneapolis, MN
CONTENTS OF A RESUME
5. Education
• List your educational accomplishments, starting with your
most recent or highest degree. Include the name and
location of the institution attended, your degree, and field
of study/major.
6. Other Information
• Include relevant information that relates to the job to
which you are applying. This may include memberships to
organizations, volunteer work, military experiences,
computer skills, awards, and hobbies. Avoid mentioning
religious, political, or controversial affiliations unless they
directly relate to the job you want.
TYPES OF JOB INTERVIEWS
1. Structured Interview- the interviewer asks the applicant
to answer a set of prepared questions- situational, job
knowledge, job simulation and worker requirement
questions
2. Unstructured Interview- the interviewer has no interview
guide and may ask questions freely
3. One on one Interview- one interviewer is assigned to
interview the applicant
4. Panel Interview- several interviewers may conduct the
interview of applicants; ( 3-5 interviewers)
Best Job Interviewing Tips for Job-Seekers

1. Conduct Research on the Employer, Hiring Manager, Job

Opportunity. Success in a job interview starts with a solid
foundation of knowledge on the job-seeker’s part. You should
understand the employer, the requirements of the job, and the
background of the person (or people) interviewing you. The more
research you conduct, the more you’ll understand the employer,
and the better you’ll be able to answer interview questions (as
well as ask insightful questions — see #8). Information sources
include the organization’s Website and other published
materials, search engines, research tools, and your network of
contacts.
2. Review Common Interview Questions and Prepare Responses.
Another key to interview success is preparing responses to expected interview
questions. First, inquire as to the type of interview to expect (which you can do
by asking your contact person at the organization). Your goal is composing
detailed yet concise responses, focusing on specific examples and
accomplishments. A good tool for remembering your responses is to put them
into story form that you can tell in the interview. No need to memorize
responses (in fact, it’s best not to), but at least develop talking points.

3. Dress for Success.

Plan out a wardrobe that fits the organization and its culture, striving for the
most professional appearance you can accomplish. Remember that it’s
always better to be overdressed than under — and to wear clothing that fits
and is clean and pressed. Keep accessories and jewelry to a minimum. Try
not to smoke or eat right before the interview — and if possible, brush your
teeth or use mouthwash.
4. Arrive on Time for the Interview — and Prepared for Success.
There is no excuse for ever arriving late for an interview — other
than some sort of disaster. Strive to arrive about 15 minutes
before your scheduled interview to complete additional
paperwork and allow yourself time to get settled. Arriving a bit
early is also a chance to observe the dynamics of the workplace.
The day before the interview, pack up extra copies of your
resume or CV and reference list. If you have a portfolio or
samples of your work, bring those along too. Finally, remember
to pack several pens and a pad of paper to jot notes. Finally, as
you get to the offices, shut off your cell phone. (And if you were
chewing gum, get rid of it.
5. Make Good First Impressions — to Everyone You Encounter.
A cardinal rule of interviewing: Be polite and offer warm greetings to everyone
you meet — from parking attendant or receptionist to the hiring manager.
Employers often are curious how job applicants treat staff members — and
your job offer could easily be derailed if you’re rude or arrogant to any of the
staff. When it’s time for the interview, keep in mind that first impressions —
the ones interviewers make in the first few seconds of greeting you — can
make or break an interview. Make a strong first impression by dressing well
(see #3), arriving early (see #4), and when greeting your interviewer, stand,
smile, make eye contact, and offer a firm (neither limp and nor bone-crushing)
handshake. Remember that having a positive attitude and expressing
enthusiasm for the job and employer are vital in the initial stages of the
interview; studies show that hiring managers make critical decisions about job
applicants in the first 20 minutes of the interview.
6. Be Authentic, Upbeat, Focused, Confident, Candid, and Concise.
Once the interview starts, the key to success is the quality and delivery
of your responses. Your goal should always be authenticity, responding
truthfully to interview questions. At the same time, your goal is to get to
the next step, so you’ll want to provide focused responses that
showcase your skills, experience, and fit — with the job and the
employer. Provide solid examples of solutions and accomplishments —
but keep your responses short and to the point. By preparing responses
to common interview questions (see #2), you’ll ideally avoid long,
rambling responses that bore interviewers. Always attempt to keep your
interview responses short and to the point. Finally, no matter how much
an interviewer might bait you, never badmouth a previous employer,
boss, or co-worker. The interview is about you — and making your case
that you are the ideal candidate for the job.
 7. Remember Body Language, Avoiding Bad Habits. While the content
of your interview responses is paramount, poor body language can be
a distraction at best — or a reason not to hire you at worst. Effective
forms of body language: smiling, eye contact, solid posture, active
listening, nodding. Detrimental forms of body language: slouching,
looking off in the distance, playing with pen, fidgeting in chair, brushing
back hair, touching face, chewing gum, mumbling.

8. Ask Insightful Questions.

Studies continually show that employers make a judgment about an
applicant’s interest in the job by whether or not the interviewee asks
questions. Thus, even if the hiring manager was thorough in his or her
discussions about the job opening and what is expected, you must ask a
few questions. The smart job-seeker prepares questions to ask days
before the interview, adding any additional queries that might arise from
the interview.
9. Sell Yourself Throughout and then Close the Deal.
An adage in interviewing says the most qualified applicant is not always the
one who is hired — which means the hired candidate is often the job-seeker
who does the best job in responding to interview questions and showcasing
his or her fit with the job, department, and organization. Some liken the job
interview to a sales call. You are the salesperson — and the product you are
selling to the employer is your ability to fill the organization’s needs, solve its
problems, propel its success.
Finally, as the interview winds down, ask about the next steps in the process
and the timetable the employer expects to use to make a decision about the
position. If you are applying for a sales job — or a position requiring
equivalent aggressiveness — consider asking for the job at the end of the
interview.

10. Thank Interviewer(s) in Person, by Email, and Postal Mail.

As you have already seen from previous tips, common courtesy and
politeness go far in interviewing; thus, the importance of thanking each
person who interviews you should come as no surprise. Start the process
while at the interview, thanking each person who interviewed you. Writing
thank-you emails and notes shortly after the interview will not get you the job
offer, but doing so will certainly give you an edge over any of the other
finalists who did not bother to send thank-you’s.
TYPES OF EMPLOYMENT TESTS
1. Intelligence test- measure the applicant’s mental
capacity; tests cognitive capacity; speed of thinking; and
ability to see relationships in problematic situations
2. Proficiency and Aptitude tests- tests present skills and
potential for learning other skills
3. Personality tests- designed to reveal the applicant’s
personal characteristics and ability to relate with others
4. Vocational tests- tests to show the occupation best
suited to applicant
TRAINING AND DEVELOPMENT
• TRAINING
- Learning given by organizations to its employees that
concentrates on short term job performance and
acquisition or improvement of job related skills

• DEVELOPMENT
- Learning given by organizations to its employees that is
geared toward the individuals acquisition and expansion of
his skills in preparation for future job appointments and
other responsibilities
LEARNING PRINCIPLES
• Modeling- the use of personal behaviour to demonstrate
the desired behaviour or method to be learned
• Feedback and reinforcement- learning by getting
comments or feedback from the trainees themselves,
trainers or fellow trainees; verbal encouragement or by
giving rewards
• Massed vs Distributed Learning- learning by giving
training through either few, long hours of training(massed)
or series of short hours of training(distributed)
• Goal-setting- learning through the explanation of training
goals and objectives by the trainers to the trainees
LEARNING PRINCIPLES
• Individual Differences- training programs that take into
account and accommodate the individual differences of
the trainees in order to facilitate each person’s style and
rate of learning
• Active Practice and Repetition- learning through the giving
of frequent opportunities to trainees to do their job tasks
properly
COMPENSATION/ WAGES
• Compensation/wages- all forms of pay given by employers
to their employees for the performance of their jobs
• Performance evaluation- a process undertaken by the
organization, usually done once a year, designed to
measure employees work performance
TYPES OF COMPENSATION
1. Direct- salaries, incentive pays, bonuses and
commissions
2. Indirect- benefits given by employers other than financial
remunerations
3. Non-financial- recognition programs, assigned to do
rewarding jobs
COMPENSATION AS MOTIVATIONAL FACTOR
• Pay Equity- fairness (Equity Theory) employee’s response
to the pay that they receive and the feeling that they
receive less or more than they deserve

• Expectancy Theory- employees are motivated to work

well because of the attractiveness of the rewards or
benefits that they may possibly receive from a job
assignment
BASES FOR COMPENSATION
• Piecework basis- pay is computed acc. To number of units
produced
• Hourly basis- pay is computed acc. To number of work
hours rendered
• Daily basis- number of weeks rendered
• Weekly basis- number of work weeks rendered
• Monthly basis- number of work months rendered
PURPOSES OF PERFORMANCE
EVALUATION
• Administrative-appraisal/ evaluation programs that provide
information that may be used as basis for compensation
decisions, promotions, transfers and terminations

• Developmental- 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
PERFORMANCE APPRAISAL METHODS
1. Trait methods- find out if the employee possesses
important work characteristics
2. Graphic rating scales- each characteristic to be
evaluated is represented by a scale on which the rater
indicates the degree to which an employee possesses
that characteristic
3. Forced choice method- rater choose from two
statements purposely designed to distinguish between
positive/ negative performance
PERFORMANCE APPRAISAL METHODS
4. Behaviorally anchored rating scale (BARS)- behavioral
approach that includes 5-10 vertical scales, one for
important strategy for doing the job and numbered
according to its importance

5. Behaviour observation scale(BOS)- measures the

frequency of observed behavior
EMPLOYEE RELATIONS
- The connection created among employees as they go
about their assigned tasks for the organization to which
they belong

• Anti social personality

• Lack of trust
• Selfish attitude
• Lack of good self esteem
• Not a team player
TYPES OF EMPLOYEES
• Engaged- work with passion and feel deep connection
with their company; innovation and move forward

• Not Engaged- employees are “checked out”; put time but

not energy or passion into their work

• Actively Disengaged- employees are not only unhappy at

work, also act out their unhappiness; undermine what
their engaged coworkers accomplish
EMPLOYEE MOVEMENTS
- Series of actions initiated by an employee groups tending
toward an end or specific goal
a. Financial needs
b. Unfair management practices
c. Social and leadership concerns
REWARDS SYSTEM
MONETARY REWARDS- money, finance, currency
a. pay/salary
b. Benefits
c. Incentives
d. Executive pay
e. Stock options
NONMONETARY REWARDS
f. Award
g. Praise