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Definition of Staffing Staffing is filling, and keeping filled, positions in the
organization structure.
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The Systems Approach to Human Resource
Management: An Overview of the Staffing Function
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Manager Inventory Chart
Satisfactory, but not promotable = oo
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Personnel Actions
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Situational Factors Affecting
Staffing
External factors include the level of education, theprevailing attitudes in society (such as the attitudetoward work), the many laws and regulations thatdirectly affect staffing, the economic conditions, andthe supply of and demand for managers outside theenterprise.
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Situational Factors Affecting
Staffing –
cont.
Internal factors include, for example, organizationalgoals, tasks, technology, organization structure, thekinds of people employed by the enterprise, thedemand for and the supply of managers within theenterprise, the reward system, and various kinds of policies.
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Definition of Managerial Selection
Selection is the process of choosing from amongcandidates, from within the organization or from theoutside, the most suitable person for the current orfuture positions.
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Systems Approach to Selection
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Position Requirements and Job
Design Selecting a manager effectively requires a clear
understanding of the nature and purpose of the positionthat is to be filled.
An objective analysis of position requirements must bemade, and the job must be designed to meet organizationaland individual needs.
Positions must be evaluated and compared so that the
incumbents can be treated equitably. Among other factors to consider are the skills required—
technical, human, conceptual, and design—since these vary with the level in the organizational hierarchy and thepersonal characteristics desired in managers.
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Skills & Personal Characteristics
needed in managers Analytical & problem solving abilitites
Personal Characteristics
Desire to manage
Communication skills & empathy
Integrity & honesty
Past performance as mangers
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Intragroup and Intergroup
Communication Intragroup communication is communication with
people in the same organizational unit.
Intergroup communication is communication not only with other departments but also with groups outsidethe enterprise.
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Selection, Placement, and
Promotion
In the selection approach, applicants are sought to filla position with rather specific requirements.
In the placement approach, the strengths and weaknesses of the individual are evaluated, and asuitable position is found or even designed.
Promotion is a move within the organization to a
higher position that has greater responsibilities andrequires more advanced skills.
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The Peter Principle Managers tend to be promoted to the level of their
incompetence.
Specifically, if a manager succeeds in a position, this very success may lead to a promotion to a higherposition, often one requiring skills that the persondoes not possess.
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Selection process, techniques &
instruments Validity is the degree to which the data predicts the
candidate's success as a manager.
Reliability refers to the accuracy and consistency of themeasurement.
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Steps in Selection Process1. Completed Job Application: Requests only information that
predicts the success in the job
2. Initial screening Interview: Provides quick evaluation of
applicant's suitability. Asks Questions on experience,background, salary expectation, willingness to relocate, etc.
3. Testing: Measures applicant’s job skills and the ability to learn onthe job. May include computer testing software, handwritinganalysis, listening skills test, Team skills test, Sales ability test, etc.
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Steps in Selection Process (contd.)4. Background Investigation: Checks truthfulness of the applicant’s
resume or application form. Calls the applicant’s previoussupervisor (with permission) and confirms information fromapplicant.
5. In-Depth Interview: Finds out more about the applicant as anindividual. Conducted by manager to whom the applicant willreport.
6. Physical Examinations: Ensures effective performance by applicant;protects other employees against diseases; establishes health
record; protects the firm against unjust worker’s compensationclaims.
7. Job Offer: Fills a job vacancy or position. Offers a salary plus benefitpackage.
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Interviews Every manger hired is interviewed by one or more people.
Every interviewer should be trained so that they know what they are looking for.
Interviewers should be prepared to ask right questions To improve selection, conduct multiple interviews using
different interviewers
It should be supplemented by data from application form, results
of tests & information obtained from references.
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Commonly-used Tests on
Managerial Candidates Intelligence tests
Test mental capacity & memory, speed of thought, ability to see
relationships in complex situations. Proficiency and aptitude tests
Discover interests, existing skills, potential for acquiring skills.
Vocational tests
Indicate a candidate’s most suitable occupation or the areas in which the candidate’s interests match
Personality tests
Reveal candidate’s personal characteristics and the way he/shemight interact with people.
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What is an Assessment Center? The assessment center is a technique for selecting and
promoting managers.
Intended to measure how a potential manger will actin a typical managerial situations.
Candidates take part in a series of exercises.
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Orientation of New Employees Orientation involves the introduction of new
employees to the enterprise—its functions, tasks, and
people. Organization
Benefits
Requirements of confidentiality & secrecy
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Organizational Socialization
A global view includes three aspects:
Acquisition of work skills and abilities Adoption of appropriate role behaviors
Adjustment to the norms and values of the work group
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Managing Human Resources While
Moving Toward 2020 The Economist Intelligence Unit Survey
Managing knowledge Providing services & support for customers Improving operation & production processes Developing businesses & strategies Managing marketing & sales
Managing human resources & training Other areas
The contribution of the knowledge workers criticalfor gaining a competitive advantage
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