1.

Staffing
Meaning: Staffing is the process of filling positions/posts in the organization with adequate and
qualified personnel. Staffing is the process of acquiring, deploying, and retaining a workforce of
sufficient quantity and quality to create positive impacts on the organization's effectiveness.

Definition:

 According to McFarland, “Staffing is the function by which managers build an

organization through the recruitment, selection, and development of individuals as
capable employees.” 
 According to Koontz, O’Donnell and Heinz Weihrich, “The management function of
staffing is defined as filling position in the organization structure through identifying
workforce requirements, inventorying the people available, recruitment, selection,
placement, promotion, appraisal, compensation, and training of needed people.”

Objective of Staffing:
 To understand all function of in an organization.
 To understand manpower planning so that people are available at right time and at a right
place.
 To understand issues related to job analysis and to overcome the problem.

Importance of Staffing:
 Training and Development.
 Effective Co-ordination.
 Effective Recruitment & Placement.
 Building effective human resource.
 Optimum Use of Resource.
 Enhances Corporate Image.
 Job Satisfaction.

Elements of Staffing:
 Manpower planning
 Job analysis
 Recruitment and selection
 Training and Development
 Performance appraisal

Scope of Staffing
 Hiring
 Motivation
 Employee maintenance
 Human relations
Principles of Staffing
1. The principle of job definition: This principle explains that with clear and precise pre
determination of results that managers are excepted to achieve, their positions can be
determined.
2. Principle of managerial appraisal: This principle is concerned with appraisal of
managerial performance relating to predetermined results.
3. Principle of management framing: This principle emphasizes the need for providing
information and training to managers to grow and move for higher positions.
4. Principle of open competition: Managers must face competition and grow out of such
competition.
5. Principle of continuing Development: Managerial development and training are
continuous process for managers.
6. Staffing is a permanent exercise: Staffing is an ongoing process. It is a continuing
activity and the demand for work force is constantly changing.
7. Staffing is a complex process: As staffing deals with managerial personnel, their
aspirations, and frustrations are to be weighed properly.
8. Staffing involves future managers: Future managers are to be located and trained. They
must be given sufficient training and motivation.

Steps involved in Staffing Process:

1. Manpower requirements- The very first step in staffing is to plan the manpower
inventory required by a concern in order to match them with the job requirements and
demands. Therefore, it involves forecasting and determining the future manpower needs
of the concern.
2. Recruitment- Once the requirements are notified, the concern invites and solicits
applications according to the invitations made to the desirable candidates.
3. Selection- This is the screening step of staffing in which the solicited applications are
screened out and suitable candidates are appointed as per the requirements.
4. Orientation and Placement- Once screening takes place, the appointed candidates are
made familiar to the work units and work environment through the orientation
programmes. placement takes place by putting right man on the right job.
5. Training and Development- Training is a part of incentives given to the workers in
order to develop and grow them within the concern. Training is generally given according
to the nature of activities and scope of expansion in it. Along with it, the workers are
developed by providing them extra benefits of indepth knowledge of their functional
areas. Development also includes giving them key and important jobsas a test or
examination in order to analyse their performances.

6. Remuneration- It is a kind of compensation provided monetarily to the employees for

their work performances. This is given according to the nature of job- skilled or
unskilled, physical or mental, etc. Remuneration forms an important monetary incentive
for the employees.
 7. Performance Evaluation- In order to keep a track or record of the behaviour, attitudes
as well as opinions of the workers towards their jobs. For this regular assessment is done
to evaluate and supervise different work units in a concern. It is basically concerning to
know the development cycle and growth patterns of the employeesin a concern.
8. Promotion and transfer- Promotion is said to be a non- monetary incentive in which the
worker is shifted from a higher job demanding bigger responsibilities as well as shifting
the workers and transferring them to different work units and branches of the same organization.

2. Training & Development

Meaning and Definition of Training:
Training is the important subsystem of human resource development. Training is a specialized
function and is one of the fundamental operative functions and is one of the fundamental
operative functions for known resource management. Training is a short-term process utilizing a
systematic and organized procedure by which non-managerial personnel acquire technical
knowledge and skills for a definite purpose. It refers to instruction in is technical and mechanical
operations, like operation of some machines. It is designed primarily for non- managers, It is for
a short duration and it is for a specific job- related purpose.

 According to Dale S Beach, "Training is the organized procedure by which people learn
knowledge and for skill for a definite purpose."
 According to Planting, Cord and Efferson, "Training is the continuous, systematic
development process among all levels of employees of that knowledge and their skills
and attitude which contribute to their welfare and that of the company."

Meaning and Definition of Development

Development is a long- term  educational process utilizing a systematic and organized  procedure
by which managerial personnel get conceptual and theoretical knowledge, In other words, it
refers not to technical knowledge and skills in operation but to philosophical and theoretical 
educational concepts. It involves broader education and its purpose is long-term development.

 According to Dale S. Beach, “Management development  is a systematic process of

training and growth by which individuals gain and apply knowledge, skills, insights and
attitudes to manage orientation effectively.
 According to Flippo, “Management development includes the process by which
managers and executives acquire not only skills and competency in their present jobs but
also capacities for future managerial tasks.
 According to Koontz and Donnell, “Management development concerns the means by
which a person cultivates those skills which application will improve the organizational
segment are achieved.”
A formal definition of training and development is “it is any attempt to improve current or future
employee performance by increasing an employee’s ability to perform through learning, usually
by changing the employee’s attitude or increasing his or her skills and knowledge.” Training and
development programs are necessary in any organization for improving the quality of work of
the employees at all levels, particularly in a world of fast changing technology, changing valves,
and environment. The purpose of both is similar. The main difference between the two is in
respect to the levels of employees for whom these are meant, and the contents and techniques
employed.

Main Differences between Training and Development

Points Training Development

1. Definition Training is the process of Management development refers to

teaching employees the basic teaching managers and professionals to
skills they need to pecrform their increase knowledge, skills, attitude,
jobs. needed for future jobs.

2. Present/Future Training is present-day oriented. Development is future day oriented.

3. Participant Training programs are arranged for Development programs are arranged for
employees. executives.

4. Level It is the lower level learning It is a higher level learning program.

program.

5. Area Training is imbibed for enhancing Development is imbibed for enhancing

much more skills and knowledge to specific skills and knowledge to the
the employees. executives.

6. Change Skill level is changed through Behavior level is changed through

Training. Development.

7. Focused Training is a narrower concept Development is a broader concept

focused on job-related skills focused on personality development.

8. Aimed Training is aimed at improving job- The development aims at overall

related efficiency and performance. personal effectiveness including job
efficiencies.

9. Instruction Training refers only to instruction Development refers to the philosophical,

in technical and mechanical theoretical and educational concept.
operations.
10. Period Training courses are typically Development involves a broader
designed for a short-term period. education for long term purposes.
Objectives of training and development

1. Induce new employees: Induce employee is the main aim of training and this is the most
essential for a company.
2. Gain knowledge on a new method: Training and development help to gain knowledge
on a new method.
3. Obtain knowledge of company policy: Employee should have sufficient knowledge
about company policy for best performance. Training and development help employee to
obtain knowledge of company policy.
4. Earn knowledge on customer relations: Gather information about customer relations is
the major objectives of training and development.
5. Change attitude: It helps to change attitude so, that an employee can give their best to
the organization.
6. Ensure personal growth: Training and development give an employee everything which
needed to be a good professional. And when he becomes a good employee it ensures his
personal growth.
7. Ensure ensuring loyalty:  Aim of training and development is to make an employee
loyal to his / her company.
8. Reduce labor turnover: Another objective of training and development is to reduce
labor turnover.
9. Increase productivity: Training develop a person’s skill to a professional level so, it is
easy to say obviously training and development process increase productivity.
10. Improve quality: Improve the quality of employee is the main objective of training and
development.
11. Help company to fulfill future growth: Growth of a company depends on their
employee. So, the development process helps the company to fulfill future growth.
12. Improve organizational climate: Improving organizational climate is the greatest
objective of training and development.
13. Improve health care: Without good health, the employee can’t serve properly to his /
her company. So, training and development improve health care.
14. Prevent obsolesce: Prevent obsolesce is one the most important objectives of training
and development.
15. Change behavior: Training and development have a great impact on employee behavior.
It polishes employee’s behavior so, that he/she can fit with the internal and external
environment.
Types of training and development: These are: 1) On-the-job training and 2) Off-the-job
training. The first program is conducted within the organization and work. While off-the job
training program is conducted outside the organization. In the following figure, both the
programs are shown:
On the job training: On the job training provides a person with the skills to do. A
minimum level on the job, but it can and does much more than that. A number of
techniques can be employed to provide OJT.

1. Job duties: Assignment, and responsibilities of an individual both horizontally and

vertically in the organization. Opportunities are created for the individual in his or her
present job to practice higher- level and inverse skills not normally required in the pre
job.
2. Job rotation:  Also called cress training.  This involves moving individuals to various
types of jobs within the organization at the same level or next immediate higher level for
periods of time. This rotation may be for as short as an hour or two or as long as a year.
3. Staff development meetings: Discuss facets of each individual’s job and ways to
develop ideas for improving job performance. These meetings may he held away from
the job in a “retreat-type” atmosphere
4. Problem-solving conferences: Conferences are called to solve a specific problem being
experienced by a group or the org as a whole It involves brainstorming and other creative
means to come up with mutually solutions determined to basic problems.  
5. Mentoring: Mentoring assigns a guide or knowledgeable person higher ups in the
organization to help a new employee “learn the ropes” of the organization land to provide
other advice usually a social. Relationship is developed so that the employee feels that
she or he can go to the mentor for advice that cannot be asked of the immediate superior.
Mentoring is most common for young executives.
6. Special assignment: Special   assignment   is   special   tasks   or responsibilities given to
an individual for a specified period of time. The assignment may be writing a report;
investigating the feasibility for a new project, process, service, or product: preparing a
newsletter: or evaluating a company policy or procedure.
7. Apprenticeships: This refers to training provided by working under an experienced
worker or master in a craft. The apprentice works alongside a person skilled in the craft
and is taught by that person.This often occurs on the job, and it sometimes is done in off-
the job settings.

Off the job training : An effective training system supplements OJT with various forms of Off-
the-job training. Most of this type of training is classroom training. Some the more frequently
used types of training include the following:

1. Outside short courses and seminars: These are specialized courses conducted by

educational institutions, professional associations, or private consulting and training firms
that last one day to one week.
2. College or University degree a certificate programs: Specialized degree and
certification programs are offered as evening and weekend classes by a variety of
 colleges and universities. Often these are in professional fields such as management,
accounting, finance, or law.
3. Advanced management   programs:   Some   universities   offer  in residence programs
of two weeks to a full year for top management. Often they cover material typically
found in an MBA program but at a much-accelerated rate.
4. Correspondence schools: If individuals can practice rigorous self-discipline, home   
correspondence   study   can   be   an   excellent   self-development tool.  However,  an
employee needs to  ensure that the correspondence school with which he or she deals is
reputable.
5. Outside meetings and conferences: Most managers and professionals have
opportunities to attend trade and professional conferences and conventions the  year.   If
participants actually attend the   scheduled meetings and workshops at these conferences,
they can be excellent learning experiences.

Training and Development Process

An effective training program is built by following a systematic, step-by step process. Training
initiatives that stand alone (one-off events) often fail to meet organizational objectives and
participant expectations. In today’s post we outline the five necessary steps to creating effective
training programs that drive positive business impact.
1. Assess training needs:
The first step in developing a training program is to identify and assess needs. Employee
training needs may already be established in the organization’s strategic, human resources or
individual development plans. If you’re building the training program from scratch (without
predetermined objectives) you’ll need to conduct training needs assessments.
2. Set organizational training objectives:
The training needs assessments (organizational, task & individual) will identify any gaps in
your current training initiatives and employee skill sets. These gaps should be analyzed and
prioritized and turned into the organization’s training objectives. The ultimate goal is to
bridge the gap between current and desired performance through the development of a
training program.
3. Create training action plan:
The next step is to create a comprehensive action plan that includes learning theories,
instructional design, content, materials and any other training elements. Resources and
training delivery methods should also be detailed. Many companies pilot their initiatives and
gather feedback to make adjustments before launching the program company-wide.
4. Implement training initiatives:
The implementation phase is where the training program comes to life. Organizations need to
decide whether training will be delivered in-house or externally coordinated. Program
implementation includes the scheduling of training activities and organization of any related
resources (facilities, equipment, etc.). The training program is then officially launched,
promoted and conducted. During training, participant progress should be monitored to ensure
that the program is effective.
5. Evaluate & revise training:
At the end, the entire program should be evaluated to determine if it was successful and met
training objectives. Feedback should be obtained from all stakeholders to determine program
and instructor effectiveness and also knowledge or skill acquisition. Analyzing this feedback
will allow the organization to identify any weaknesses in the program. At this point, the
training program or action plan can be revised if objectives or expectations are not being met.
 3. Performance Appraisal
Definition
Edwin Flippo,―Performance appraisal is the systematic, periodic and an impartial rating of an
employee‘s excellence in matters pertaining to his present job and his potential for a better job.‖

According to Cummings, ―The overall objective of performance appraisal is to improve the

efficiency of an enterprise by attempting to mobilise the best possible efforts from individuals
employed in it. Such appraisals achieve our objectives including the salary reviews the
development and training of individuals, planning job rotation and assistance promotions.

According to Wendell French, Performance appraisal and review in the formal ,systematic
assessment of how well employees are performing their jobs in relations to establish standards
and the communication of that assessment to employees.

The Performance Appraisal is a periodic evaluation or the assessment of the employee’s job

performance against the pre-established standards such as quality and quantity of output, job
knowledge, versatility, supervision, leadership abilities, etc.

Characteristics
 A Process: Performance appraisal is not a one- act play .It is rather a process that
involves several acts or steps.
 Systematic Assessment: Performance appraisal is a systematic assessment of an
employee‘s strengths and weakness in the context of the given job.
 Main Objective: The main objective of it is to know how well an employee is going for
the organisation and what needs to be improved in him.
 Scientific Evaluation: It is an objective, unbiased and scientific evaluation through
similar measure and procedures for all employees in a formal manner.
 Periodic Evaluation: Systematic (i.e., formal) appraisal of an individual employee is
likely to occur at certain intervals throughout that person‘s history of employment (say
quarterly ,six monthly, annually, etc.)

Purpose:
The following are the main purposes of performance appraisal.
1. Appraisal Procedure: It provides a common and unified measure of performance appraisal, so
that all employee are evaluated in the same manner. It gives an in discriminatory rating of all the
employees.
2. Decision Making: Performance appraisal of the employees is extremely use fooling the
decision making process of the organization. In selection, training, promotion,pay in crement and
in transfer, performance appraisal is very useful tool.
3. Work Performance Records: Performance appraisal gives us a complete information in the
form of records regarding very employee. In the case o find us trial disputes even arbitrator
accepts these records in the course of grievance handling procedure.
4. Employees Development: Performance appraisal guides the employees in removing their
effects and improving theirworking .The weaknesses of the employee recorded in the
performance appraisal provide the basis for an individual development programme. If properly
recorded and used ,the performance appraisal gives the fair opportunities to employees to correct
and rectify their mistakes.
5. Enables Supervisors to be More Alert and Competent: Performance appraisal enables
supervisor to be more alert and competent and to improve the quality of supervision by giving
him a complete record of employee's performance. He can guide an employee, where he is prone
to commit mistakes.

Process of Appraisal:
Steps in Appraising Performance: Various steps in appraising performance of employees are as
follows:
1. Establishing Performance Standard: The process of evaluation begins with the
establishment of Performance Standards. While designing a job and formulating a job
description, performance standards are usually developed for the position. These
standards should be very clear and not vague, and objective enough to be understood and
measured. They should also be discussed with the supervisors to find out which different
factors are to be incorporated. Weights and points to be given to each factor and these
then should be indicated on the Appraisal Form, and later on used for appraising the
performance of the employees.
2. Communicating Performance Expectations to Employees: The next important step
is to communicate the fore said standards to the concerned employees. Their jobs and
jobs-related behaviour should be clearly explained to them. It should be noted that job
related behaviours are those critical behaviour that constitute job success. The employee
should not be presumed to guess what is expected of him. It should be noted that here
communication means that the standards have been transmitted to the employee and he
has received and understood them a two-way communication ,i.e., transference of
information from the manager to the subordinate regarding expectations, and feedback
from the subordinate to the manager that this information has been received and
understood in same context and contents.
3. Measuring Actual Performance: The third step is the measurement of actual
performance. To determine what actual performance is, it is necessary to acquire
information about it we should be concerned with how we measure and what we
measure. Four sources of information are frequently used to measure actual performance:
personal observation, statistical reports, or al reports and written reports.
4. Comparing Actual Performance with Standards: The next step is comparison of
actual performance with the standards. By doing so, the potentiality for growth and
 advancement of an employee can be appraised and judged. Efforts are made to find out
deviations between standard performance and actual performance.
5. Discussing the Appraisal with the Employee: After comparing actual performance
with standards, the next step is to discuss periodically the appraisal with the employee.
Under these discussion good points, weak points, and difficulties are indicated and
discussed so that performance is improved. The information that the subordinate receives
about this performance assessment has a great impact to his self-esteem and on his
subsequent performance. Conveying good news is considerably less difficult for both the
manager and the subordinate than when performance has been below expectations.

Performance Appraisal:

Methods of Performance appraisal:

1. Rating Scales: The numerical scale is prepared that represents the job evaluation
criterion such as the output, initiative, attendance, attitude, dependability, etc. and ranges
from excellent to poor. Thus, each employee is given the rating based on his performance
against each set criteria and then the consolidated score is computed accordingly.
2. Checklist: A checklist of employee traits in the form of statement is prepared where the
rater put a tick mark in “Yes” or “No” column against the trait checked for each employee.
Once the checklist gets completed the rater forwards the list to the HR department for the
final evaluation of the employee.
3. Forced Choice Method: Under this method, the rater is forced to answer the ready-made
statements as given in the blocks of two or more, about the employees in terms of true or
false. Once he is done with the list, it is forwarded to the HR department for the final
assessment of the employee.
4. Forced Distribution Method: This method of performance appraisal is based on the
assumption that employee’s job performance conforms to the normal distribution curve i.e. a
bell shaped curve. Hence, the rater is compelled to put employees on each point on the scale.
It is seen that cluster of employees is placed at the highest point on a rating scale.
5. Critical Incidents Method: Under this method, the critical behavior of each employee
that make a difference in the effective or non-effective performance is recorded by the
supervisor and is taken into consideration while evaluating his performance.
6. Behaviorally Anchored Rating Scale: The descriptive statements about employees’
behavior, both effective and ineffective are put on the scale points, and the rater is asked to
indicate which behavioral point describes the employee behavior the best.
7. Field Review Method: Under this method, the performance evaluation of an employee is
done by someone who does not belong to his department or is usually from the corporate
office or the HR department.The outsider reviews the performance of an employee through
his records and holds interviews with the assessee and his superiors.
8. Performance Tests and Observations: The test either written or oral is conducted to
test the knowledge and the skills of employees. Sometimes the employee is asked to
demonstrate his skills in the given situation and then he is evaluated on that basis.
 9. Confidential Reports: The confidential reports are mostly prepared by the government
departments, wherein the employee is evaluated on some of the following parameters:

o Attendance
o Leadership
o Self-expression
o Ability to work with others
o Initiative
o Technical ability
o Integrity
o Responsibility, etc.
 Essay Method: Under this method, the detailed description of the employee
performance is written by the rater. The performance of an employee, his relations with other
Co-workers, requirements of training and development programs, strengths and weaknesses
of the employee, etc. are some of the points that are included in the essay.The efficiency of
this traditional method of performance appraisal depends on the writing skills of the rater.
 Cost Accounting Method: In this method, the employee’s performance is
evaluated in monetary terms, i.e. how much cost company is incurring on keeping the
employee and how much he is contributing to the firm in terms of his output.
 Comparative Evaluation Approaches: Under this method, several comparative
analysis are done, wherein the performance of one employee is compared with that of
another Co-worker, and the rating is determined accordingly.The Ranking Method and the
Paired Comparison Method are the usual comparative forms used in this approach.
o Ranking Method: In the Ranking Method, superiors give the rank from best to
worst, to their subordinates on the basis of their merits. Here, the detailed description of
why best or why the worst is not given.
o Paired Comparison Method: Under this method, the performance of each
employee is compared with the other employee and then the decision on whose
performance is better is made.

Modern Methods of Appraisal

1. Management by Objectives: This concept was given by Peter.F.Drucker, according to
him; the performance of an employee can be assessed on the basis of the targets achieved by him
as set by the management of an organization. Firstly, the management sets the goals and
communicates the same to the employees, and then the performance of an employee is compared
against these set goals and is evaluated on this basis. In case the employee is not able to achieve
the pre-established goals, then management decides on a new strategy or policy that should be
undertaken for the accomplishment of unattainable goals.
2. Psychological Appraisals: This is one of the most frequently used modern methods of
performance appraisal, wherein the psychologist assesses the employee’s potential for the future
performance rather than the past one. Under this method, the psychologist conducts the in-depth
interviews, psychological tests, discussions with the supervisors and the reviews of other
evaluations.
 This assessment is done to determine the intellectual, emotional, motivational and other related
characteristics of an employee that is necessary to predict his potential for the future
performance.
3. Assessment Centres: The assessment center is the central location where the managers
come and perform the job exercises. Here the assessee is requested to participate in in-basket
exercises, role playing, discussions, computer simulations, etc. Where they are evaluated in term
of their persuasive ability, communication skills, confidence, sensitivity to the feelings of others,
mental alertness, administrative ability, etc. This entire exercise is done under the trainer who
observes the employee behavior and then discusses it with the rater who finally evaluates the
employee’s performance.
4. 360-Degree Feedback: It is a feedback method wherein the details of an employee’s
performance are gathered from other stakeholders such as superiors, peers, team members and
self. In this method, the employee is asked about himself, i.e. what he feels about his
performance, and then accordingly he can realize his strengths and weaknesses. Also, the peers
or team members are asked about assessee’s performance through which the employee knows
about what others feel about him and can overcome his disbeliefs if any. Thus, this method is
used to have a detailed evaluation of an employee from all the perspectives.
5. 720-Degree Feedback: This is another feedback method, wherein the assessment is done
not only by the stakeholders within the company but also from the groups outside the
organization. These external groups who assess the employee’s performance are customers,
investors, suppliers and other financial institutions. It is one of the most crucial modern methods
of performance appraisal because this is the only group that determines the success of the
organization as a whole.