CHAPTER 5

Staffing
Chapter 5: Staffing
Lesson Outcomes:

At the end of the term, the students should be able to;

1. Understand the nature of staffing

2. Identify and understand the components of staffing
3. Understand the policy guidelines on compensation and wages and
performance evaluation or appraisal
4. Discuss the importance of employee relations
5. Differentiate various employee movements

Introduction

It is a truth that human resource is one of the greatest for every

organization because in any organization all other resources like- money,
material, machine etc. can be utilized effectively and efficiently by the positive
efforts of human resource.

Therefore it is very important that each and every person should get right
position in the organization so as to get the right job, according to their ability,
talent, aptitude, and specializations so that it will help the organization to
achieve the pre-set goals in the proper way by the 100% contribution of
manpower. Thus it can be said that it is staffing is an essential function of every
business organization. From this, we can understand what is Staffing?

Definition and Nature of Staffing

Staffing, according to Dyck and Neubert (202), is the Human Resource

function of identifying, attracting, hiring and retaining people with necessary
qualifications to fill the responsibilities of current and future jobs in the
organizations.

THE MANAGEMENT AND NON-MANAGERIAL HUMAN RESOURCES

INVENTORY
Awareness of the management potential within an organization can be
accomplished with the use of an inventory chart, also called Management
succession/replacement chart.
The need for non-managerial human resources may be ascertained by
the use of a general organization chart to identify vacant job positions that
need to be filled or by direct reports from department/units heads or supervisors.
Components of Staffing:

A. Recruitment
B. Selection

Staffing steps include;

1. The identifying of job vacancies, job requirements, as well as work force

requirements;
2. Checking internal environment of the organization for human resource;
3. External recruiting;
4. Selecting those with essential qualifications for the job opening;
5. Placing the selected applicant;
6. Promoting;
7. Evaluating performance;
8. Planning of employee’s career;
9. Training of human resources; and
10. Compensating human resources

The process of identifying and attracting the people with the necessary
qualifications is called recruitment while selection is choosing who to hire.

EXTERNAL FORCES AFFECTING PRESENT AND FUTURE NEEDS FOR HUMAN

RESOURCES
- External forces include economic, technological, social, political and
legal factors.

For example, economic progress in a particular country may bring about

increased needs and wants among people, resulting, in turn, in increased
demand for certain products, followed by the expansion of the company and
its workforce, as well as increase or a decrease in demand for managers and
other human resources.

INTERNAL FORCES AFFECTING PRESENT AND FUTURE NEEDS FOR HUMAN

RRSOURCES
- The firms goal and objectives, technology, the types of work that have
to be done, salary scales and the kinds of people employed by the
company are among the internal factors that affect staffing.

For example: salary scales offered by a company may not be high enough to
attract personnel who are really qualified for the job. Also, this may encourage
fast managerial and labor turnover.
 A. Recruitment
Methods of External and Internal Recruitment

External recruitment methods include:

 Advertisements – though websites, newspapers, trade journals, radio,
television, billboards, posters and e-mails among others.
 Unsolicited Applications – received by employers from individuals who
may or may not be qualified for the job openings.
 Internet Recruiting – independent job boards on the Web commonly used
by job seeker and recruiters to gather and disseminate job opening
information.
 Employee Referrals – are recommendations from the organization’s
present employees who usually refer friends and relatives who they think
are qualified for the job.
 Executive Search Firms – also known as “head hunters” help employers
find the right person for a job. Such firms seek out candidates with
qualifications that match the requirements of the job openings that their
client company hopes to fill.
 Educational Institutions – goods sources of young applicants or new
graduates who have formal training but with very little work experience.
For technical and managerial positions, schools may refer some of their
alumni who may have the necessary qualifications needed for the said
job positions.
 Professionals Associations – may offer placement services to their
members who seek employment. Employers may make use of the listings
that they publish in their journals regarding members who are available for
possible recruitment or hiring.
 Labor Unions – possible sources of applicants for blue-collar and
professional job jobs.
 Public and Private Employment Agencies – may also be good sources of
applicants for different types of job vacancies for they usually offer free
service while private one’s charge fees from both the job applicant and
the employers soliciting referrals from them.

B. SELECTION

1. ESTABLISHING THE SELECTION CRITERIA – Selecting human resources in

an organization requires understanding of the nature and purpose of
the job position which has to be filled. Job design must be based on
the objectives analysis of position requirements and must meet both
organizational and individual needs. Skills must also be considered
depending on the job position and its position in the organizational
hierarchy.
 2. REQUESTING APPLICANTS TO COMPLETE THE APPLICANT FORM –
Application forms must be completed because these provide the
needed information about the applicant. Management will find it
easier to decide whether an applicant meets the minimum
requirements for experience, education, etc., if the application forms
are accurately filled out by the applicant.
3. SCREENING BY LISTING APPLICANTS WHO SEEM TO MEET THE SET
CRITERIA – this involves the preparation of a shortlist of applicants who
meet the minimum requirements of the job position to be filled. It is
done to avoid wasting of time by conducting interviews who do not
meet the set criteria for the job opening.
4. SCREENING INTERVIEW TO IDENTIFY MORE PROMISING APPLICANTS –
Here, a shortlist of applicants is prepared. Included in the list are
applicants who will be asked to undergo formal interview by the
supervisor/manager, applicants who are deemed to be most fitted for
the job opening to this shorter list.
5. INTERVIEW BY THE SUPERVISOR/MANAGER OR PANEL INTERVIEWERS –
Through formal interview of the most promising applicants, other
characteristics of the applicants may be revealed or observed by the
supervisor/manager or panel interviews. Such characteristics include
the applicant’s self-confidence, positive or negative self-esteem,
honesty, ability to relate well with others, and positive and negative life
experiences which may affect his or her job performance, among
others, interviews must have trained so that they will know what to look
for.
6. VERIFYING INFORMATION PROVIDED BY THE APPLICANT – To make sure
that the applicant has not given false information about himself or
herself, verification is necessary. Background checking must also be
done to avoid the hiring of applicants with criminal record and to
ascertain that he or she has good moral character.
7. REQUESTING THE APPLICANT TO UNDERGO PSYCHOLOGICAL AND
PHYSICAL EXAMINATION – Having a healthy mind and a healthy body
is important for good job performance. Hence, applicants must be
requested to undergo psychological and physical examinations prior
to hiring.
8. INFORMING THE APPLICANT THAT HE OR SHE HAS BEEN CHOSEN FOR THE
POSITION APPLIED FOR – Informing the applicant may be done verbally
or in writing by the managers who give the final decision regarding the
company’s rules and regulations for hiring an applicant must be given
in this step.

TYPES OF JOB INTERVIEWS

  STRUCTURED INTERVIEWS – the interviewer asks the applicant to answer a
set of prepared questions – situational, job knowledge, job simulation, and
worker requirements questions
 UNSTRUCTURED INTERVIEW – The interview has no interview guide and may
ask questions freely.
 ONE-ON-ONE INTERVIEW – one interview is assigned to interview the
applicant.
 PANEL INTERVIEW – several interviewers or a panel interviewer may
conduct the interview of applicants; three to five interviewers take turns in
asking questions.

Similarly, there are different kinds of employment tests administered to

measure or test and applicant’s specific skill of capacity. Types of
employment test are

1. Intelligence test,
2. Proficiency and aptitude tests,
3. Personality tests,
4. Vocational tests.

 SELECTION – is the process of choosing individuals who have the required

qualifications to fill present and expected job openings.
 INTERVIEW – the determining of an applicant’s qualifications in order to
gauge his her ability to do the job.
 EXTERNAL RECRUITMENT – refers to recruitment done from outside sources.
 INTERNAL RECRUITMENT – refers to recruitment done within the
organization.
 RECRUTIMENT – a set of activities designed to attract qualified applicants
for job position vacancies in an organization.
 STAFFING – refers to filling in all organizational job positions.
 SYSTEMS APPROACH TO STAFFING – is the step-by-step way of filling job
positions in organizations, considering variables such as number and kinds
of human resources needed, open managerial and non-managerial
positions, potential successors to open job position etc.

Conducting the Training Needs Assessment

Training needs assessment must be done systematically in order to
ascertain if there really is a need for training. Managers must first try to observe
the business condition and the economic, strategic and technological changes
that are happening in the organization’s environment before proceeding to the
analyses of the organization, task and persons individuals, as all these are
determinants of training types required for the maintenance of the firm’s
stability.
 Examples of organization analyzes include the analyses of effects of
downsizing, branching out conflicts with rival companies, and others that may
require training or retraining of employees.
Task analysis involves, for example, a checking of job requirements to find
out if all these are being done to meet company goals. If not this may be a go-
signal to train or retrain personnel.
Person analysis determines who among the employees need training or
retraining. This is to avoid spending for the training of employees who no longer
need it. For example, a department manager pirated from a rival company to
occupy a vacancy in one of the organization’s department in the same
capacity (department manager) may not need managerial skills training
anymore.
What are the different learning principles?
Modeling – the use of personal behavior to demonstrate the desired behavior or
method to be learned.
Feedback and reinforcement – learning by getting comments or feedback from
trainees themselves, from trainers, or fellow trainees, which can help the
individual realize what they are doing wrong; reinforcement is accomplished
through verbal encouragement or by giving rewards such as prizes, awards and
others.
Massed v. 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.
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 task properly.
Designing the Training Program
This place involves stating the instructional objectives that describe the
knowledge, skills and attitudes that have to be acquired or enhanced to be
able to perform well. In short, these are performance-centered objectives that
must be aligned with the firm’s objectives. Another thing to be considered is
trainee readiness and motivation. This refers to the trainees’ background
knowledge and experience, so that the training to be given to them will not go
to waste. Different learning principles, like using modeling, feedback and
reinforcement, massed vs. distributed learning and others influence the training
design’s effectiveness.
Implementing the Training Program
Various types of training program implementation include on-the-job
training, apprenticeship training classroom instruction, audio-visual method,
simulation method and e-leaning.

Evaluating the Training

The positive effects of the training program may be seen by assessing the
participants’ reactions, their acquired learnings and their behavior after
completing the said training, the effects of training may also be reflected by
measuring the return on investment (ROI) or through the benefits reaped by the
organization, which were about by their training investment.

Employee Development
Developing employees is a part of an organizations’ career management
program and its goal is to match the individual employee must know himself or
herself well, identify his or her own knowledge, skills, abilities, values and interests,
so that he or she could also identify the career pathway that he or she would
like to take. Although he or she is encouraged to take responsibility for his or her
own career, the organization must, at regular intervals, provide him or her with
the results of his or her performance evaluations and the organization’s plans or
direction that may be related to his or her own career plans, this scheme
establishes a favorable career development climate for him or her, which may
lead, ultimately, to the blending of his or her career development goals with
organizational goals.

COMPENSATION/WAGES AND PERFORMANCE EVALUATION

Compensation/wages and performance evaluation are related to each

other because the employees’ excellent or poor performance also determines
the compensation given to them, after considering other internal and external
factors like the actual worth of the job, compensation strategy of the
organization, conditions of the labor market, cost of living and area wage rates
among others.
Compensation may come in different forms, it may market indirect or
nonfinancial.
TYPES OF COMPENSATION

Direct Compensation – include workers’ salaries, incentive pays, bonuses and

commissions.
Indirect Compensation – include benefits given by employers other than
financial remunerations; for example: travel, educational and health benefits
and others.
Nonfinancial Compensation – includes recognition programs, being assigned to
do rewarding jobs or enjoying management support, ideal work environment
and convenient work hours.

CONNECTING COMPENSATION TO ORGANIZATIONAL OBJECTIVES

Worker compensation/wages had tremendously changed in the 21st
century date to increased market competitions (both local and global),
required skills from workers and changes in technology, among others. Along
with these, organizations’ pay philosophies have also changed. Instead of
paying employees based mainly on their job positions or titles, they are now
given pay according to their individual competencies or according to how
much they could contribute or have contributed to their company’s success.
Wage experts now prepare compensation packages that create value for both
the organization and its employees.

COMPENSATION: A MOTIVATIONAL FACTOR EMPLOYEES

Compensation pay presents a reward that an employee receives for
good performance that contributes to the company’s success. In relation to this,
the following must be considered:

Pay Equity – related to fairness; the Equity Theory is a motivation theory focusing
on employees’ response to the pay that they receive and the feeling that they
receive less or more that they deserve.
Employees generally feel that their pay must be commensurate to the
effort exerted in the performance of their job. In other words, pay equity is
achieved when the pay given to them by their employers is equal to the value
of the job performed; thus, this motivates them to perform well and to do their
jobs to the best of their abilities.
Expectancy Theory – another theory of motivation which predicts that
employees are motivated to work well because of the attractiveness of the
rewards or benefits that they may possibly receive from a job assignment.
The employee’s perception of the compensation or pay attached to a
job position is an important factor in ascertaining the motivational value of
compensation.

BASES FOR COMPENSATION

Employees may be compensated based on the following:

 Piecework basis – when pay is computed according to the number of

units produced.
 Hourly basis – when pay is computed according to the number of work
hours rendered.
 Daily basis – when pay is computed according to the number of work
days rendered.
 Weekly basis – when pay is computed according to the number of work
weeks rendered.
 Monthly basis – when pay is computed according to the number of work
months rendered.
Compensation rates are influenced by internal and external factors. Among
the internal factors are the organization’s compensation policies, the
importance of the job, the employees’ qualifications in meeting the job
requirements, and the employer’s financial stability.
External factors, on the other hand, include local and global market
conditions, labor supply, area/regional wage rates, cost of living, collective
bargaining agreements, and national and international laws among others.

Purpose of Performance Evaluation: Administrative and Developmental

Improving individual job performance through performance evaluation is
just one of the reasons why employees are subjected to assessments on a
continuous basis. There is other purpose behind employee assessment that are
beneficial to the company and employees:
Administrative Purposes – These are fulfilled through appraisal/evaluation
programs that provide information that may be used as basis for compensation
decisions, promotions, transfers and termination.
 Human resource planning may also make use of it for recruitment and
selection of potential employees.
Developmental Purposes – these are fulfilled through 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. Through this approach, the workers become more
receptive to the explanations given by the organization’s management
regarding the importance of having evaluations at regular intervals – that these
are conducted to improve their competencies in order to prepare them for
future job assignments.
Different performance appraisal methods are used depending on the
information on evaluator aims to find out.

PERFORMANCE APPRAISAL METHODS

Methods of evaluating workers have undergone development in order to
adopt new legal employment requirements and technical changes. Some
appraisal methods used today are the following:
Trait methods – performance evaluation method designed to find out if the
employee possess important work characteristics such as conscientiousness,
creativity, emotional stability and others.
Graphic rating scales – performance appraisal method where each
characteristics to be evaluated is represented by a scale on which the
evaluator or rater indicates the degree to which an employee posse that
characteristics.
Forced-choice method – performance evaluation that requires the rater to
choose from how statements purposely designed to distinguish between positive
or negative performance; for example: works seriously – work fast; shows
leadership – has initiative.
Behaviorally anchored rating scare (BARS) – a behavioral approach to
performance appraisal that includes five to ten vertical scales, one for each
important strategy for doing the job and numbered according to its
importance.
Behavior observation scale (BOS) – a behavioral approach to performance
appraisal that measure the frequency of observed behavior.
WHY SOME EVALUATION PROGRAMS FAIL
Performance appraisal (such as manager/supervisor appraisal, self-appraisal,
subordinate or 360-degree appraisal) may sometimes fail due to various reason
including the following:
 Inadequate orientation of the evaluates regarding the objectives of the
program;
 Incomplete cooperation of the evaluates:
 Bias exhibited evaluators;
 Inadequate time for answering the evaluation forms.

EMPLOYEE RELATIONS

Employee relations applies to all phases of work activities in organizations,

and managers, to be effective, must be able to encourage good employee
relations among all human resources under his or her care. Employees/workers
are social beings who need connections or relations with other beings – other
employees/workers – who are capable of giving them social support as they
carry out their tasks in the organization where all of them belong. Talking to a
coworker, perceived to be a friend or working on a delicate task with others can
be comforting during times of stress, fear or loneliness, when these negative
feelings are overcome, employees will be able to work better toward the
achievement of their organization’s goals.
EFFECTIVE EMPLOYER RELATIONS AND SOCIAL SUPPORT
Social support is the sum perceived assistance or benefits that may result
from effective social employee relationships. The quantity and quality of an
employee’s relationship with others determine social support (esteem support,
informational support or financial support). In short, social support and effective
employee relations must always go together like “a horse and carriage,” were
one would be useless without the other. Therefore, without social support,
effective employee relations are not possible; and without effective social
employee relationships, social support likewise is not possible.

THREE TYPES OF EMPLOYEES

1. ENGAGED – Employees who work with passion and feel a deep
connection with their company, they drive innovation, and move the
organization forward.
 2. NOT ENGAGED - Employees who are essentially “checked out”, they put
time, but not energy or passion into their work.
3. ACTIVELY DISENGAGED – Employees who are not only unhappy at work,
but also act out their unhappiness, they undermine what their engaged
coworkers accomplish.

EMPLOYEE MOVEMENTS
A labor union is a formal union of employees/workers that deals with
employers, representing workers in their pursuit of justice and fairness and in their
fight for their collective or common interests.
Employers or workers unionize because of financial needs, unfair
management practices or social and leadership concerns.

a. Financial needs – complaints regarding wages or salaries and benefits

given to them by the management are the usual reasons why employees
join labor unions.
b. Unfair management practices – perceptions of employees regarding
unfair or biased managerial actions are also reason why they join mass
movements; examples of lack of fairness in management are favoritism
related to promotion and giving of training opportunities and exemption
from disciplinary action.
c. Social and leadership concerns – some join for the satisfaction of their
need for affiliation with a group and for the prestige associated with
coworkers’ recognition of one’s leadership qualities.

STEPS IN UNION ORGANIZING

Terry Moser, an expert union organizer, was credited by Snell and Bob
lander (2011) for the following union-organizing steps:

Step 1. Employee/union contact

Step 2. Initial organizational meeting
Step 3. Formation of in-house organizing committee
Step 4. If a sufficient number of employees support the union movement,
the organizer requests for a representation election or certification election.
Step 5. End of union organizing
 When the sufficient number of votes is garnered, the NLRC certifies the
union as the legal bargaining representative of the employees. Contract
negotiations or collective bargaining agreement (CBA) negotiation follow the
certification. The CBA process involves the following procedures.
a. Prepare for negotiations
b. Develop Strategies
c. Conduct negotiations
d. Formalize agreement

Grievance Procedure
The grievance procedure is formal procedure that authorizes the union to
represent its members in processing a grievance or compliant. Such grievance
must be expressed orally or in writing to the employee’s immediate supervisor
and the union steward. If the immediate supervisor shows willingness to discuss
the complaint with the employee and the union steward, the grievance may be
resolved immediately.
This is possible especially if the supervisor has formal training in handling
grievances. If not resolved within ten work days, the employee forwards the
grievance to the department manager and the chief steward of the union.
Again, resolution of the grievance is possible at this point if the department
manager is willing to discuss the matter with the employee and the chief
steward. However, if it remains unresolved, the next step is for the employee to
forward the complaint to the vice president for labor relations and the local
union president after 15v work days. Resolution of the matter is possible, but if
nothing happens within 30 work days, the employee may now forward the
complaint, with the aid of the local union president, to the NLRC for arbitration.
The arbitrator is neutral third party who resolves the grievance by issuing a final
decision which both parties – the employee, represented by the union
president, and the employer – have to follow.

REWARD SYSTEM
Organization offer competitive rewards systems to attract knowledgeable
and skilled people and to keep them motivated and satisfied once they are
employed in their firm. Further, rewards promote personal growth and
development and present fast employee turnover. Management offer different
types of rewards.
Monetary reward – rewards which pertain to money, finance or currency.
 a. Pay/salary – financial remuneration given in exchange for work
performance that will help the organization attain its goals; examples,
weekly, monthly, or hourly pay, piecework compensation, etc.
b. Benefits – indirect forms of compensation given to employees/workers for
the purpose of improving the quality of their work and personal lives;
health care benefits, retirement benefits, educational benefits, and others
are examples of these.
c. Incentives – rewards that are based upon a pay-for-performance
philosophy; it establishes a baseline performance level that employees or
groups of employees must reach in order to be given such reward or
payment; examples: bonuses, merit pay, sales incentives etc.
d. Executive pay – a compensation package for executives of organizations
which consists of five components: basic salary, bonuses, stock plans,
benefits and perquisites.
e. Stock option – are plans that grant employees the right to buy a specific
number of shares of the organization’s stock at a guaranteed price during
a selected period of time.

Nonmonetary reward – rewards which do not pertain to money, finance or

currency; refer to intrinsic, rewards that are self-granted and which have a
positive psychological effect the employee who receives them.
a. Award – nonmonetary reward that may be given to individual employees
or groups/teams for meritorious service or outstanding performance;
trophies, medals or certificates or recognition may be given instead of
cash or extensive rewards.
b. Praise – a form of nonmonetary, intrinsic reward given by superiors to their
subordinates when they express oral or verbal appreciation for excellent
job performance.

Activity 1:

Write True if the statement is correct and False if it is not correct.

1. Unfair management practices – complaints regarding wages or salaries
and benefits given to them by the management are the usual reasons
why employees join labor unions
2. A labor union is a formal union of employees/workers that deals with
employers, representing workers in their pursuit of justice and fairness and
in their fight for their collective or common interests.
 3. The grievance procedure is a formal procedure that authorizes the union
to represent its members in processing a grievance or complaint.

Activity 2

What are the steps in union organizing?

Step 1
Step 2
Step 3
Step 4
Step 5

Activity 3

Rearrange the jumbled letters to form the correct word(s) that correspond to the
meaning of the statement for each number.

1. D R A W E R
Gift, prize or recompense for merit, service or achievement, which
may have a motivating effect on the employee.

2. T R I D E C P E N C O M N A T I O N S
Include worker’s salaries, incentive pays, bonuses and commissions.

3. D S M T H E O T R T I A
Performance evaluation method designed to find out if the
employee possesses important work characteristics such as
conscientiousness, creativity, emotional stability and others.

References:

https://tinyurl.com/2p87vtss (Data Retrieved March 18, 2023)

https://tinyurl.com/4j22wejx (Data Retrieved March 20, 2023)