MODULE 5 OVERVIEW

(ES 313 – Engineering

Management)
This module presents the nature of staffing, its
significance as a function of management. It will define
STAFFING THE what is staffing, .
ENGINEERING
ORGANIZATION LEARNING OUTCOMES

Students should be able to understand and apply

the function of staffing in management.

INTRODUCTION

STAFFING
Engr. Leo M. Sauro, D.M.
(+63)-9451136579  Staffing may be defined as “the management
leomsauro@[Link] function that determines human resource needs,
recruits, selects, trains, and develops human
resources for jobs created by an organization”
 Staffing is undertaken to match people with jobs so
that the realization so that the realization of the
organization’s objectives will be facilitated.

THE STAFFING PROCEDURE

1. Human Resources Planning

2. Recruitment

3. Selection

4. Induction and Orientation

5. Training and Appraisal

6. Employment Decisions (monetary rewards, transfers,

promotions and demotions) and

7. Separations

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 HUMAN RESOURCE PLANNING

The planned output of any organization will require a

systematic deployment of human resources at various
levels. To be able to do this, the engineer manager will
have to involve himself with human resource planning.

Human Resource Planning may involve three

activities:

1. FORECASTING – which is an assessment of

future human resource needs in relation to the
current capabilities of the organization.
2. PROGRAMMING- which means translating the
forecasted human resource needs to personnel
objectives and goals.
3. EVALUATION and CONTROL- which refers to
monitoring human resource action plans and
evaluating their success.
Methods of Forecasting

1. Time Series Methods- which use historical data to

develop forecasts of the future.
2. Explanatory, or Casual Models- which are
attempts to identify the major variables that are
related to or have caused particular past
conditions and then use current measures of these
variables to predict future conditions.
3. Monitoring Method- are those that provide early
warning signals of significant changes in
established patterns and relationships so that the
engineer manager can assess the likely impact
and plan responses if required.

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 RECRUITMENT

Recruitment refers to attracting qualified persons

to apply for vacant positions in the company so that those
who are best suited to serve company may be selected.

SOURCE OF APPLICANTS

1. The organization’s current employees.

2. Newspaper Advertising
3. Schools
4. Referrals from employees
5. Recruitment firms
6. Competitors
7. Social Media

SELECTION

Selection refers to the act of choosing from those

that are available the individuals most likely to succeed
on the job. A requisite for effective selection is the
preparation of a list indicating that an adequate pool of
candidates is available.

The purpose of selection is to evaluate each

candidate and to pick the most suited for the position
available.

Selection procedures may be simple or complex

depending on the costs of a wrong decision.

Ways of Determining the Qualifications of a Job

Candidate

Companies use any or all of the following in determining

the qualifications of a candidate.

1. Application Blanks- provide information about a

person’s characteristics such as age, marital
status, educational background, experience, and
special interests.

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 2. References- are those written by previous
employers, co-workers, teachers, club officers, etc.
3. Interviews- information may be gathered in an
interview by asking a series of relevant questions
to the job candidate.
4. Testing- this involves an evaluation of the future
behaviour or performance of an individual.

TYPES OF TEST

Tests may be classified as follows:

1. Psychological Tests- which is “objective, standard

measure of a sample behaviour”. It is classified
into:
a) aptitude test – one used to measure a
person’s capacity or potential ability to
learn.
b) performance test- one used to measure a
person’s current knowledge of an object.
c) personality test- one used to measure a
personality traits as a dominance,
sociability, and conformity.
d) interest test- one used to measure a
person’s interest in various fields of work.
2. Physical Examination- a type of test given to
assess the physical health of an applicant. It is
given to assure that the health of the applicant is
adequate to meet the job requirements.

INDUCTION and ORIENTATION

After an applicant is finally selected from among

the various ones and then subsequently is hired, the next
steps undertaken are induction and orientation.

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 In induction, the new employee is provided with
the necessary information about the company. His duties,
responsibilities, and benefits are relayed to him.
Personnel and health forms are filled up, and passes are
issued. The company history, its products and services,
and the organization structure are explained to the new
employee.

In orientation, the new employee is introduced to

the immediate working environment and co-workers. The
following are discussed: location, rules, equipment,
procedures, and training plans. Performance
expectations are also discussed.

Training and Development

Training refers to the “learning that is provided in

order to improve performance on the present job.”

Training programs consist of two general types,

namely :

1. training programs for non-managers, and

2. training and educational programs for executives.

Training Program for Non-managers

This type of training is directed to non-managers

for specific increases in skill and knowledge to perform a
particular job. The four method under this type are:

1. On-the-job training – where the trainer is placed in

an actual work situation under the direction of his
immediate supervisor, who acts as trainer.
2. Vestibule school- where the trainee is placed in a
situation almost exactly the same as the workplace
where machines, materials, and time constraints
are present.
3. Apprenticeship program- where a combination of
on-the-job training and experiences with classroom
instruction in particular subjects are provided to
trainees.

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 4. Special courses- are those taken which provide
more emphasis on education rather than training

Training Program for Managers

The training needs of managers may be classified

into four areas: decision-making skills, interpersonal
skills, job knowledge, and organizational knowledge.

The decision-making skills of the manager may be

enhanced through any of the following methods of
training:

1. In-basket- where the trainee is provided with a set

of notes, messages’ telephone calls, letters, and
reports, all pertaining to a certain company
situation.
2. Management games- is a training method where
“trainees are faced with simulated situation and
are required to make an ongoing series of
decisions about that situation.
3. Case studies- present actual situations in
organizations and enable one to examine
successful and unsuccessful operations.

The interpersonal competence of the manager

may be developed through any of the following
methods:
a.) Role-playing

b.) Behaviour modelling

c.) Sensitivity training

d.) Transactional analysis

In acquiring knowledge about the actual job the manager

is currently holding, the following methods are useful:

a.) on-the-job experience

b.) Coaching

c.) Understudy

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 To increase the trainee’s knowledge, these are the
following methods that are useful

a.) Position rotation

b.) Multiple management

Performance Appraisal

It is the measurement of employee performance.

The purposes for which performance appraisal is made
are as follows:

1. To influence, in a positive manner, employee

performance and development.;

2. To determine merit pay increases;

3. To plan for future performance goals;

4. To determine training and development needs, and

5. To assess the promotional potential of employees.

Ways of Appraising Performance

An employee’s performance may be measured

using any of the following methods:

1. Rating scale method

2. Essay method

3. Management by objectives method

4. Assessment center method

5. Checklist method

6. Work standards method

7. Ranking method

8. Critical- incident method

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 Employment Decision

After evaluating the performance of employees

(managerial or otherwise), the management will now be
ready to make employment decisions. This may consist
of the following:

1. Monetary rewards- these are given to employees

whose performance is at par or above standard
requirements.
2. Promotion- this refers to a movement by a person
into a position higher pay and greater
responsibilities and which is given as a reward for
competence and ambition.
3. Transfer- this is the movement of a person to a
different job at the same or similar level of
responsibility in the organization.
4. Demotion- this s a movement from one position to
another to which has less pay or responsibility
attached it.
Separation

It is either a voluntary or involuntary termination of

an employee. When made voluntarily, the organization’s
management must find out the real reason. If the
presence of a defect in the organization is determined,
corrective action is necessary.

Involuntary separation (or termination) is the last

option that the management exercises when the
employee’s performance is poor or when he/she
committed an act violation the company rules and
regulations. This is usually made after training efforts fail
to produce positive results.

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 STUDENT ACTIVITY/ASSESSMENT

Prepare a forecast of the human resource needs of an

engineering firm.

Note: (Pls indicate on your answer sheets your Name, Subject,

Module #, Activity #, type of exam , etc.)

Use A4 size bond paper for your answer sheets. Submit your Student
Activity/Assessment (hardcopy and handwritten) to
* thru the UEP municipal link or university main link
* any mode that will be deemed safe for you and me, on or before
October 21, 2021.

SUMMARY

Engineering organizations are not immune to the

difficulties of filling with qualified persons the various
positions identified in the organizing stage. As the outputs
of engineering firms are produced by people under the
supervision of engineer managers, errors in the
performance of jobs may not be easily discernible. As
such, staffing must be treated with serious concern.
Staffing deals with the determination of human
resources needs, recruitment, selection, training and
development.
The staffing process consist of the following series
of steps: human resource planning, recruitment,
selection, induction and orientation, training and
development, performance appraisal, employment
decisions, and separations.
The sources of applicants consist of the
organization’s current employees, newspaper advertising,
social media, schools, referrals from employees,
recruitment firms, and competitors.
The ways of determining the qualifications of job
candidates consist of application blanks, references,
interviews, and testing.
Training programs consist of one type for non-
managers and another types for executives.
The various methods of performance appraisal are
classified into the rating scale method, the essay method,
management by objectives method, assessment center
method, checklist method, work standards method,
ranking method, and critical-incident method.
Employment decisions are classified as: monetary
rewards, promotion, transfer, and demotion.

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 Separations may be
classified as voluntary or
involuntary.

SUGGESTED READINGS

[Link]. Staffing An Overview. Mexus

Education Pvt. Ltd. (YouTube)

REFERENCES

Medina, Roberto G.(2004). Engineering Management.

REX Book Store.

Baltazar, Jose D. [Link]. (2012) Management in the

Philippine Setting. National Book Store.

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