CODE: CHRP 005

COURSE TITLE: PRINCIPLES AND PRACTICES OF

MANAGEMENT

STAFFING FUNCTION I

Prepared by:

Joyce Kamau

8/9/2020

Page 1 of 14
Staffing Function I

Objectives

By the end of this topic you should be able to;

 Identify the importance of staffing

 Describe human resource planning in an organisation

 Discuss employee recruitment

 Explain employee selection

 Describe training and development

1.1 Introduction to staffing

According to Koontz and O‘Donnell:―The managerial function of staffing involves

manuring the organizational structure through proper and effective selection, appraisal and

development of personnel to fill the roles designed into the structure.

In management, the meaning of staffing is an operation of recruiting the employees by

evaluating their skills, knowledge and then offering them specific job roles accordingly.

1.1.1 Importance of staffing

i. Staffing helps in discovering and obtaining competent personnel for various jobs,

through recruitment and selection.

ii. It contributes to building higher employee morale. This is achieved by creating the

right type of climate workers to contribute to the achievement of the organizational

objectives. Therefore, by performing the staffing function effectively and efficiently,

the management is able to describe the significance and importance which it attaches

to the personnel working in the enterprise.

Page 2 of 14
 iii. It helps to improve job satisfaction and motivation of employees; by ensuring the

right person is put at the right position. i.e. person job match

iv. Human capital development; It ensures the organization is able to meet its future

personnel requirements. Since the management is required to determine in advance

the manpower requirements. Therefore, it has also to train and develop the existing

personnel for career advancement.

v. It reduces the cost of personnel by avoiding wastage of human resources. A huge

amount is spent on recruitment, selection, training, and development of

employees. To get the optimum output, the staffing function should be performed

in an efficient manner.

vi. For the efficient performance of other management functions, staffing is important.

If an organization does not have the competent personnel, then it cannot perform

the functions of management like planning, organizing, directing and controlling

functions properly.

vii. Through employee development, it is able to provide continuous survival and

growth of the business.

1.2 Human Resource Planning

According to Erick Velter, ―human resource planning is the process by which management

determines how an organisation should move from its present manpower position to its

desired manpower position‖

Human resource planning is a strategy for the procurement, development, allocation and

utilisation of an organisation human resource.

Page 3 of 14
1.2.1 Human resource planning needs

Human resource planning is needed for foreseeing the human resource requirements of an

organization and supply of human resources. Its need can be assessed from the following

points:

i. Replacement of Persons: A large number of persons are to be replaced in the

organization because of retirement, old age, death, etc. There will be a need to

prepare persons for taking up new position in such contingencies.

ii. Labour Turnover: There is always labour turnover in every organization. The degree

of labour turnover may vary from concern to concern but it cannot be eliminated

altogether. There will be a need to recruit new persons to take up the positions of

those who have left the organization. If the concern is able to forecast turnover rate

precisely, then advance efforts are made to recruit and train persons so that work

does not suffer for want of workers.

iii. Expansion Plans: Whenever there is a plan to expand or diversify the concern then

more persons will be required to take up new positions. Human resource planning is

essential under these situations.

iv. Technological Changes: The business is working under changing technological

environment. There may be a need to give fresh training to personnel. In addition,

there may also be a need to infuse fresh blood into the organization. Human

resource planning will help in meeting the new demands of the organization.

v. Assessing Needs: Human resource planning is also required to determine whether

there is any shortage or surplus of persons in the organization. If there are fewer

people than required, it will adversely affect the work. On the other hand, if more
Page 4 of 14
 persons are employed than the requirement, then it will increase labour cost, etc.

Human resource planning ensures the employment of proper workforce

1.2.3 Importance of HRP

i. Human resource planning identifies gaps in existing manpower in terms of their

quantity and quality with the help of suitable training and/or any other steps, these

gaps can be filled in time. Existing manpower can also be developed to fill future

vacancies.

ii. Manpower planning facilitates career succession planning in the organization. It

provides enough lead time for internal succession of employees to higher position

through promotions. Thus, manpower planning contributes to management

succession as well as development.

iii. Manpower planning is an integral part of overall business planning. Effective

manpower planning will lead to improvement in overall planning also. No

management can be successful in the long run without having the right type and

right number of people doing the right jobs at the right time.

iv. Manpower planning facilitates the expansion and diversification of an organization.

In the absence of human resource plans, the required human resources will not be

available to execute expansion and diversification plans at the right time.

v. Manpower planning leads to a great awareness about the effectiveness of sound

manpower management throughout the organization. It also helps in judging the

effectiveness of human resource policies and programmes of management.

Page 5 of 14
 vi. Beneficial to the Country especially at the national level manpower planning

facilitates educational reforms, geographical mobility of talent and employment

generation.

1.3 Employee recruitment

According to Edwin Flippo ‗recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the organization

Recruitment methods can be classified in to three;

i. Direct Methods which include; travelling visits to educational and professional

institutions, employee‘s contacts with public etc.

ii. Indirect Methods which include; advertising in newspaper, radio, in trade and

professional journals, technical journals, brochures etc.

iii. Third Party Methods includes; the use of commercial and private employment

agencies, state agencies, placement offices of the colleges and universities, and

professional association recruiting firms.

1.3.1 Sources of employee recruitment

These are the outlets through which suitable and interested candidates are available. They

can be conveniently divided in to two;

Page 6 of 14
 Sources of Recruitment

Internal sources External sources

 Promotions  Educational institutions

1.4 Selection

It is the process of selecting the best candidate out of the available and rejecting the

unsuitable candidates.

Selection is the process of choosing the most suitable person for the current position or for

future position from within the organization or from outside the organization.

1.4.1 Selection Procedure:

Selection of workers is regarded as a policy matter. Every enterprise has its own policy for

recruitment. The following procedure is adopted.

i. Receiving and scrutinizing the application: After receiving the applications have to be

screened and the applications of candidates without the necessary qualification are

rejected.

ii. Sending the Blank application form: After preparing the list of candidates suitable for

job, blank application forms will be sent to the candidates. In this application form

Page 7 of 14
 information should be given about the name and address of the candidate,

educational qualification, experience, salary expected etc.

iii. Preliminary Interview: the object of the preliminary interview is to see whether the

applicant appears to be physically and mentally suitable for the job. The interviewer

has to decide whether the applicant is fit for job or not. By this interview the

appearance, attitudes, behaviour of the candidate can be known easily. Questions are

general and of definitive nature.

iv. Administering Tests: Different types of test may be undertaken. Tests are conducted

for the knowledge of personal behaviour, efficiency of work and interest. Generally,

tests like; Achievement Test, Aptitude test, Trade Test, Interest Test, Intelligence

Test etc are conducted

v. Checking References on Investigation of Previous History: a candidate applying for a

job is asked to provide some references. Names of persons to whom inquiries as to

his educational background, skills, experiences, character or ability cold be addressed

to.

vi. Interviewing: Interview is the most important step in the selection procedure. In

interview, the intimation given in the application form is checked. Interview helps in

finding out the physical appearance and mental alertness of the candidate and

whether he possesses the required qualities.

vii. Final Selection: On the basic of results of previous interview the candidate is

informed whether he/she is selected for the said post or not.

Page 8 of 14
1.5 Training and Development

According to Flippo, ―Training is an act of increasing the knowledge and skill of an

employee in doing a particular job.‖

It is an organized activity designed to create a change in the thinking and behaviour of

people and o enable them to do their jobs in a more efficient manner.

1.5.1 Importance of training and development

i. Improved employee performance – the employee who receives the necessary

training is more able to perform in their job. The training will give the employee a

greater understanding of their responsibilities within their role, and in turn build their

confidence.

ii. Improved employee satisfaction and morale – the investment in training that a

company makes shows employees that they are valued. The training creates a

supportive workplace. Employees may gain access to training they wouldn‘t have

otherwise known about or sought out themselves. Employees who feel appreciated

and challenged through training opportunities may feel more satisfaction toward

their jobs.

iii. Addressing weaknesses – Most employees will have some weaknesses in their

workplace skills. A training program allows you to strengthen those skills that each

employee needs to improve. Providing the necessary training creates an overall

knowledgeable staff with employees who can take over for one another as needed,

work on teams or work independently without constant help and supervision from

others.

Page 9 of 14
 iv. Increased productivity and adherence to quality standards – Productivity

usually increases when a company implements training courses. Increased efficiency

in processes will ensure project success which in turn will improve the company

turnover and potential market share.

v. Enhances company reputation and profile – Having a strong and successful

training strategy helps to develop your employer brand and make your company a

prime consideration for graduates and mid-career changes. Training also makes a

company more attractive to potential new recruits who seek to improve their skills

and the opportunities associated with those new skills.Training can be of any kind

relevant to the work or responsibilities of the individual, and can be delivered by any

appropriate method.

vi. Better use of resources – with trained workers, the enterprise can apply its physical,

financial, and human resources in a better and more economical way.

vii. Fewer accidents – it helps in reducing the number of accidents and breakdowns. A

person who has learned how to do a job even before he is put on it will handle the

machines more competently than untrained one.

1.5.2 Methods of training

Broadly training methods may be classified as on the job and off the job training

Off the job or external training

These are formal management training programs, which can be run by training organizations

or consultants to provide specific types of training.

Page 10 of 14
 i. Instructor led training. -Instructor-led training is the traditional type of employee

training that occurs in a classroom, with a teacher presenting the material. This can

be a highly effective method of employee training, especially for complex topics.

Instructors can answer specific employee questions or direct them to further

resources. They also allow for highly-skilled instructors to match the training level

and style to the employees in the room.

ii. E learning -eLearning, on the other hand, relies on online videos, tests, and courses

to deliver employee training. Employees can do their training right in the palm of

their hand with a smartphone or on their company computers.

iii. Simulation training -Simulation training is most often provided through a

computer, or virtual reality device. Despite the initial costs for producing that

software or technology, however, simulation training can be a necessary option for

employees in riskier or high-stakes fields. You‘ll often see simulation training for

pilots or doctors, but it can be useful for other employees too.

iv. Role-playing - Role-playing specifically asks employees to work through one aspect

of their jobs in a controlled scenario. They‘ll be asked to consider different points-of-

view and think on their feet as they work through the role-playing activity.

v. Case studies - Some employee training topics are readily accessible through

required readings. Case studies, in particular, can provide a quick way for employees

to learn about real workplace issues. Employees can read through these at their own

pace, or while working in a team-building session with other employees.

Page 11 of 14
Internal training or on the job training

It means ‗learning while doing‘. The trainees learn in the real work environment and gain

practical experience dealing with the tasks and challenges during a normal working day. The

main advantage of on the job training is that trainees understand the rules, regulations and

the work procedures by adopting them in their day-today performance.

The success of this method depends upon the quality of the trainer; thus, it is essential to

properly select the trainer to make the system work.

i. Coaching and mentoring – It constitutes the most commonly used method to

train the employees while they are on their jobs. Coaching involves the development

of one-to-one relationship between the employees and supervisors, which ensures

continued guidance and feedback of the employees on how well they are handling

their tasks. Mentoring is a particular form of coaching used by experienced

executives to groom the junior employees. Normally, mentoring involves one-to-one

coaching for a period of several years until the employee is eventually capable

enough to replace the mentor itself.

ii. Understudy assignment - refers to the method in which trainees are prepared to

perform the work or fill the position of their superiors. In this technique, a trainee

who is likely to assume the full duties and responsibilities of the position currently

held by his/her superior is called as an understudy. The understudy fills the position

of his/her superior that is about to leave the job due to promotion, retirement, or

transfer. For instance, the departmental head may pick up one competent person

Page 12 of 14
 from the department to become his/her understudy. This gives the understudy an

opportunity to try out his/her leadership skills.

iii. Job rotation – It involves the movement of employees from one job to another, so

that they can attain the understanding of different functions and processes of an

organization.

iv. Committee assignments – It refer to the method in which the trainees are asked to

solve an actual organizational problem. In committee assignments, trainees have to

work together in a team and offer solution to the problem. This method of training

helps the trainees to develop team spirit to achieve a common organizational goal.

v. Orientation or induction - It is meant for the newly-selected employees and its sole

object is to adapt them to the specialized job requirements and work methods of the

enterprise. Thus, the new employee is, to begin with, given a description of his job.

At the same time, he is provided with a set of policies, rules and procedures which

have a bearing on his performance. He is also told about his immediate superior and

the subordinates who will work under him—the person from whom he will take

orders and those to whom he will give orders.

Development

Development is a continuous process. It is fox for refreshing information knowledge

and skills of the executives. In the case of development, off the job methods are used. It

provides wider them capable to face organizational problems and challenges is a bold

manner. Management development is a planned systematic process of learning. It is

designed to induce behavioural change in individuals by cultivating the mental abilities

Page 13 of 14
 and inherent qualities through the acquisition and Understanding of use of new

knowledge.

Further reading

Dessler, G. (2017) Human Resource Management, 15th edition, Pearson Education, Boston.

Mullins, L.J (2009) Management and Organisational Behaviour, 9th edition, Pitman

publishing, England UK.

Saleemi,N. A.(2006).Principles and Practices of Management. Saleemi Publications(Ltd),

Revised Edition

Saleemi,N. A.(2011).Personnel Management simplified. Saleemi Publications(Ltd), Revised

Edition

Page 14 of 14