MODULE​ ​2

STAFFING
INDEX
Need​ ​and​ ​importance​ ​of​ ​staffing
Recruitment
Selection​ ​process

Definition:

Staffing is defined as filling and keeping filled positions in the

organization structure. It is also known as human resource management.
It​ ​includes​ ​several​ ​sub-functions:

➢ Recruitment​ ​or​ ​getting​ ​applicants​ ​for​ ​the​ ​jobs​ ​as​ ​they​ ​open​ ​up.
➢ Selection​ ​of​ ​the​ ​best​ ​qualified​ ​from​ ​those​ ​who​ ​seek​ ​the​ ​jobs.
➢ Training​ ​employees
➢ Performance​ ​appraisal
➢ Administration​ ​of​ ​compensation​ ​plans
Importance​ ​and​ ​need​ ​for​ ​proper​ ​staffing:
➢ It helps in discovering talented and competent workers and
developing​ ​them​ ​to​ ​move​ ​up​ ​the​ ​corporate​ ​ladder.
➢ Ensures greater production by putting the right man in the right
job.
➢ It helps to avoid a sudden disruption of an enterprises production
run​ ​by​ ​indicating​ ​shortages​ ​of​ ​personal​ ​if​ ​any​ ​in​ ​advance.
➢ Helps to prevent underutilization of personnel through over
manning​ ​and​ ​the​ ​resultant​ ​high​ ​labour​ ​cost​ ​and​ ​low​ ​profit​ ​margins.
➢ Provides information to management for the internal succession of
managerial​ ​personnel​ ​in​ ​the​ ​event​ ​of​ ​unanticipated​ ​turnover.

RECRUITMENT:

Recruitment is the process of identifying the sources for prospective

candidates​ ​and​ ​to​ ​stimulate​ ​them​ ​to​ ​apply​ ​for​ ​the​ ​jobs.

Recruitment refers to the attempt of getting interested applicants and

providing a pool of prospective employees so that the management can
select​ ​the​ ​right​ ​person​ ​for​ ​the​ ​right​ ​job​ ​from​ ​this​ ​pool.

The​ ​various​ ​sources​ ​of​ ​recruitment​ ​are​ ​divided​ ​into​ ​two​ ​categories:

(1)​ ​Internal​ ​Sources.

(2)​ ​External​ ​Sources.

Internal sources involve transfer and promotion. Transfer involves the
shifting of an employee from one job to another. Many companies
follow the practice of filling higher jobs by promoting employees who
are considered fit for such positions. Filling higher positions by
promotion​ ​motivates​ ​employees,​ ​boots​ ​employee’s​ ​morale.

External​ ​Sources

(​1) Direct recruitment​: An important source of recruitment is direct

recruitment by placing a notice on the notice board of the enterprise, by
specifying the details of the jobs available. This is also known as
recruitment​ ​at​ ​factory​ ​gate.

(2) Unsolicited applications: Many qualified persons apply for

employment to reputed companies on their own initiative. Such
applications​ ​are​ ​known​ ​as​ ​unsolicited​ ​applications.

(3) Advertising​: Large enterprises particularly when the vacancy is for

higher post or there are large number of applications , this source is used
where advertisements are made in local and national level newspapers.
This helps in informing the candidates spread over different parts of the
country. The advertisement contains information about the company, job
description,​ ​and​ ​job​ ​specialization​ ​etc.

(4) Employment agencies: This is the good source of recruitment for

unskilled and semiskilled jobs. In some cases, compulsory notification
of vacancies of employment exchange is required by the law. The
employment​ ​exchanges​ ​bring​ ​job​ ​givers​ ​in​ ​contact​ ​with​ ​job​ ​seekers.

(5) Educational institutions: Many jobs in business and industries have

become increasingly varied and complex which need a degree in that
particular area. Many big organizations maintain a close liaison with the
colleges, vocational institutes and management institutions for
recruitment​ ​of​ ​various​ ​jobs.

(​6) Labour contractor: Often unskilled and semiskilled workers are

recruited​ ​through​ ​labour​ ​contractors.

(7) Recommendations​: Applicants introduced by friends, relatives and

employees of the organization may prove to be a good source of
recruitment. Many employers prefer to take such persons because
something​ ​about​ ​their​ ​back-ground​ ​is​ ​known.
SELECTION​ ​PROCESS:

The process of selection leads to employment of persons having the

ability and qualifications to perform the jobs which have fallen vacant in
an organization. It divides the candidates into two categories: those will
be offered employment and those who will not be. The basic purpose of
the selection process is choosing right type of candidates to man various
positions in the organization. In order to achieve this purpose, a well,
organized selection procedure involves many steps and at each step
more and more information is obtained about the candidates. The steps
involved​ ​in​ ​selection​ ​procedure​ ​are

(1) Receipt of applications: Whenever there is vacancy, it is advertised

or enquires are made from suitable sources and applications in standard
form are received from the candidates. The applications give preliminary
idea of the candidates like age, qualifications, experience etc., Standard
forms​ ​make​ ​the​ ​application​ ​processing​ ​very​ ​easy.

(2) Screening of applications and initial interview of candidates:

Applications received from the candidates are screened by the screening
committee and a list of candidates to be interviewed is prepared.
Applicants can be called for interviews on some specific criterion like
sex, desired age group experience and qualification. The number of
candidates to be called for interview is five to seven times the number of
vacant​ ​positions​ ​to​ ​be​ ​filled.

(3) Employment tests: Employment tests help in matching the

characteristics of individuals with the vacant jobs so as to employ the
right kind of people. Intelligent tests, Aptitude tests, proficiency tests,
personality​ ​tests,​ ​interest​ ​tests​ ​etc.​ ​may​ ​be​ ​used​ ​for​ ​this​ ​purpose.

(4) Interviews​: The employment tests do not provide the complete set of
information about the candidate. Interview may be used to secure more
information​ ​about​ ​the​ ​candidate.

The main purpose of interview is to find out the suitability of the

candidate, to seek more information about the candidate, to give an
accurate​ ​picture​ ​of​ ​the​ ​job​ ​with​ ​details​ ​of​ ​terms​ ​and​ ​conditions.

In addition, interview help to check the information given by the

applicant in the application and to assess the capability and personality
of​ ​the​ ​applicant.

For senior positions, interviews may be in several stages. The

preliminary interview is conducted by head of the department and the
final interview is conducted by the selection committee consisting of
chairman of the organization, head of the department, personal manager
and​ ​outside​ ​experts.

After all the candidates have been interviewed, a panel is proposed. The
number of persons in the panel is generally about two to three times the
number​ ​of​ ​vacancies​ ​to​ ​be​ ​filled​ ​up.
(5) Background investigation and medical examination​: Prior to final
selection, the prospective employer normally makes an investigation
about applicants past employment, education, personal reputation, police
record​ ​etc.,​ ​Medical​ ​and​ ​physical​ ​examination​ ​has​ ​three​ ​objectives:

a. It serves to ascertain applicant’s capabilities to meet the job

requirement.
b. It serves to protect organization against the unwarranted
claims​ ​under​ ​works-man​ ​compensation.
c. It helps to prevent communicable diseases entering the
organization.

A proper medical examination will ensure standards of health and

physical fitness of the employees and reduce the rates of accidents,
labour​ ​turnover​ ​and​ ​absenteeism.

(6) Final interview: After a candidate has cleared all the hurdles in the
selection procedure, he is formally appointed by issuing him an
appointment letter or by concluding with him a service agreement. The
appointment letter contains the terms and conditions of employment, pay
scale​ ​and​ ​other​ ​benefits​ ​associated​ ​with​ ​the​ ​job.
 MODULE​ ​2
DIRECTING​ ​AND​ ​CONTROLLING

INDEX

● Meaning​ ​and​ ​requirements​ ​of​ ​effective​ ​direction

● Giving​ ​orders
● Motivation-​ ​nature
● Motivation​ ​theories
Meaning​ ​of​ ​direction​:

● Direction means issuance of orders and leading and motivating

subordinates​ ​as​ ​they​ ​go​ ​about​ ​their​ ​orders.
● According to haimann, “directing consists of the process and
techniques utilized in issuing instructions and making certain that
operations​ ​are​ ​carried​ ​on​ ​as​ ​originally​ ​planned”.
● According to Koontz and O’Donnell, “direction is the
interpersonal aspect of managing by which subordinates are led to
understand and contribute effectively and efficiently to the
attainment​ ​of​ ​enterprise​ ​objectives​ ​”
● Functions​ ​of​ ​direction​ ​are:
1. Giving​ ​orders​ ​to​ ​employees
2. Leading​ ​and​ ​motivating​ ​them

Requirements​ ​of​ ​effective​ ​direction:

Principles​ ​or​ ​requirements​ ​of​ ​effective​ ​direction​ ​are:

1. Harmony​ ​of​ ​objectives:

An organization functions best when the goals of its members are
in complete harmony with and complementary to the goals of the
organization.
Manager must direct subordinates in such a way that they perceive
their​ ​personal​ ​goals​ ​to​ ​be​ ​in​ ​harmony​ ​with​ ​enterprise​ ​objectives.
2. Unity​ ​of​ ​Command:
Implies that the subordinates should receive orders and instructions
from​ ​one​ ​superior​ ​only.
The violation of this principle leads to conflicting orders, divided
loyalties​ ​and​ ​decreased​ ​personal​ ​responsibility​ ​for​ ​results.
3. Direct​ ​Supervision:
Every superior must maintain face-to-face direct contact with his
subordinates. this principle boosts morale of employees, increase
loyalty and provides them immediate feedback on how well they
are​ ​doing.
4. Efficient​ ​communication:
Communication is instrument of direction. Through
communication superiors gives order, allocate jobs and explains
duties.​ ​Efficient​ ​communication​ ​is​ ​two​ ​way​ ​process.
5. Follow​ ​through:
Direction is not only telling subordinates about what they should
do but also seeing that they do it in desired way. Manager should
follow through the whole performance of his subordinates and help
them in their act, to show them where their deficiency and to revise
their​ ​direction​ ​if​ ​it​ ​needs​ ​revision.
Giving​ ​orders:

The order is a device employed by the line manager in directing his

immediate​ ​subordinates​ ​to​ ​start​ ​an​ ​activity,​ ​stop​ ​it​ ​or​ ​modify​ ​it.

Mary parker Follett listed following principles which should be followed

in​ ​giving​ ​orders:

➢ Attitude necessary for carrying out of an order should be prepared

in​ ​advance
➢ Face​ ​to​ ​face​ ​suggestions
➢ Order​ ​should​ ​be​ ​depersonalized​ ​and​ ​made​ ​integral​ ​part.

Chester barnard lays down four conditions which makes order

acceptable

➢ Order​ ​should​ ​be​ ​clear​ ​and​ ​complete

➢ Compatible​ ​with​ ​purpose​ ​of​ ​organization
➢ Compatible​ ​with​ ​employee’s​ ​personal​ ​interest.
➢ Should​ ​be​ ​operationally​ ​feasible

Written​ ​orders​ ​are​ ​appropriate​ ​when:

● Subject​ ​is​ ​important

● Several​ ​individuals​ ​are​ ​effected
● Many​ ​details​ ​are​ ​involved
● Considerable​ ​time​ ​will​ ​pass​ ​before​ ​work​ ​is​ ​completed
● There​ ​is​ ​geographical​ ​distance​ ​between​ ​order​ ​giver​ ​and​ ​recipient.

A manager may follow four types of methods to ensure compliance to

his​ ​orders:
 ● Force
● Paternalism
● Bargain
● Harmony​ ​and​ ​objectives

MOTIVATION:

● Motivation can be traced to the latin word movere, which means

“to​ ​move”.
● It is manager ability to move other people in the right direction day
after​ ​day.

Process​ ​of​ ​Motivation:

Needs​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​Interpretation​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​Goal​ ​oriented​ ​ ​ ​ ​ ​ ​ ​ ​ ​Accomplishment

​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​of​ ​goals​ ​according​ ​to​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​behavior​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​of​ ​goals​ ​and

​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​one’s​ ​perception need​ ​reduction

​ ​ ​ ​ ​ ​ ​ ​ ​Incentives

(Positive​ ​and​ ​negative)

Nature​ ​of​ ​Motivation:

1. Individual​ ​differ​ ​in​ ​their​ ​motives:

The viewpoint that there is only one economic drive which
determines behavior is untenable. The goals to which individuals
aspire differs and so do their motives. there can be no single
motive that determines how all workers will react to the same job
and there can be no single strategy that will keep motivation and
productivity high for everyone everywhere. The manager has to
deal​ ​with​ ​human​ ​diversity
2. Sometimes​ ​the​ ​individual​ ​himself​ ​is​ ​unaware​ ​of​ ​his​ ​motive:
3. Motive​ ​changes:
Hierarchy of motives of each individual called structure is not
fixed.​ ​It​ ​changes​ ​time​ ​to​ ​time.
4. Motives​ ​are​ ​expressed​ ​differently:
the ways in which motives are eventually translated into actions
also vary considerably between one individual and another. Even
the same individual may express his motive differently at different
times.
5. Motives​ ​are​ ​complex:
It​ ​is​ ​difficult​ ​to​ ​explain​ ​and​ ​predict​ ​the​ ​behavior​ ​of​ ​workers.
6. Multiple motives make the choice of goals difficult for an
individual.

Motivation​ ​theories:
1.Maslow’s​ ​need-Hierarchy​ ​theory:
An unsatisfied need is the basis and starting point for the motivation
process. When a person has an unsatisfied need, he or she attempts to
identify something that will satisfy the need. This is called goal. Once a
goal is identified, the person takes action to reach the goal and thereby
satisfy​ ​the​ ​needs.

Needs are arranged in the form of a ladder of five successive categories

as​ ​shown​ ​in​ ​the​ ​figure​ ​below.
(i)Physiological needs: Arise out of the basic physiology of life, like the
need for food, water, air, etc which must be at least satisfied partially for
continued​ ​survival.

(ii)Security needs: Needs to feel economically secure and

psychologically secure. Former need protection from arbitrary lay-off
and dismissal, disaster and avoidance of the unexpected. Latter relates to
man confidence that he will be able to deal with problems that might
confront​ ​him​ ​in​ ​future

(iii) Social needs: needs associated with other people and be accepted by
them,​ ​to​ ​love​ ​and​ ​be​ ​loved.

(iv)Egoistic needs: are the needs which relate to respect and prestige.
need for dominance for example. Can be classified as self-esteem and
esteem from others. Self esteem is the need for worthiness of oneself.
He​ ​also​ ​need​ ​that​ ​others​ ​think​ ​he​ ​is​ ​worthy

(v) Self-fulfillment needs: are the needs for realizing ones potential.
These includes realizing one’s own capabilities to the fullest-for
accomplishing what one is capable of accomplishing. example a
musician​ ​must​ ​make​ ​music​ ​.

Human​ ​needs​ ​can​ ​be​ ​Classified​ ​as

1. lower order needs: The first two needs(physiological and safety)

constitute​ ​lower​ ​order​ ​needs.
2. Higher​ ​order​ ​needs:​ ​the​ ​other​ ​three​ ​needs

Characteristics​ ​of​ ​Human​ ​needs:

Lower​ ​order​ ​needs Higher​ ​order​ ​needs

Needs​ ​are​ ​finite Infinite​ ​needs
Universal​ ​but​ ​vary​ ​in​ ​intensity Not universal and may even exist
as​ ​opposites​ ​in​ ​two​ ​persons
Needs​ ​are​ ​explicit​ ​and​ ​not​ ​hidden Needs​ ​are​ ​Implicit​ ​and​ ​hidden
Conditioned​ ​by​ ​social​ ​practice Conditioned​ ​by​ ​social​ ​experience
Satisfied through economic Satisfied through symbolic
behaviour behaviour

Disadvantages​ ​of​ ​Maslow’s​ ​theory:

● The​ ​hierarchy​ ​of​ ​basic​ ​needs​ ​is​ ​not​ ​always​ ​fixed.

● It​ ​is​ d​ ifficult​ ​to​ ​know​ ​about​ ​the​ ​needs​ ​and​ ​motives​ ​of​ ​an​ ​individual.

2).​ ​Herzberg’s​ ​Two​ ​Factor​ ​Theory:

Original​ ​study​ ​based​ ​on​ ​the​ ​research​ ​by​ ​Fredrick​ ​and​ ​Herzberg​ ​who
interviewed​ ​200​ ​engineers​ ​and​ ​accountants​ ​and​ ​were​ ​asked​ ​about​ ​the
good​ ​times​ ​and​ ​bad​ ​times​ ​they​ ​think​ ​about​ ​their​ ​jobs.​ ​Out​ ​of​ ​these
interviews​ ​two​ ​factors​ ​emerged​ ​called​ ​the​ ​:
(I)maintenance​ ​or​ ​hygienic​ ​ ​factors​ ​and
(II)motivators​ ​or​ ​satisfiers.
​ ​(I).​ ​Maintenance​ ​ ​or​ ​hygienic​ ​factors

1)​ ​Fair​ ​company​ ​polices​ ​and​ ​administration

2)​ ​A​ ​supervisor​ ​who​ ​knows​ ​the​ ​work
3)​ ​A​ ​good​ ​relationship​ ​with​ ​ones​ ​supervisor.
​ ​4)​ ​A​ ​good​ ​relationship​ ​with​ ​ones​ ​peers.
5)​ ​A​ ​good​ ​relationship​ ​with​ ​ones​ ​subordinates.
6)​ ​A​ ​fair​ ​salary
​ ​7)​ ​Job​ ​security
8)​ ​Personal​ ​life
​ ​9)​ ​Good​ ​working​ ​conditions
10)​ ​Status

To​ ​build​ ​motivation​ ​different​ ​set​ ​of​ ​factors​ ​are​ ​necessary​ ​which​ ​are
called​ ​motivators​ ​or​ ​satisfiers.
(II).​ ​ ​Motivators​ ​or​ ​satisfiers​ ​:
1)​ ​Opportunity​ ​to​ ​accomplish​ ​something​ ​significant
2)​ ​Recognition​ ​for​ ​significant​ ​achievements
3)​ ​Chance​ ​for​ ​advancement
​ ​4)​ ​Opportunity​ ​to​ ​grow​ ​and​ ​develop​ ​on​ ​the​ ​job
5)​ ​Chance​ ​for​ ​increased​ ​responsibility
​ ​6)​ ​The​ ​job​ ​itself.

Some​ ​facts​ ​about​ ​the​ ​two​ ​factors:

● Motivators​ ​are​ ​job​ ​centered
● ​ ​Maintenance​ ​factors​ ​are​ ​related​ ​working​ ​conditions​ ​and
environmental​ ​conditions.
● ​ ​These​ ​two​ ​group​ ​of​ ​factors​ ​are​ ​also​ ​known​ ​as​ ​intrinsic​ ​and
extrinsic​ ​rewards.
● These​ ​two​ ​sets​ ​of​ ​factors​ ​are​ ​unidirectional.
Weakness/​ ​drawbacks​ ​of​ ​the​ ​theory:
1. Motivational and maintenance factors are not wholly unidirectional
in​ ​their​ ​influence.
2. theory​ ​is​ ​based​ ​on​ ​a​ ​sample​ ​of​ ​just​ ​200​ ​accountants​ ​and​ ​engineer.