BES 6

ENGINEERING MANAGEMENT
Module 4: Staffing the Engineering
Organization

Prepared by:
ENGR. CHINNY JULY C. SARSAGAT-BALDONADO
Faculty, EE Department
College of Engineering, Architecture & Technology
Palawan State University
This module has the following sections and corresponding icons:
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The topics in this module are

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A brief debate on the lectures is

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Lecture Proper explore new ideas and capabilities.

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Review Questions
concepts and wordings that you
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Assessment
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w Overview

COURSE DESCRIPTION:
The course covers the principles of
CONTENTS
management, theory and practice,
various approaches to decision making, 1.1. Planning
managing production and services 1.2. Organizing
operations; and project management.
Emphasis is also given on the
managerial functions of planning,
organizing, staffing, leading and
controlling
COURSE OUTCOMES:
At the end of this module, students will be able to conceptualize an engineering
project using the principles of engineering management.
PROGRAM OUTCOMES:
Function effectively on multi-disciplinary and multi-cultural teams that
establish goals, plan tasks, and meet deadlines;
Recognize ethical and professional responsibilities in engineering
practice;
Communicate effectively with a range of audiences;
Articulate and discuss the latest developments in the field of electrical
engineering;
Demonstrate knowledge and understanding of engineering and
management principles as a member and/or leader in a team to manage
projects in multidisciplinary environments.

INTENDED LEARNING OUTCOMES

At the end of this module, you should be able

to:

1. Analyze case studies by applying the

principles behind the planning and TIME FRAME:
organizing functions of engineering This module can
management be covered in one
2. Use the principles of staffing to week.
conceptualize the plans and organize
activities of an engineering organization

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 STAFFING

Definition

• The process of recruiting, selecting and training of men.

• It means putting right men on the right jobs.

• Involves manning the organizational structure through proper and effective
evaluation, selection and development of people to perform the roles.

• Staffing function includes the determination of man power needs, their

recruitment and employment, their placement and orientation and the
arrangement of team members through promotion and transfers.

The Staffing Procedure

1. Human Resource Planning. The systematic deployment of human resources at

various levels

Three Major Activities in HRP

a. Forecasting – assessment of future human resource needs in relation to the

current capabilities of the organization

Forecasting Methods

i. Time Series Methods – uses historical data to develop forecasts for the
future

ii. Explanatory or Causal Models – attempts to identify the major variables

that are related to or have caused particular past conditions and then
used current ,measures of these variables tom predict future conditions

a) Regression Models

b) Econometric Models – a system = of regression equations

estimated from past time-series data and used to show the
effect of various independent variables on various dependent
variables

c) Leading Indicators – time series that anticipates business cycle

turns

iii. Monitoring Methods – Provides early warning signals of significant

changes in established patterns and relationships so that the manager
can assess the likely impact and plan responses if required

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 b. Programming – translating the forecasted human needs to personnel
objectives and goals

c. Evaluation and control – monitoring human resource action plans and

evaluating their resources

2. Recruitment. The process of encouraging, inducing or influencing applicants to apply

for a certain vacant position.

Steps in Recruiting

a. Studying the Different Jobs in the Company and Writing Job Descriptions
and Specifications (Job Analysis)

Job description defines the duties and responsibilities of a particular

position. A description of the duties and responsibilities attached to the job
enables the employment officer to determine the special qualification which
an individual must possess in order to do the job successfully.

Job Specification gives the specific qualifications required for the position;
such as the following: amount and type of experience needed to perform
the job, special training, skill and physical demands, special abilities and
aptitudes, age, physical qualifications and other requirements.

Example of Job Analysis

Name: KC Dela Cruz

Position: Accounting Supervisor

Organization Relationship

Reports to: Chief Accountant

Supervises: Bookkeeper II

Bookkeeper I

Accounting Representatives

Department: Office of Controller

Section: Accounting

Company: Good Morning Corporation

Example of Job Description

Supervises and conducts activities relative to the maintenance of

complete, accurate and up-to-date accounting records of transactions,

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 control and handling of funds, preparation of required reports and costing
of products. Participates in the formulation of manpower and material
resources within her jurisdiction.

Example of Duties and Responsibilities

1. Plans and prepares work programs and ensures effective

implementation thereof.

2. Verifies daily cash position reports to ensure proper implementation

of system of cash handling.

3. Verifies....

Example of Job Specifications

 CPA, preferably MBA with experience in computer operation

 At least five years experience on a Department Manager’s Level

 Female, at least 35 years old

 Reliable and trustworthy

 Of good moral character

b. Requisition of New Employee

To inform the personnel department, the line supervisor or the

department head concerned should accomplish a formal requisition form,
indicating the position to be filled, the date when the new employee will be
needed, his pay rate, the required qualifications of the employee, the job
description, approval by the responsible official of the company and other
pertinent data.

c. Actual Recruitment of Applicants

Recruitment is the process by which prospective applicants are induced

to apply in the company in order that their qualifications for present and
anticipated vacancies can be evaluated through sound screening and selection
procedures.

Sources of Labor/Applicants:

a. Internal – employees recruited within the company, The organization’s

current employees. (may qualify to occupy higher positions)

b. External – applicants required through schools, advertisements, placement

agencies, referrals from employees, competitors

3. Selection. The process of getting the most qualified applicant from among different
job seekers. It usually entails notification or advertising, reviewing, screening,
interviewing, testing then selecting the best available candidate

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 Steps in Selection
a. Announcing the Job
b. Reception of Applicants
c. Preliminary Interview
d. Application Form
e. Employment Test
f. Final Selection by Immediate Supervisor or Department Head
g. Physical and Medical Examination
h. Hiring

4. Orientation and Induction

Induction: the new employee is provided with the necessary information about the
company, his duties and responsibilities, and benefits. Personnel and health forms are
filled up and passes are issued.
Orientation: The new employee is introduced to the immediate working environment
and co-workers. The rules, equipment, procedures and training plans are introduced.
6. Training and Development

 The systematic development of the attitude/ knowledge/ behavior

patterns for adequate performance of a given job or task.
 It is a day to day, year-round task.
 Learning – training

Common Types of Training

1. On-the-Job Training. Also known as OJT, is a hands-on method of teaching

the skills, knowledge, and competencies needed for employees to perform a
specific job within the workplace. Employees learn in an environment where
they will need to practice the knowledge and skills obtained during
their training.

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2. Vestibule Training is one of the methods of training, where the technical staff,
especially those who deal with the tools and machinery, are given the job
education training in the workplace other than the main production plant.

3. Apprenticeship Training. A combination of OJT and related classroom

onstruction under the supervision of a journey-level craft person or trade
professional in which workers learn the practical and theoretical aspects of a
highly skilled occupation.
4. Classroom Training major advantages are:
a. Building Personal Relationship
b. Engagement & Focus
c. Practice
d. Discussion & Debates
e. Individual attention when needed
f. Instant Clarification of doubts
g. Learning from peers
h. Compressed schedule for fast learning
5. Programming Instruction. A progressively monitored, step-by-step teaching
method, employing small units of information or learning material and frequent
testing, whereby the student must complete or pass one stage before moving
on to the next.

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 6. Management Development Program
a. Coaching
b. Understudy Assignment
c. Experience
d. Job Rotation
e. Special Projects and Committee Assignments
f. Lectures
g. Case Studies
h. Role Playing
i. In-Basket Technique
j. Business Management Games
k. University and Professional Association Seminars

Methods Used by Managers to Develop Interpersonal Competence

1. Role-playing –to improve the skill of the trainees in human relations, supervision
and leadership
2. Behavior modeling – the trainee is expected to adapt the behavior of the model
and use it effectively in some instances
3. Sensitivity Training – awareness and sensitivity to behavioral patterns of oneself
and others are developed
4. Transactional Analysis – intends to help individuals not only understand
themselves and others but also improve their interpersonal communication skills

Performance Appraisal. The measurement of employee performance

1. Used to influence, in a positive manner, employee performance and development
2. Used to determine merit pay increases
3. Used to plan for future performance goals
4. Used to determine training and development needs
5. Used to assess the promotional potential of employees

Ways of Appraising Performance

1. Rating Scale Method
2. Essay Method
3. Management by objective Method
4. Assessment Center Method

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 5. Checklist Method
6. Work Standards Method
7. Ranking Method
8. Critical Incident Method

Employment Decisions. Usually done after the Appraisal of Employees

1. Monetary rewards – given to employees whose performance is above the standard

requirements
2. Promotion – moving to a position of higher pay and greater responsibilities which are
given as a reward for competence and ambition
3. Transfer – moving to different job at the same level of responsibility; made to provide
growth opportunities for the persons involved of to get rid of poor performing
employee
4. Demotion – Moving to a position which has lesser pay or responsibility; used as
punishment or as a temporary measure to keep an employee until he is offered a
higher position

Movements of Personnel

1. Transfer: Refers to the shifting of an employee from one position to another

without increasing his duties, responsibilities, or pay.
2. Promotion: Refers to the shifting of an employee to a new position to which both
his status and responsibilities are increase. Higher pay does not always
accompany promotion, although it usually does or at least follow soon after.
3. Separation: May either be temporary or permanent, voluntary or involuntary
a. Lay-off is temporary an involuntary. It is customarily assumed that those
who are laid off will be re-employed as soon as business returns to
normal.
b. A discharge is permanent separation of an employee, at the will of the
employer.
c. Resignation is the voluntary and permanent separation of an employee
due to low morale, low salary, etc.
d. Retirement can either be voluntary or involuntary. Voluntary – an
employee retires upon reaching the no. of years of service in the
company provided for by its policies. Involuntary – if one retires upon
reaching the retirement age of 65.

REVIEW QUESTIONS
1. Why is staffing an important activity?
2. What activities are undertaken in staffing?
3. What is the purpose of human resource planning?
4. What are the possible sources of applicants for vacant positions in the firm?
5. How may an engineer manager determine the qualifications of a job candidate?

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 ASSESSMENT

Explain the implication of the effect of the “wrong decision” in the

selection process through a short video clip.

SUPPLEMENTARY KNOWLEDGE

For additional information, you may view the following materials:

Huthaifa Khalil. Lectures notes in Engineering Management.

Nyambre Osana. 2013. Engineering management 1 Lecture notes.

ANSWER KEY
Refer to rubrics for short answer questions.

References

A. Bens, I., 2012. Facilitating with Ease! Core Skills for Facilitators, Team Leaders
and Members, Managers, Consultants, and Trainers, 3rd ed., Wiley Jossey-
Bass.
B. Kerzner, I., 2017. Project management: a systems approach to planning,
scheduling, and controlling 12th ed.
C. Kouzes, J., and Posner, B., 2012 The Leadership Challenge: How to Make
Extraordinary Things Happen in Organizations, 5th ed., Wiley Jossey-Bass.
D. Medina, R., Engineering management
E. Shina, S., 2014. Engineering project management for the global high-
technology industry