Staffing & Directing

Session V
Directing/Leading
Direction/Leading
• It is that part of managerial function which actuates the
organizational methods to work efficiently for achievement of
organizational purposes.
• It is considered life-spark of the enterprise which sets it in motion the
action of people because planning, organizing and staffing are the
mere preparations for doing the work.
• Direction is that inert-personnel aspect of management which deals
directly with influencing, guiding, supervising, motivating sub-
ordinate for the achievement of organizational goals.
Direction’s elements:
• Supervision- implies overseeing the work of subordinates by their
superiors. It is the act of watching & directing work & workers.
• Motivation- means inspiring, stimulating or encouraging the sub-
ordinates with zeal to work. Positive, negative, monetary, non-
monetary incentives may be used for this purpose.
• Leadership- may be defined as a process by which manager guides
and influences the work of subordinates in desired direction.
• Communications- is the process of passing information, experience,
opinion etc from one person to another. It is a bridge of
understanding.
List of 12 factors that might enter into your
decision in selecting a job
• High pay • Inclusion in decisions that affect
• Good working conditions you
• Friendly and supportive • Fair and equitable treatment
colleagues • Job security
• Flexible working hours • Promotion potential
• Opportunities for growth and • Excellent benefits (vacation
new challenges time; retirement contributions,
• Considerate boss etc.)
• Freedom and independence
Motivation
• The process by which a person’s efforts are energized, directed, and
persistence toward attaining a goal.
• Elements of motivation as per definition:-
• Energy- measure of intensity, drive, and vigor
• Direction- effort is channeled in a direction that benefits the
organization
• Persistence- persist in putting forth effort to achieve
those goals
Early Theories of Motivation
• Maslow’s need hierarchy theory
• McGregor’s theories X and Y,
• Herzberg’s two-factor theory,
• McClelland’s three-needs theory
Hierarchy of Needs Theory
• Abraham Maslow’s hierarchy of needs theory.
• Maslow was a psychologist who proposed that within every person is
a hierarchy of five needs:-
1. Physiological needs
2. Safety needs
3. Social needs
4. Esteem needs
5. Self-actualization needs
McGregor’s Theory X and Theory Y
• Theory X is a negative view of people that assumes workers have little
ambition, dislike work, want to avoid responsibility, and need to be
closely controlled to work effectively.
• Theory Y is a positive view that assumes employees enjoy work, seek
out and accept responsibility, and exercise self direction.
• McGregor believed that Theory Y assumptions should guide
management practice and proposed that participation in decision
making, responsible and challenging jobs, and good group relations
would maximize employee motivation.
Herzberg’s Two-Factor Theory
• Frederick Herzberg’s two-factor theory (also called motivation-
hygiene theory) proposes that intrinsic factors are related to job
satisfaction, while extrinsic factors are associated with job
dissatisfaction.
• The extrinsic factors that create job dissatisfaction were called
hygiene factors. When these factors are adequate, people won’t be
dissatisfied, but they won’t be satisfied (or motivated) either.
• To motivate people, Herzberg suggested emphasizing motivators, the
intrinsic factors having to do with the job itself.
Herzberg’s Two-Factor Theory
Contrasting Views of Satisfaction–Dissatisfaction
Leadership
Concept
• Different types of leadership styles exist in work environments.
• The culture and goals of an organization determine which leadership
style fits the firm best.
• Some companies offer several leadership styles within the
organization, dependent upon the necessary tasks to complete and
departmental needs.
The functions of the leader
• To direct the followers.
• To maintain cordial relations among the followers.
• To lead organization towards the goals.
• To resolve problems faced by organization/followers.
• To lead the people and help them achieve individual objectives.
• To provide vision statement to the followers.
• To motivate the followers.
• To check the progress of the followers
Eight Traits Associated with Leadership
• Drive
• Desire to lead
• Honesty and integrity
• Self-confidence
• Intelligence
• Job relevant knowledge
• Extraversion
• Proneness to guilt
Types of Leadership Styles
• Autocratic Leadership Style
• Democratic Leadership Style
• Laissez-faire Leadership Style
• Transformational Leadership Style
• Transactional Leadership Style
Autocratic Leadership Style

• The autocratic leadership style allows managers to make decisions

alone without the input of others.
• Managers possess total authority and impose their will on employees.
No one challenges the decisions of autocratic leaders..
• This leadership style benefits employees who require close
supervision.
• Creative employees who thrive in group functions detest this
leadership style.
• Countries such as Cuba and North Korea operate under the autocratic
leadership style
Democratic Leadership Style

• This style is also known as group-centred leadership style.

• These days this leadership style is very much in vogue.
• Under this style, decisions regarding different works are not taken by
the manager alone but they are taken in consultation with the
employees.
• This leadership style is based on decentralisation.
• The manager respects the suggestions made by his subordinates, and
also makes efforts to fulfil their necessities.
Laissez-faire Leadership Style

• A laissez-faire leader lacks direct supervision of employees and fails to

provide regular feedback to those under his supervision.
• Highly experienced and trained employees requiring little supervision
fall under the laissez-faire leadership style. However, not all
employees possess those characteristics.
• This leadership style hinders the production of employees needing
supervision.
• The laissez-faire style produces no leadership or supervision efforts
from managers, which can lead to poor production, lack of control
and increasing costs.
Transformational Leadership Style

• The transformational leadership style depends on high levels of

communication from management to meet goals.
• Leaders motivate employees and enhance productivity and efficiency
through communication and high visibility.
• This style of leadership requires the involvement of management to
meet goals.
• Leaders focus on the big picture within an organization and delegate
smaller tasks to the team to accomplish goals.
Transactional Leadership Style

• Managers using the transactional leadership style receive certain

tasks to perform and provide rewards or punishments to team
members based on performance results.
• Managers and team members set predetermined goals together, and
employees agree to follow the direction and leadership of the
manager to accomplish those goals.
• The manager possesses power to review results and train or correct
employees when team members fail to meet goals. Employees
receive rewards, such as bonuses, when they accomplish goals.
Supervision
• Supervision is a workplace activity in which a manager oversees the
activities and responsibilities of employees he manages.
• It is an important job function for managers at all levels throughout
the company.
• Coaching, training and employee development are among the
common responsibilities assumed by a supervisor
Role of Supervisor
• Educator
• Sponsor
• Coach
• Counselor
• Director.
• In role as a supervisor uses these five roles, in some combination,
simultaneously, depending on the needs of the team members.
Types of Supervision
• Administrative,
• Clinical (also called educational supervision)
• Supportive supervision
Need for Supervision
• To build effective professional relationships
• To develop good practice in the performance of their work
• To exercise judgement and make good decisions
• To improve the quality of work.
Why HRM is Important?
• it can be a significant source of competitive advantage
• HRM is an important part of organizational strategies
• The way organizations treat their people has been found to
significantly impact organizational performance
High Impact Work Practices
• Self-managed teams High-Performance Work Practices
• Decentralized decision making
• Training programs to develop knowledge, skills, and abilities
• Flexible job assignments
• Open communication
• Performance-based compensation
• Staffing based on person–job and person–organization fi
• Extensive employee involvement
• Giving employees more control over decision making
• Increasing employee access to information
HRM Process
Staffing
• The term ‘Staffing’ relates to the recruitment, selection,
development, training and compensation of the managerial
personnel.
• “The managerial function of staffing involves manning the
organisational structure through effective and proper selection,
appraisal, and development of personnel to fill the roles designed
into the structure.” — Koontz and O’Donnell
Staffing
• Staffing is defined as filling and keeping filled positions in the organization
structure.
This is done by:
1. Identifying workforce requirement
2. Inventorying the people available
3. Recruiting
4. Selecting
5. Placing
6. Promoting
7. Appraising
8. Compensating
9. Training
Nature of staffing function
• People Centred
• Responsibility of Every Manager
• Human Skills
• Staffing is a pervasive activity
• Staffing helps in placing right men at the right job
Importance of Staffing

• Staffing is an important managerial function

• Effective Use of Technology and Other Resources
• Optimum Utilisation of Human Resources
• Motivation of Human Resources
• Building Higher Morale
• Staffing helps in placing right men at the right job.
Process of staffing
 Manpower Planning
• According to MacBeath: Manpower planning involves two stages.
1. The first stage is concerned with detailed of planning manpower requirements of all
types and levels of employees throughout the period of the plan and
2. Second stage is concerned with planning manpower supplies to provide the
organization with the right type of employees from all sources to meet the planned
requirements.
• Advantages of Manpower Planning
1. It anticipates the personnel needs of the organization in future
2. It reveals the potential and shortcomings of existing personnel
3. It helps in control
4. Helps organizations to achieve objectives
5. Helps in making best use of human resource
Process of Manpower Planning
1. Current Manpower Inventory
i. Current management inventory or skills would reveal the status of available
managerial talent and undeveloped potential
ii. Manpower should be evaluated on: Age Group, Skill Group, Level Group, Potential
Wise and Cost Effectiveness
2. Determining Manpower Need: Done on quantitative as well as qualitative way
i. Qualitative: Quality of managers needed is determined with the help of job
designing and job specification

Determining
Current Manpower Identifying Manpower
Manpower
Inventory Manpower Gaps Programme
requirements
 Process of Manpower Planning

ii. Quantitative: Number of personnel required is identified through

quantitative way.
4. Identifying Manpower Gaps: Comparison between manpower inventory
and manpower forecast will reveal the gaps in terms of number and
quality of personnel.
3. Manpower Programme: After finding the net requirements for human
resources, action plans are formulated to fill the gaps.
 Job Designing
• Job design is the allocation of specific work tasks to individuals and groups.
• Allocating jobs and tasks means specifying the contents, method, and relationships of jobs to
satisfy technological and organizational requirements, as well as the personal needs of jobholders
• Key Elements of Job Design
1. It is important to strictly and thoroughly identify tasks that need completion.
2. Design jobs that motivate employees.
3. Jobs need to be constructed so that efficiency of the worker or department is maximized.
4. Appropriate resource allocation allows large organizations to foster and develop innovation in
their workforce.
5. Reward systems include compensation, bonuses, raises, job security, benefits, and various
other methods of reward for employees.
• An outline or description of reward packages needs to be established while constructing jobs.
 Job Designing
• Taylorism: Taylorism, also known as scientific management, is a foundation for
systematic job design. Frederick Taylor developed this theory in an effort to develop a
“science” for every job within an organization according to the following principles:
1. Create a standard method for each job.
2. Successfully select and hire proper workers.
3. Effectively train these workers.
4. Support these workers
Job Designing
• The Socio-Technical Systems Approach: The Socio-Technical Systems Approach is
designed around the evolution from individual work to work-groups.
• This approach has the following guiding principles:
1. The design of the organization must fit its goals.
2. Employees must be actively involved in designing the structure of the
organization.
3. Control of variances in production or service must be undertaken as close to their
source as possible.
4. Subsystem must be designed around relatively self-contained and recognizable
units of work.
5. The design should allow for a high quality working life.
6. Changes should continue to be made as necessary to meet the changing
environmental pressures.
Job Designing
• Core Characteristics Model: Another modern job design theory is the
Core Characteristics Model, which maintains five important job
elements that motivate workers and performance:
1. Skill Variety
2. Task Identity
3. Task Significance
4. Autonomy
5. Job Feedback
• The individual elements are then proposed to lead to positive
outcomes through three psychological states:
1. Experienced Meaningfulness
2. Experienced Responsibility
3. Knowledge of Results
Recruitment
• According to McFarland: The term recruitment applies to the process of
attracting potential employees to the company
• Recruitment sources depend on
1. The level of specialization and training required for employees
2. Management policy
3. The need for originality and initiative required by the employees
4. Training programmes of the organizations
5. Trade union attitude towards recruitment
Recruitment
• Sources of Recruitment: Can be broadly classified into internal and external
• Internal Sources of Recruitment
It consist of personnel's already working in the organization. Many organizations
fill job vacancies through promotions and transfer of existing staff.
Merits
1. It keeps employees morale high
2. It creates sense of security in employees
3. Economical and convenient
 Demerits
1. Internal employees may not be fully qualified for the job
2. Recruitment involves inbreeding of new ideas
3. Narrows the choice
4. Organizations depend on outside sources for entry level jobs
Recruitment
External Sources of  Merits  Demerits
Recruitment 1. Wide choice 1. Demoralization of
1. Advertising 2. Fresh outlook internal employees
2. Personnel consultants 3. Varied Experience 2. Expensive
3. Educational 3. Sense of insecurity
institutions 4. Danger of
4. Employment exchange maladjustment
5. Unsolicited applicants
6. Jobbers and
contractors
 Selection
• Definition: Selection is the process of screening out candidates for finding out
right person for right place
 Selection Process Employment Offer

Physical Examination

Reference and credit

check

Placemen

Induction
Interview

Testing

t
Formal Application

Preliminary Interview pre-

interview screening

Reject
Time
 Selection Process
• Preliminary Interview: The initial screening is usually undertaken by the receptionist.
Necessary information about the nature of the job is given to the applicants and their
important information such as education, job, salary, experience etc. is taken down If
the candidate meets all the requirements he is moved for further rounds if not he is
dropped at the preliminary stage.
• Formal Application Blank: Categories of information in standard application forms are-
i. Personal
- Name
- Address
- Gender
- Date of birth
- Marital Status
- Children/ dependents
 Selection Process

ii. Education iii. Employment History - Sports

- Schooling: primary/ - No. of jobs held - Hobbies
secondary - Name of companies - Membership of club
- Higher Education: worked for
Institutions - Duration and dates of
- Qualification employment
- Specified training - Positions, duties and
responsibility

iv. Other Interest

Selection Process
• Psychological Testing: these tests are divided into four categories:
i. Aptitude Tests/ Ability Test: These are used to measure the talent/ability of a
candidate to learn a job or skill. These test are of following type.
a. Mental or intelligence test
b. Psychometric test
ii. Personality Tests: These tests try to find out individuals value system, his
emotional reactions and maturity and his characteristic mood.
a. Objective test
b. Projective Tests
c. Situation Test
iii. Proficiency Tests: This test determines the feasibility and capability of the candidate.
iv. Interest Test: These tests aim at finding out the type of work in which the candidate
is interested.
Selection Process
• Interview: It is an attempt at gathering information from the candidate concerning his
suitability for the job under consideration.
• Interview Decisions: The following important decision have to be taken by the management
regarding interviews
i. Who
ii. Where
iii. When
• Interviewing Techniques:
i. Directed/ Pattern/ Structured interview
ii. Depth Interview
iii. Stress interview
iv. Board or panel interview
v. Group Interview
Selection Process
• Reference Check
• Physical Examination: Sales persons job requires unusual stamina, strength or
tolerance of hard working conditions these qualities of a candidate is examined by
physical examination
 Rating of Interviewee
- One is given to a perfect match
- Two is given to an average match
- Three is given to below average match
- Four is given to totally unsatisfactory match
• Employment Offer
• Placement and Induction
• Probation
Training and Development
• Training is an organized process for increasing the knowledge and skills of people
for doing a particular job whereas development is growth of individuals in all
aspects
• Need for Training:
1. New Environment: Induction or orientation training
2. Lack of trained personnel: Job training
3. Advancement of technology: Refresher training
4. Faulty methods: Remedial training
5. Prevention of accidents: Safety training
6. Career development: Promotional training
Training and Development
Advantages of training
1. Increased productivity
2. Job satisfaction
3. Reduction in accidents
4. Better use of resources
5. Reduced supervision
6. Management by exception
7. Greater flexibility
8. Stability and growth
Training and Development
• Methods of training and development
• On the job training
1. Learning by doing
2. Coaching
3. Understudy
4. Position rotation
5. Special projects and task forces
6. Committee assignments
7. Multiple management
Training and development
• Off-the-job training
1. Selected reading
2. Conferences and seminars
3. Special courses
4. Case study
5. Programmed instruction/ Simulation
6. Brain storming
7. Role playing
8. Management games
 Systems Approach to Staffing

Organization Internal
Plans Environment
Personnel Policies
Reward System
Number and
kinds of External
Sources Recruitment Appraisal Leading
managers Analysis of
required
Selection Career and
present and
Placement Strategy & Controlling
future needs
Promotion Training and
Managers for managers Internal Separation Development
Inventory Sources
Evaluation of training
• Training evaluation is the systematic process of collecting information
and using that information to improve training.
• Evaluation provides feedback to helps identify if training achieved
intended outcomes, and helps make decisions about future trainings.
Types of training evaluation
• Reaction- Measuring how engaged employees were, how actively they
contributed, and how they reacted to the training.
• Learning- it focuses on how training has developed employees skills,
attitudes and knowledge, as well as their confidence and commitment
• Behavior- it is understood by how well employees apply their training
• Results- it is evaluated upon how trained employees have
demonstrated excellence/good outcomes and resulted in a good return
on investment
Organizational knowledge
• Organizational Knowledge is the specific knowledge of the
organization, coming either from its collective experience or from the
individual experience of its persons.
• In an explicit or implicit way this knowledge is, or can be, used to
attain the organization's objectives.
• It is dispersed in relationship between people, information and
resource.
Knowledge sharing
• Knowledge sharing is the process of transferring tacit
(undocumented) and explicit (documented) information from one
person to another.
Knowledge management cycle
• Identify
• Create
• Acquire
• Organize
• Share
Types of knowledge
• Tacit knowledge
• Explicit knowledge
Tacit knowledge
• It can be defined as skills, ideas and experiences that people have but
are not written down and may not be captured easily.
• It is created by-
• Experience
• Expertise
• Culture
• Values
Explicit knowledge
• The knowledge that can be readily articulated, codified, stored and
accessed.
• It is created through-
• Policies
• Documentation
• Artifacts
• Procedures
How to share knowledge?
• Basic
• Email
• Databases
• Repositories
• Complex
• KM systems
• Work flow technologies

These technologies should be assessable, integrated and flexible

Implementation of knowledge sharing
• Training
• Incentives
• Support
Thank You