UNIT-IIIStaffing: concept , system approach, manpower planning, job design, recruitment & selection, training & development, performance appraisalDirecting: concept, direction and supervisionMotivation: concept, motivation and performance, theories of motivation, approaches for improving motivation, pay and job performance, quality of work life, morale building

Staffing is the process, through which competent employees are selected, properly trained, effectively developed, suitably rewarded and their efforts harmoniously integrated towards achieving the objectives of the business.

STAFFING

NATURE/FEATURES OF STAFFING

Staffing is the function of management It is an integral part of management process It is never ending function of management It is concerned with human resources of an

organization Staffing is the pervasive function of management Staffing is difficult and tactful function, distinct

from physical factors Staffing is concerned with the optimum utilization

of human resources

NEED AND IMPORTANCE OF STAFFING

Facilitating discovery of competent staff Ensuring maximum productivity Developing personnel for shouldering

growth responsibilities Meeting future requirements of talented

personnel Job satisfaction due to proper placement Maximum utilization of work force Supplying information regarding transfer,

promotion, retirement, death, demotion etc

MANPOWER PLANNING

In the words of Thomas H. Patten manpower planning is," the process by which an organization ensures that is has the right number of people and the right kind of people, at right places, and at right time doing things for which they are economically most useful.”

IMPORTANCE OF MANPOWER PLANNING

Defining future personnel need Coping with changes Providing base for developing

talents Increasing investment in human

resources Forcing top management to involve

in staffing

ORGANISATIONAL OBJECTIVES AND PLANS

MANPOWER PLANNING

PREPARING MANPOWER INVENTORY

IDENTIFICATION OF MANPOWER GAP

FORECASTING MANPOWER REQUIREMENT

SURPLUS MANPOWER

ACTION PLANS FOR BRIDGING GAP

SHORTAGE OF MANPOWER

MANPOWER PALNNING PROCESS

JOB DESIGNMETHODS

JOB DESIGN

JOB ROTATION

JOB ENLARGEMENT

JOB SIMPLFICATION

JOB ENRICHMENT

RECRUITMENT

In the words of filippo,” recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.”

TECHIQUES OF RECRUITMENT

Direct method-scouting In-direct method Third party method Internet recruitment

TRAINING AND DEVELOPMENT

Training: training is the organized procedure by which the knowledge, ability, competence, skill personality and productivity are increased.

Development: management development is all those and programmes when recognized and controlled, have sustained influence in changing the capacity of the individual to perform his assignment better and in doing so are likely to increase his potential for future assignments.

ROLE OF TRAINING AND DEVELOPMENT

Increase in efficiency Increase in morale of employee Better human relation Reduce supervision Increased organization ability and

flexibility

TYPES OF TRAINING

Orientation Safety Promotional Refresher Remedial Induction

TECHNIQUES OF TRAINING

ON THE JOB OFF THE JOB

Job instruction

Vestibule training

Apprenticeship

Internship

Simulation training

Coaching

Demonstration

Case study

Seminar

conferences

PERFORMACE APPRAISAL

CHARACTERTISTICS• It is a continuous process• It is a systematic examination of the

employees• It is a process consisting at a series

of step

OBJECTIVE OF PERFORMANCE APPRAISAL

Salary increase Promotion Training and development Feedback Pressure on employees

PEFORMANCE APPRAISAL PROCESS

DIRECTING

According to Earnest dale," directing is telling what to do and seeing that they do it to the best of their ability.”

FEATURES/NATURE OF DIRECTION

Direction is related to performance Direction is pervasive function of

management at all levels Direction is a continuous activity Direction is an effective supervision and

leadership Direction is activating and motivating

force Communication is the basis for successful

direction

IMPORTANCE OF DIRECTION

Direction deals with human factor Direction initiates action Direction integrates employees efforts Direction facilitates changes Direction is important at all levels of the

management Direction is helpful in making effective

plans Direction is the means of motivation Direction provides stability to the

enterprise

ELEMENTS OF DIRECTION

SUPERVISION MOTIVATION LEADERSHIP COMMUNICATION

PRINCIPLES

RELATING TO PURPOSE OF DIRECTION

• Maximum individual contribution

• Harmony of objective• Efficiency of direction

RELATING TO DIRECTION PROCESS

• Unity of command• Managerial form of

communication• Appropriateness of

direction technique• Use of informal

organization• Leadership• Follow through

TECHNIQUES

ORDERS AND INSTRUCTION FOLLOW UP ORDERS AND

INSTRUCTION STANDARD PRACTICE AND

PROCEDURES BEHAVIOURAL PATTERN

MOTIVATION

According to Dalton E. Mc. Farland, “motivation refers to the ways in which urges, drives , desires, aspirations, striving or needs direct, control or explain the behavior of human beings.”

THEORIES OF MOTIVATION

MASLOW’S NEEDS THEORY

HEZBERG’S TWO FACTOR THEORY

RELATIONSHIP BETWEEN MASLOW’S NEED THEORY AND HEZBERG

ALDERFER’S ERG THEORY

EXISTENCE RELATEDNESS GROWTH

EQUITY THEORY

James Stacy Adams – 1965Assumption The worker wants to get a fair

reward for their efforts They would compare their rewards

with rewards of another who put in similar efforts

FORMULA

PERSON’S OUTCOME = OTHER’S OUTCOME

PERSONS’S INPUT OTHER’S INPUT

CONDITON OF INEQUITY

o NEGATIVE

PERSON’S OUTCOME < OTHER’S OUTCOMEPERSONS’S INPUT OTHER’S INPUT

o POSTIVEPERSON’S OUTCOME > OTHER’S OUTCOME

PERSONS’S INPUT OTHER’S INPUT

MCGREGOR’S THEORY X AND Y

McGregor, an American social psychologist , proposed theories on behaviour of individuals at work ,he has formulated 2 models X and Y

THEORY X ASSUMPTIONS

The average human being has an inherent dislike of work and will avoid it if he/she can

Most people must be controlled/threatened if they are to work hard

The average human prefers to be directed, dislikes responsibility, is unambiguous, and desires security above everything else

THEORY Y ASSUMPTIONS

Effort in work is as natural as work and play

Control and punishment are not the only ways to make people work man will direct himself if he is committed to the goals of the org

If a job is satisfying then the result will be commitment to the organisation

The average man learns not only to accept but to seek responsibility

SO… managerial style can be seen as:-

Manager has Theory X attitude toward staff

No worker initiative

Autocratic

Manager has Theory Y attitude towards staff

Workers are creative Workers given

responsibility

X MANAGERIAL STYLE Y

The problem with X

X relies on money to motivate Once the need for money subsides

the drive for motivation is lost Does not allow workers to reach

higher levels of motivation as shown by Maslow

Implications for management

Decentralisation and Delegation can be used freely in a Y environment

Delayering and reduction in management levels – flatter structures

Job enlargement – broadening the scope of an employee’s job adds variety

McClelland NEED THEORY

David.C.McClelland – 1940s

Power Affiliation Achievement

NEED FOR POWER• Differentiate from other• Actual achievement of goal is less

important than means by which goals are achieve

• Position of influence and control

NEED FOR AFFILIATION• Important part of organization• Interpersonal relationship

NEED FOR ACHIEVEMENT• Goal oriented• Needs immediate feedback• Moderate task taken• Dislike high risk• Dislike easy task