CHAPTER 6

PRINCIPLES OF
MANAGEMENT

“the art of getting things done through the efforts of
other people.”

MULTAZIMAH BINTI MAT DAUD

TABLE OF CONTENTS

1 Introduction to Management
2 Planning
3 Organizing
4 Leading
5 Controlling
6 Staffing
7 Decision Making

CHAPTER SIX

STAFFING

DEFINITION OF STAFFING

 Staffing is a managerial function which involves obtaining, utilizing
and retaining, qualified and competent personnel to fill all positions
of an organization, from top to operative echelon. In finer terms,
staffing is placing the right person at the right job.

 It aims at employing, deploying and monitoring a competent and
contented staff, i.e. daily wage earners, contract employees,
consultants, regular employees, etc., to undertake various managerial
and non-managerial activities in an organisation.

 Staffing is an operation of recruiting the employees by evaluating
their skills, knowledge and then offering them specific job roles
accordingly

 Staffing can be defined as one of the most important functions of
management.

IMPORTANCE OF STAFFING

 It helps in the finding out efficient and effective workforce, to
fill different posts in the organization.

 It improves organization's performance and productivity by
appointing the right person at the right job.

 It facilitates in identifying the staffing requirements of the
organization in future.

 It ensures continuous survival and growth of the organization,
by way of succession planning for executives.

 It develops personnel to take up top managerial positions of
the organization.

IMPORTANCE OF STAFFING

 It ensures training and development of the people working in
the organization.

 It assists the organization in making the optimum use of
human resources.

 Therefore, staffing increases employee morale and job
satisfaction. Further, it helps the top management in
ascertaining the manpower requirement resulting from a
promotion, transfer, employee turnover, retirement, etc. of
the existing employees.

IMPORTANCE OF STAFFING

1)Efficient Performance of Other Functions
 Staffing is the key for the efficient performance of other
functions of management.
 For example, if an organization does not have the competent
personnel, then it cannot perform the functions of
management like planning, organizing and control functions
properly.

2) Effective Use of Technology and Other Resources
 The connection of staffing and technology is the human
factor that is instrumental in the effective utilization of the
latest technology, capital, material, etc.
 The management can ensure the right kinds of personnel by
performing the staffing function.

IMPORTANCE OF STAFFING

3) Optimum Utilization of Human Resources
 The wage bill of big concerns is quite high.
 Also, 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.

4) Development of Human Capital
 Another function of staffing is concerned with human capital
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.
 This will meet the requirements of the company in the future.

IMPORTANCE OF STAFFING

3) Optimum Utilization of Human Resources
 The wage bill of big concerns is quite high.
 Also, 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.

4) Development of Human Capital
 Another function of staffing is concerned with human capital
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.
 This will meet the requirements of the company in the future.

STAFFING PROCESS

Human resource planning
Hiring / Recruitment
Selection

Induction and orientation
Training and career development

Performance evaluation
Employee termination / separation

STAFFING PROCESS

Human resource planning

 Human resource planning allows companies to plan ahead so
they can maintain a steady supply of skilled employees.
That's why it is also referred to as workforce planning.
The process is used to help companies evaluate their needs
and to plan ahead to meet those needs.

 Process of determining the type and number of employees
that need to be hired to fill the vacant positions in an
organization at a certain period of time

 Internal factors
 External factors
 The mission of the human resources department, as a

strategic partner, is to recruit, develop, and retain the high-
caliber diverse workforce, necessary for organization to
achieve its mission and goals.

STAFFING PROCESS

Human resource planning

Defined
Position
Critical
Competenci

es

Job Analysis

Training and development

Valid Assessment: Improved
job/person match

Realistic Job Preview

STAFFING PROCESS

Hiring / Recruitment

 Recruitment refers to the process of identifying, attracting,
interviewing, selecting, hiring and onboarding employees. In
other words, it involves everything from the identification of
a staffing need to filling it. Depending on the size of an
organization, recruitment is the responsibility of a range of
workers.

 Process of identifying and attracting the interest of qualified
individuals in applying for vacant positions in the
organization.

 Internal hiring
 Hiring the employees who are currently employed in
the organization.
 Promoted the current employees

 External hiring
 Involves hiring people from outside the organization
such as graduates from higher educational institution,
employees from other organization and the public.

STAFFING PROCESS

Hiring / Recruitment

STAFFING PROCESS

Selection

 Process of selecting the best or most qualified candidate from a group of
applicants to fill a vacancy in an organization.

 Steps:
 Review application forms
 Conducting the first round interview
 Conducting evaluation and tests
 Conducting the second round interview
 Offering the job

 Test:
 IQ test or knowledge test
 Personality and psychology test
 Skills and achievement test
 AIDS and drug test
 Test on interest to perform duties
 Assessment Centre

STAFFING PROCESS

Selection

The steps in the selection process are:

Review
the application

forms

Conduct first interview

Evaluation and test

Conduct second interview
Job offer

The selection process may be influenced by the following factors:

Gender and age Time available to make Number of applicants
discrimination laws a decision and the number of
employees required

Organizational goals

STAFFING PROCESS

Induction and orientation

 Employee orientation is the process of introducing new hires to
their jobs, co-workers, responsibilities, and workplace. It allows
employees the chance to feel comfortable within their new
teams, departments, and roles within the company. Effective
employee orientation answers any questions or concerns a new
colleague may have, makes them aware of company policies and
expectations, and eases them comfortably into their new
positions.

 The effort to inform new employees about the jobs that are to
be performed by them.

 Involves enabling new employees to adjust to the new
workplace through the following steps:-
 Introduce the organization background
 Introduce new employees to the current employees
 Describe employees benefits and facilities
 Listing the job duties and responsibilities

STAFFING PROCESS

Training and career development

 It is an investment organization make in their workforce to
give employees the skill they need to become better
workers.

 Training - helps employee learn specific knowledge or skill
to improve performance

 Development - focus on employees growth and future
performance

 Objective of conducting training

 Change employee attitude

 Master the required skill to perform a better job
 Train new employees
 Types of training

 On the job training or in-house training
 Off the job training or out-house training

STAFFING PROCESS

Training and career development

An investment organizations make in
their workforce to give employees the
skills they need to become better
workers, resulting in financial gain

Training helps employees learn
specific knowledge or skills to
improve performance in their current
roles.

Development has wider meaning and
focuses on employee growth and
future performance

STAFFING PROCESS

Training and career development

IS THERE A
NEED FOR
TRAINING?

What on-the-job deficiencies, if What on the
any, do employees face in organization’s strategic

regard to skills, knowledge or goals?
abilities needed to exhibit the

necessary job behaviours.

What behaviours are What tasks must
needed by employees complete

employees to to achieve
complete their organization goals

duties?

STAFFING PROCESS

Training and career development

Employee training can be categorized into three skills as follows:
A. Technical skills
abilities and knowledge needed to perform specialized task.

B. Interpersonal skills
These are the ‘people skill’, and good interpersonal skills help an
employee to get along with others to get the job done smooth.

C. Problem-solving skills
refers to the ability to solve problem effectively and efficiently.

The objectives of training are:
 Up skill and increase work efficiencies
 Changing attitudes and behaviors
 Increase motivation and engagement
 Risk management

STAFFING PROCESS

Performance evaluation

• Continuous process of communicating with employees regarding their
expected duties and current work performance in the organization

• Performance appraisal is a positive force in the organization. HRM
professionals should be aware of the following:
- Performance appraisals should link an employee’s performance
to his job description, expectations and goals.
- Train managers/raters to effectively use the performance
appraisal process so that they can provide feedback.

• Performance appraisal should be ongoing and not something that is
done once in year

• Two types of performance evaluation:-
– Informal performance evaluation
– Formal or systematic performance evaluation

• Objectives of conducting performance evaluation
– Whether employees perform their job well
– Reward employees
– Punish employees

STAFFING PROCESS

Performance evaluation

Weaknesses:-

 Recency effect
 Halo effect
 Horns effect
 Central tendency
 Differing evaluation behaviors among raters
 Personal biases

To overcome these problems, some organizations require
managers to submit accompanying reports or documentation to
support their evaluations.

STAFFING PROCESS

Employee termination / separation

 Transfer of an employee from one management hierarchy to
another management hierarchy in the organization

 Transfer is usually performed to move an individual to fill a
vacant positions in the organization

 Two types of transfers:-
 Side transfer (same organization or to a different
organization)

 Management level transfer (employees is promoted or
demoted from one management level to another) Separation
refers to an individual’s action to exit the organization due to
resignation, retirement or illness.

 The value of termination for maintaining an effective
workforce . Employees with poor performers can be
dismissed. Productive employees are allowed to stay with the
organization and receive pay and benefits.

CAREER DEVELOPMENT

 Career or staff development refers to the policies, practices
and procedures used to develop knowledge, skills and
competencies of employees to achieve organizational goals as
well as employee satisfaction and well-being.

 Helping employees build their careers development shows
that the organization respects, values and is concerned about
them. This can motivate employees, which results in greater
productivity.

 Focusing on staff development can improve retention. When
considering how to reduce turnover through employee
retention strategies, organizations need to identify the
reasons employees are leaving and address these issues if
they are related to shortcomings in the organization.

MAINTAINING STAFF

TURNOVER

 Retention method:-
i) Invest in employee’s professional development
ii) Establish clear expectation and policies.
iii) Offer a reward package that is truly beneficial.
iv) Create a culture of open communication
v) Make it a priority to help employee feel appreciated and
valued.

 Provide financial and non financial rewards
 Provide share ownership
 Honor employees and win their heart
 Place importance on employees welfare and improve working

conditions
 Practice a good management pattern
 Create job rotation
 Provide retirements benefits
 Compensation

TUTORIAL

(a) Describe any TWO (2) types of mistakes often
performed by managers or evaluators during the

performance evaluation process.

(b) As a manager in the Human Resources, you
received lots of complaints from your subordinates.

They are unhappy with the unpleasant working
environment, job security, workload, fear of change and
long working hours. Therefore, the Human Resources
plays a big role in retaining staff (mengekalkan pekerja)
in the organization. Apply any FOUR (4) methods used to

retain staff in the organization.

SUBMISSION HERE