STAFFING FUNCTION OF MANAGEMENT

The managerial function of staffing involves manning the organization structure through proper
and effective selection, appraisal and development of the personnel to fill the roles assigned to
the employers/workforce. According to Theo Haimann, “Staffing pertains to recruitment,
selection, development and compensation of subordinates.”
Nature of Staffing Function
1. Staffing is an important managerial function- Staffing function is the most important
managerial act along with planning, organizing, directing and controlling. The operations of
these four functions depend upon the manpower which is available through staffing
function.
2. Staffing is a pervasive activity- As staffing function is carried out by all mangers and in all
types of concerns where business activities are carried out.
3. Staffing is a continuous activity- This is because staffing function continues throughout
the life of an organization due to the transfers and promotions that take place.
4. The basis of staffing function is efficient management of personnel- Human resources
can be efficiently managed by a system or proper procedure, that is, recruitment, selection,
placement, training and development, providing remuneration, etc.
5. Staffing helps in placing right men at the right job. It can be done effectively through
proper recruitment procedures and then finally selecting the most suitable candidate as per
the job requirements.
6. Staffing is performed by all managers depending upon the nature of business, size of the
company, qualifications and skills of managers,etc. In small companies, the top
management generally performs this function. In medium and small scale enterprise, it is
performed especially by the personnel department of that concern.

Staffing Process - Steps involved in Staffing

1. Manpower requirements- The very first step in staffing is to plan the manpower inventory
required by a concern in order to match them with the job requirements and demands.
Therefore, it involves forecasting and determining the future manpower needs of the
concern.
2. Recruitment- Once the requirements are notified, the concern invites and solicits
applications according to the invitations made to the desirable candidates.
3. Selection- This is the screening step of staffing in which the solicited applications are
screened out and suitable candidates are appointed as per the requirements.
4. Orientation and Placement- Once screening takes place, the appointed candidates are
made familiar to the work units and work environment through the orientation programmes.
Placement takes place by putting right man on the right job.
5. Training and Development- Training is a part of incentives given to the workers in order
to develop and grow them within the concern. Training is generally given according to the
nature of activities and scope of expansion in it. Along with it, the workers are developed by
providing them extra benefits of indepth knowledge of their functional areas. Development
also includes giving them key and important jobsas a test or examination in order to analyse
their performances.
6. Remuneration- It is a kind of compensation provided monetarily to the employees for their
work performances. This is given according to the nature of job- skilled or unskilled,
physical or mental, etc. Remuneration forms an important monetary incentive for the
employees.
7. Performance Evaluation- In order to keep a track or record of the behaviour, attitudes as
well as opinions of the workers towards their jobs. For this regular assessment is done to
evaluate and supervise different work units in a concern. It is basically concerning to know
the development cycle and growth patterns of the employees in a concern.
8. Promotion and transfer- Promotion is said to be a non- monetary incentive in which the
worker is shifted from a higher job demanding bigger responsibilities as well as shifting the
workers and transferring them to different work units and branches of the same
organization.
9. Appraisal – it is normally done in order to keep a track or record of the behaviour, attitudes
as well as opinions of the employees towards their jobs. Appraisal of employees reveals as
to how efficiently the employee is performing in his job. Appraisal of the employees is also
done to know their aptitudes and other qualities necessary for performing the job assigned to
them. The qualities for which the employees are generally appraised through performance
appraisal include (i) ability to do work, (ii) spirit of cooperation, (iii) job knowledge, (iv)
 discipline and sincerity, (v) managerial ability, (vi) self-confidence, (vii) initiative, (viii)
problem solving abilities, and (ix) intelligence etc. The main objective of performance
appraisal is to improve the efficiency of the employees by mobilizing their best possible
efforts and through them achievement of the objectives and the goals of the organization.
10. Remuneration- It is a kind of compensation provided monetarily to the employees for their
work performances. This is given according to the nature of job- skilled or unskilled,
physical or mental, etc. Remuneration forms an important monetary incentive for the
employees. Fixation of remuneration is the most difficult and complex function of the
management since there are no definite or exact means to determine the correct wages. Job
evaluation is one of the systematic techniques to determine the worth of the job but much
remains to be done in this regard

Benefits of staffing
The benefits of an effective staffing function are as follows.
  Staffing helps in getting right people for the right job at the right time. The function of
staffing enables the management to find out as to how many employees are needed and
with what qualifications and experience.
 Staffing contributes to improved organizational productivity. Through proper selection
the organization can enhance the quality of the employees, and through proper training
the performances level of the employees can also be improved.
 Staffing helps in providing job satisfaction to the employees and thus keeps their morale
high. With proper training and development programmes their efficiency improves and
they feel assured of their career advancements.
 Staffing maintains harmony in the organization. Through proper staffing, individuals are
not just recruited and selected but their performance is regularly appraised and
promotions made on merit. For all these, certain procedures are made and are duly
communicated to all concerned. This fosters harmony and peace in the organization.

Manpower Planning
Manpower Planning which is also called as Human Resource Planning consists of putting right
number of people, right kind of people at the right place, right time, doing the right things for
which they are suited for the achievement of goals of the organization. Human Resource
Planning has got an important place in the arena of industrialization. Human Resource Planning
has to be a systems approach and is carried out in a set procedure. The procedure is as follows:
 Analysing the current manpower inventory
 Making future manpower forecasts
 Developing employment programmes
 Design training programmes
Steps in Manpower Planning
1. Analysing the current manpower inventory- Before a manager makes forecast of future
manpower, the current manpower status has to be analysed. For this the following things
have to be noted-
• Type of organization
• Number of departments
• Number and quantity of such departments
 • Employees in these work units
Once these factors are registered by a manager, he goes for the future forecasting.
2. Making future manpower forecasts- Once the factors affecting the future manpower
forecasts are known, planning can be done for the future manpower requirements in several
work units. The Manpower forecasting techniques commonly employed by the
organizations are as follows:
i) Expert Forecasts: This includes informal decisions, formal expert surveys and
Delphi technique.
ii) Trend Analysis: Manpower needs can be projected through extrapolation
(projecting past trends), indexation (using base year as basis), and statistical analysis
(central tendency measure).
iii) Work Load Analysis: It is dependent upon the nature of work load in a department,
in a branch or in a division.
iv) Work Force Analysis: Whenever production and time period has to be analysed,
due allowances have to be made for getting net manpower requirements.
v) Other methods: Several Mathematical models, with the aid of computers are used
to forecast manpower needs, like budget and planning analysis, regression, new
venture analysis.
3. Developing employment programmes- Once the current inventory is compared with future
forecasts, the employment programmes can be framed and developed accordingly, which
will include recruitment, selection procedures and placement plans.
4. Design training programmes- These will be based upon extent of diversification,
expansion plans, development programmes, etc. Training programmes depend upon the
extent of improvement in technology and advancement to take place. It is also done to
improve upon the skills, capabilities, knowledge of the workers. Importance of
Manpower Planning
1. Key to managerial functions- The four managerial functions, i.e., planning, organizing,
directing and controlling are based upon the manpower. Human resources help in the
implementation of all these managerial activities. Therefore, staffing becomes a key to
all managerial functions.
 2. Efficient utilization- Efficient management of personnel becomes an important function
in the industrialization world of today. Setting of large scale enterprises require
management of large scale manpower. It can be effectively done through staffing
function.
3. Motivation- Staffing function not only includes putting right men on right job, but it
also comprises of motivational programmes, i.e., incentive plans to be framed for further
participation and employment of employees in a concern. Therefore, all types of
incentive plans becomes an integral part of staffing function.
4. Better human relations- A concern can stabilize itself if human relations develop and
are strong. Human relations become strong trough effective control, clear
communication, effective supervision and leadership in a concern. Staffing function also
looks after training and development of the work force which leads to co-operation and
better human relations.
5. Higher productivity- Productivity level increases when resources are utilized in best
possible manner. Higher productivity is a result of minimum wastage of time, money,
efforts and energies. This is possible through the staffing and it's related activities
( Performance appraisal, training and development, remuneration)
Need of Manpower Planning
Manpower Planning is a two-phased process because manpower planning not only analyses the
current human resources but also makes manpower forecasts and thereby draw employment
programmes. Manpower Planning is advantageous to firm in following manner:
i) Shortages and surpluses can be identified so that quick action can be taken wherever
required.
ii) All the recruitment and selection programmes are based on manpower planning.
iii) It also helps to reduce the labour cost as excess staff can be identified and thereby
overstaffing can be avoided.
iv) It also helps to identify the available talents in a concern and accordingly training
programmes can be chalked out to develop those talents.
v) It helps in growth and diversification of business. Through manpower planning, human
resources can be readily available and they can be utilized in best manner.
vi) It helps the organization to realize the importance of manpower management which
ultimately helps in the stability of a concern.
Obstacles in Manpower Planning
Following are the main obstacles that organizations face in the process of manpower planning:
1. Under Utilization of Manpower: The biggest obstacle in case of manpower planning is the
fact that the industries in general are not making optimum use of their manpower and once
manpower planning begins, it encounters heavy odds in stepping up the utilization.
2. Degree of Absenteeism: Absenteeism is quite high and has been increasing since last few
years.
3. Lack of Education and Skilled Labour: The extent of illiteracy and the slow pace of
development of the skilled categories account for low productivity in employees. Low
productivity has implications for manpower planning.
4. Manpower Control and Review:
a) Any increase in manpower is considered at the top level of management
b) On the basis of manpower plans, personnel budgets are prepared. These act as control
mechanisms to keep the manpower under certain broadly defined limits.
c) The productivity of any organization is usually calculated using the formula:
Productivity = Output / Input But a rough index of employee productivity is
calculated as follows:
Employee Productivity = Total Production / Total no. of employees
d) Exit Interviews, the rate of turnover and rate of absenteeism are source of vital
information on the satisfaction level of manpower. For conservation of Human
Resources and better utilization of men studying these condition, manpower control
would have to take into account the data to make meaningful analysis.
e) Extent of Overtime: The amount of overtime paid may be due to real shortage of men,
ineffective management or improper utilization of manpower. Manpower control would
require a careful study of overtime statistics.
Few Organizations do not have sufficient records and information on manpower. Several of
those who have them do not have a proper retrieval system. There are complications in
resolving the issues in design, definition and creation of computerized personnel information
system for effective manpower planning and utilization. Even the existing technologies in this
respect is not optimally used. This is a strategic disadvantage.

Job Analysis and Job Evaluation

Job Analysis
Job Analysis is the process of describing and recording aspects of jobs and specifying the skills
and other requirements necessary to perform the job.
The outputs of job analysis are
a) Job description
b) Job specification
Job Description
A job description (JD) is a written statement of what the job holder does, how it is done,
under what conditions it is done and why it is done. It describes what the job is all about,
throwing light on job content, environment and conditions of employment. It is descriptive
in nature and defines the purpose and scope of a job. The main purpose of writing a job
description is to differentiate the job from other jobs and state its outer limits.
Contents
A job description usually covers the following information:
 Job title: Tells about the job title, code number and the department where it is done.
 Job summary: A brief write-up about what the job is all about.
 Job activities: A description of the tasks done, facilities used, extent of supervisory help, etc.
 Working conditions: The physical environment of job in terms of heat, light, noise and other
hazards.
 Social environment: Size of work group and interpersonal interactions required to do the
job.

Job Specification
Job specification summarizes the human characteristics needed for satisfactory job
completion. It tries to describe the key qualifications someone needs to perform the job
successfully. It spells out the important attributes of a person in terms of education,
experience, skills, knowledge and abilities (SKAs) to perform a particular job. The job
specification is a logical outgrowth of a job description. For each job description, it is
desirable to have a job specification. This helps the organization to find what kinds of
persons are needed to take up specific jobs. Contents
A job specification usually covers the following information:
 Education
 Experience
 Skill, Knowledge, Abilities
 Work Orientation Factors
 Age

Process of Job Analysis

1. Defining the objectives: The foremost step in the process of job analysis is defining the
objective of the job analysis. The objective could be either of the following:
o Redesign the job description o Revise the compensation program o
Change the organization structure o Redesign the job in a particular
department. Once the objective is selected, it should be well communicated to the top
management because with its support only, the changes can be made in the
organization.
2. Preparing the job Analysis: After setting an objective, the kind of jobs that are to be
analyzed are selected, whether the clerical jobs, managerial jobs, division specific job,
etc. Also, the members who are included in the analysis and the methods to be used are
identified. At this stage, the complete review of the existing job description is done to
 have a fair insight of the duties, responsibilities, organization chart, working conditions,
hazards, etc. that exist in a particular set of jobs.
3. Performing the Job Analysis: The next stage in the process of job analysis is to
perform or begin with the job analysis. Here, the sufficient time should be allotted for
collecting the job details from the employees. The information from the employees can
be collected through questionnaires, interviews, or through an observation method. Once
the information gets collected it needs to be sorted on the basis of its nature, division,
and department.
4. Designing Job Descriptions and Job Specifications: At this stage, the job analyst
prepares a draft of the job description and the specifications. After sorting of the
information, the changes that need to be made in the jobs is identified and is written on
paper. Once the draft gets prepared, it is circulated to the managers, supervisors, and the
employees.
5. Control Job Descriptions and Job Specifications: This is the last step in the process of
job analysis wherein the job descriptions, and the specifications are timely checked and
modified according to the changing needs of the organization.
The job analysis results in the job description and the job specification. The Job description
comprises of job duties, the level of responsibilities, working conditions, etc. and whereas the
job specification tells about the skills, education, background, qualification, training, and
communication skills required to perform a specific job.

Job Evaluation
Job evaluation is a systematic way of determining the value/worth of a job in relation to other
jobs in an organization. It tries to make a systematic comparison between jobs to assess their
relative worth for the purpose of establishing a rational pay structure.
An assessment of the relative worth of various jobs on the basis of a consistent set of job and
personal factors, such as qualifications and skills required. It is the process of assessing the
relative worth of the jobs in an organization. The jobs are evaluated on the basis of its content
and the complexity involved in its operations and thus, positioned according to its importance
The objective of job evaluation is to determine which jobs should get more pay than others.
Several methods such as job ranking, job grading, and factor comparison are employed in job
evaluation. Research indicates, however, that each method is nearly as accurate and reliable as
the other in ranking and pricing different jobs. Job evaluation forms the basis for wage and
salary negotiations. The purpose of the job evaluation is to have a satisfactory wage differential.

Job Evaluation Methods

There are non-analytical and analytical job evaluation methods that are employed by the
organizations to realize the worth of a set of jobs.

Non-analytical Job Evaluation Methods

1. Ranking Method: This is the simplest and an inexpensive job evaluation method, wherein
the jobs are ranked from the highest to the lowest on the basis of their importance in the
organization. In this method, the overall job is compared with the other set of jobs and then
is given a rank on the basis of its content and complexity in performing it.
Here the job is not broken into the factors, an overall analysis of the job is done. The main
advantage of the ranking method is, it is very easy to understand and is least expensive. But
however it is not free from the limitations, it is subjective in nature due to which employees
may feel offended, and also, it may not be fruitful in the case of big organizations.
2. Job Grading Method: Also known as Job-Classification Method. Under this method the
job grades or classes are predetermined and then each job is assigned to these and is
evaluated accordingly.
For Example Class, I, comprise of the managerial level people under which subclassification
is done on the basis of the job roles such as office manager, department managers,
departmental supervisor, etc.
The advantage of this method is that it is less subjective as compared to the raking method
and is acceptable to the employees. And also, the entire job is compared against the other
jobs and is not broken into factors. The major limitation of this method is that the jobs may
differ with respect to their content and the complexity and by placing all under one category
the results may be overestimated or underestimated.
Analytical Job Evaluation Methods
1. Factor-Comparison Method: Under this method, the job is evaluated, and the ranks are
given on the basis of a series of factors Viz. Mental effort, physical effort, skills required
supervisory responsibilities, working conditions, and other relevant factors. These factors
are assumed to be constant for each set of jobs. Thus, each job is compared against each
other on this basis and is ranked accordingly. The advantage of this method is that it is
consistent and less subjective, thus appreciable by all. But however it is the most complex
and an expensive method.
2. Point-Ranking Method: Under this method, each job’s key factor is identified and then the
sub-factors are determined. These sub-factors are then assigned the points by its importance.
For example, the key factor to perform a job is skills, and then it can be further classified
into sub-factors such as training required, communication skills, social skills, persuasion
skills, etc.
The point ranking method is less subjective and is an error free as the rater sees the job from
all the perspectives. But however it is a complex method and is time-consuming since the
points and wage scale has to be decided for each factor and the sub factors