ES ot be attained without the 94 Management & Entrepreneurship ating @ shared goal that cann ¢ conflict Joal sharing + Cr" cooperation of each of th Ww ing parties. + When a conflict is caused by the scarcity of asion of that resource can create a Win-win (iii) Expansion of Resoure resource (cg. office SP solution for both sides. c), expal Avoiding the conllict : Ignoring or total withdrawal from the conflict works (iv) Avoidin 3 Be in reducing the conflict. Playing down the magnitude of conflict and at the ¥) Smoothing the conflict : let ° ‘ he common interests between the conflicting partes, sometimes same time pointing oul t arty to the conflict compromises and sacrifices (vi) Compromising : Each pi ‘ Ive the conflict. something of value to reso} (vii) Authoritative Command : Management uses its authority to resolve the conflict by indicating the course of action to the parties involved. In other words management imposes its decision on the conflict. Conflicting parties are given training in (viii) Attempt changes in behavio! “Human Relation’ to change their attitudes and behavior using behavioral change techniques. (ix) Altering organization structure : Organization structure could be altered in order to reduce interaction between conflicting parties and also through joberedesign, transfers and so on. SPAN OF CONTROL The number of persons who directly report to an executive is called span of control Span of control normally varies from 2 to 20 persons depending upon the situation in the business enterprise. Some considerations which decide the span of control are: @ Time available with the manager to effectively control his subordinates and also the time needed for the supervision of each subordinate. (ii) Place of work, communication network and distance between the workplaces of the superior and that of his subordinates. (iit) Knowledge level of the superior about his work and that of his subordinates. (i) Personality of the manager along with his physical and mental abilities.Va Organizing and Staffing 95 ages of a limited span of control are The advanti ; right control and close supervision of work are possible aos i) person ability of time to think and act, al attention can be given to the overall development of each worker. ga qo advantages of a wider span of control are : ) organization structure can be made simpler if more workers come under each oe manager. savings in salaries because less number of managers. (i) (id) sd . A limited span of control may be considered under the following situations : ence of over-supervision of the workers, @ Complex nature of work and also secret nature of work. ii) When the employees are working in isolated areas, they are doing different types of work and when they require close supervision and control. (iii) For maintenance, R & D departments and other such departments which seek more co-ordination from other divisions. Awider span of control may be preferred under the following situations : () When trained and experienced subordinates need less directions and hence a large numbers of them can. work under one executive. (i) For assembly line work and routine clerical jobs. (i) When the communication network is good and physical distances are nearer. (iv) When the employees are very well aware of the objectives of the organization. their duties, responsibilities, strengths and limitations. STAFFING Staffing is the process of attracting and developing human resources to work for an organization and also to evaluate them in their work. Staffing mainly involves the following activities. |. Human Resources Planning 2. Recruitment of employees 3. Selection and placement96 Management & EntrepreneurshiP eee 4, Training and development on remuneration packages. 5. Decision 6. Performance appraisal 7. Promotion and transfer. affing function is accomp shed by the Human Resources (tH They are all the time involved in determining we personnel are needed in what quantity, and of what quality. Staffing is a developings - oriented fumetion as it tries to maintain and develop employees through appropri It raining and compensation programmes. Broadly speaking, staffing is concemeq 7 beings in an organization. In any company the dept or Personnel department. the management of human Nature or Features of Staffing The nature or the main features of Staffing are as follows: 1. Staffing is a continuous process Staffing is a continuous process because the employees leave the organization fo, a number of reasons. Also to meet the growing needs of an organization. fresh recruitment has to be done from time to time. Apart from this, people also retire promotions or be transferred. Therefore there is a continuous creation of vacancies which needs to be filled up. 2. Staffing involves people Staffing involves people and hence is the most difficult job. Russi Mody, the ex- chief of TISCO, once admitted that among the 5 M’s of management (men, money, materials, machines and methods), it is the men who are the most difficult to handle. It is true that money, materials, machines and methods can be controlled objectively and almost mechanically but not the unpredictable human beings. 3. Staffing is development-oriented Staffing is simply not about hiring people. It aims at developing and orienting people to the needs of the company through appropriate training programmes. 4. Staffing involves mul isciplinary knowledge Staffing as a function makes use of information drawn from various branches of knowledge such as psychology, sociology, anthropology, economics, etc.Organizing and Staffing 97 sa step-by-step process staffing . 5 suing has to be done in a step-by-step process in order to be meaningful. ft aime and immense patience on the part of people involved in staffing. The ake; steps involved in staffing are human resources planning varios acement, training and development, remuneration, performance election, placems ; raisal, promotion, transfer, retirement, and so on. appre" recruitment, portance of Staffing im mportance OF the advantages of staffing are enumerated as below: The staffin' inary organization, it B the people who operate machines, design new products and services, make decision to borrow and spend, co-ordinate and work towards sehieving company objectives. People are indispensable for an organization in the veneaion of goods and services. Stressing on the importance of staffing, a leading ‘american Industrialist_ once said, “We do not manufacture automobiles, aeroplanes, refrigerators, televisions or shoes but we only hire able and good men who in turn manufacture the goods.” g is the biggest factor for success of an organization only an organization that hires the right kind of people can hope to survive and flourish in the present-day competitive environment, staffing helps in identifying and nurturing talent staffing helps in discovering talented and competent workers and developing them tomove up the corporate ladder. It also helps in identifying the right persons for the tight jobs, by understanding their strengths and weaknesses, as far as possible. Staffing helps building a sound organization Good staffing practices help in attracting recruiting and selecting talented people to a organization. When these people build the right culture and good atmosphere, it naturally attracts more and more talented people to join the same company. All these result in the creation of a sound organization. Staffing helps optimal uti ‘ion of resources Staffing continuously appraises the work of all employees. Any under-utilization of manpower would be identified and corrective measures suggested. Staffing also helps in anticipating the problems arising from potential surpluses or deficits of “anpower, and thus helps in optimal utilization of resources. hi98 Management & Entrepreneurship i jes 5. Staffing helps deciding compensation packag' Management always takes the help of staffing dept to decide on the Compensation ackayes for its employees. It is staffing which has information as to what ig the as market rate for a particular skill set, what are the previous and future sal trends for a particular industry, what are the general salary expectations of People who are joining etc. RECRUITMENT Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. In other words, recruitment enables management to select suitable employees for its different jobs. Recruitment is . positive process since it attracts large number of candidates to apply and aspire for a job in the organization. Sources of Recruitment ‘There are basically two broad sources of manpower for the sake of recruitment, They are: I. Intemal sources i.e., recruitment within the organization I. External sources i.e., recruitment from outside. L Internal Sources of Recruitment Internal source refers to people currently working in the organization. From this source, positions are filled either through promotion or through transfer from other positions. When employees are promoted, they normally move to positions carrying higher responsibilities, status and pay whereas transfers do not normally allow any drastic changes. Advantages of Recruitment from Internal Sources . Employees develop goodwill towards management. 2. It provides them a chance to develop financially and socially. 3. Employees from within the organization adjust to new positions much faster than employees from outside. 4. This method is less time-consuming and less expensive.Organizing and Staffing 99 encourages employees to work harder in or It der to attrac : 5 agerates higher motivation levels, t Promotions and gent : ops Iris said that, ‘A known devil is better than an unknown angel I - a \ mployee is always better, Pa known employ pisadvantages 1 temey ake Porro) find the required talent, Skill from within the ; organization. There may bea limited choice for promotion, 2 3, No chance for new ideas and talents to flow into the organization 4, Employees ‘who are not successful in getting promoted Set de-motivated and may even cause hindrance. : 5, According to Peter's principle ‘Every man raises to his level of incompetence!’ - a promoted employee may lack the skills to carry out his new job efficiently. 1. External Sources of Recruitment Following are the different sources external to the organization, 1, Former Employees: Retired or retrenched employees may be invited to join the organization again. 2, Recommendations: Job applicants introduced by friends and relatives form agood source. The advantage is that something would be known about their background. The disadvantage is that in case the applicants are rejected it may hurt the feelings of the person who has recommended, 3. Employment exchange: Government run employment exchanges provide a list of prospective applicants for employment. Employment exchanges have not been used much of late. 4. Campus Interviews: Many industries visit engineering colleges, polytechnics and other institutions to conduct campus interviews in order to recruit fresh employees. Professional Institutions have become a favourite hunting ground Specially for the IT industry._—— oS ement in newspapers. employment news, traq, es) etC., help to get prospective as ang Normally, most of the senior posit Oye Uns j, n 100 Management & entreprenewrsniP crtist temet (web sit ifications. this method. 5. Advertisement? Adv profession: journals. In able skills and qual filled by having suits industry and commerce are Employees looking for another ; Job in applicants: and could be considered for sel €Ction, ble or ganizations id vacancy. Like wise people who walk-in lo the also be considered. y or walk-i apply 10 suital an od for jobs may’ 6. Voluntar voluntarily whenever there aspiring organization gencies or HR consultants: Many organi: ‘ganizati ations ment A ments to private agencies devoted to their manpower require tal time and efforts. 7. Private Employ! these days entrust recruitment thus saving vi also supply workers to the factory f ~ (Or Labour unions st its popularity. ethod of employment has also lo: SELECTION Selection of candidates starts after the completion of the recruitm: mal is the process of picking out a few suitable persons from a i races . fel rave re C the Job and thus eliminating the rest. Selection is a Ps * FS a re it decreases the number of aspirants to the job. Selec eres Se eieek - ie oo important function of the es e nae woos eet in terms Oi time, 0 cena eoeeruer ae a ae eer rmally the selection g. Labour Unions: employment. This m 1. Receipt of Job " Applications: Receivii first step in the selecti : Receiving completed applicati . education, age soe process. They give details ee forms is the curricular ar fessional experience, training received, a y background, references eee previous salaries drawn, ea in extra- , lates who di , salary expected and eliminated and lo not posses th : = others are called fc e required qualificati or preliminary intervi ‘ifications are iterview. 2. Preliminar 4 y Interview: Th eliminate unfit, unqualified a © purpose of, , - ali of the i: p , brief and give " pennies qualified ES cha, interview is 1 appearance, personali eral idea about candidat : inary interviews are nality and salary requirements ie education, experience, of the candidate.Organizing ang Staffing 105 yment Tests: Candidates who Pass the 10) Emp! preliminary, int conduct to Measure ar for selection tests, Tests are nea . . 10 PF dates in detail. Usually the following r candidates fea eTViEW are ackert the skills tests are condy, ed iency Tests: To measure the knowle profici a dae and profic iency jready claimed in the application form. as aired In the ay itude Tests: Aptitude tests consists of i) aptitu (i (a) Intelligence test to test the 1Q of the candidate (b) Attitude test to know the temperamental and emotional make-up of the candidate to handle the job (c) Interest test to measure the candidate's Interest in the job. (d) Movement test to measure the speed and Precision of movements of the candidate, Personality Test: This is conducted to have an idea of the candidates (ii) Pel balance in thoughts, spontaneity, ability to meet stressful situations and other ani 2 personality traits cS Discussion: in this test, candidates are assembled in small groups and a ic of current interest is thrown open for discussion. This test gives eee ao candidates’ communication skills, general awareness, outlook ae ° i articipants, ability to contribute in a team, leadership qualities ein to pond the attention of others and so on. Group discussions have ae fen popular for companies looking to employ fresh graduates. ition i ction Final Interview: Final interview holds a central position in the Seles mn ; i am i ier for the candidates. The top ni : cedure, It is the final frontier a ates. t inthe a any form the interview panel and the interview itself is commute ma com itself ti Fiendly eee The main aim is to evaluate the candidate's ee fa . ; 2 in 4 particular job. It provides an opportunity to) view, caste csoe A candidate's strengths and weaknesses for the position. The durat may range from a few minutes to a few hours.402 Management & EntreprenensP 6. Checking References: This is one of the last steps before the cand ajob in the organization. ‘An investigation is made on the references te, ndidate regarding his past employment, education, character, ron reputation cte.. Reports of the prev’ ious employer of the candidate jg Somein, Ong given alot of weightage by the potential employers. offered by the car Medical Examination: A thorough medical check-up of candidates js cain out prior to placement. Disqualification is possible at this stage also in a prevent candidates who are medically unfit, carrying communicable diseases a inability to cope with stress-prone jobs getting recruited. . Placement: The final step in the selection process is to give the appointmen order to the candidate specifying the place of work, gross emoluments, hours . work and other terms and conditions.