staffing, directing and motivation

8/12/2019 Staffing, Directing and Motivation

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Staffing

1. Staffing Concept

2. Features of Staffing

3. Manpower Planning

4. Manpower Planning Process

5. Recruitment and Selection6. Training and Development

7. Performance Appraisal


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STAFFING

Staffing basically involves matching

jobs and individuals. This may

require a number of functions like

manpower planning, recruitment,

selection, training and development,performance appraisal, promotion,

transfer, etc.


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Staffing

Staffing is the process of matching the jobs

with capable people. It is concerned withthe selection, placement, growth and

development of people in an

organization.It involves the determination of what

personnel are needed, in what quantity

and of what quality. It is development-oriented as it tries to maintain and

develop employees through appropriate

training and compensation programmes.


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Features of Staffing

1. Staffing involves people

2. Staffing is development-oriented

3. Staffing is continuous

4. Staffing is a three step process:1. Hiring the right kind of people

2. Developing their skills through training,

and

3. Maintaining them by creating favorable

conditions of work


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Manpower Planning

Manpower planning is the process-

including forecasting, developing,

implementing, and controlling-by

which a firm ensures that it has the

right number of people and right

kind of people, at the right place at

the right time, doing things for which

they are economically most

suitable


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Features of Manpower Planning

1. Manpower planning is a

comprehensive process whichincludes various aspects of

manpower management. All these

aspects try to ensure availability ofright people in the organisation

2. It involves determination of future

needs of manpower in the light of

organization planning and structure.


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Objectives of Manpower Planning

1. Manpower planning enables an

organization to forecast itsmanpower requirement.

2. Manpower planning helps the

organization to match its manpower

with skills necessary for achieving

its objectives.

3. Manpower planning helps the

organization to know how its

personnel are employed and how


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4. Systematic manpower planning

facilitates similar approach in otheraspects of staffing such as

recruitment, selection, training and

development, promotion,performance appraisal etc. because

all these steps are undertaken in the

light of manpower planning andhave to be oriented in the context of

planning.


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Manpower Planning Process

Organization Plans

Projecting Manpower

Requirement

Manpower Inventory

New Manpower Required

Action Plans


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Job Description

Projecting ManpowerRequirement

Job Analysis

Job Specification

n ers an ng o na ys s an oSpecifications


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Job Analysis

1. What is the basic objective of the job

What is the purpose of segment of theorganisation to which the job is related

2. What types of plans and objects are

undertaken in this job3. What types of decisions are to be made

by the incumbent on the job

4. What is the authority of the job? Howmany subordinate will work under him?


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Job Analysis Cont.

5. What are the requirements of

personal attributes of incumbent interms of education, training,

experience, apprenticeship, physical

strength, mental capabilities, socialskills, etc.


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Job Description & Job Specification

Job Description Prescribes the nature of

job to be performed, relationship withother jobs, purpose of the job, etc. This

can be used not only for selection of

personnel but also for their training,performance appraisal, job evaluation

etc.

Job Specification or man specification,referes to the summary of the personnel

characterstics required for the job. It

describes the type of person required in

terms of educational qualifications,


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Job DescriptionTitle : Compensation Manager

Code : HR/2310

Department : Human Resource DepartmentSummary : Responsible for the design and administration

of employee compensation

programmes.

Duties1. Conduct job analysis.

2. Prepare job descriptions for current and projected

positions.

3. Evaluate job descriptions and act as Chairman of Job

Evaluation Committee4. Insure that companys compensation rates are in tune

with the companysphilosophy

5. Relate salary to the performance of each employee.

Conduct periodic salary surveys.


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Job Description Cont..6. Relate salary to the performance of each employee.

Conduct periodic salary surveys.

7. Develop and administer performance appraisalprogramme.

8. Develop and oversee bonus and other employee benefit

plans.

9. Develop an integrated HR Information system.

Working Conditions Normal, Eight hours per day. Five days a

week.

Report to Director, Human Resource Department.


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Job SpecificationsEducation : MBA in HR Specialisation, MHRM, PGDHRM or

equivalent for a premier management institution in first

class.

Experience: At least 10 years in the filed of HR/

Administration/ Compensation out of which at lease 3-5

years in the field of compensation/ wages and salaryadministration.

Key Skills: Analytical Abilities

Convincing power for right decisions

Rationality in Decision MakingGood Communication and Leadership skills

Team building and Result Oriented Approach


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Manpower Inventory

Manpower inventory is related to the

identification of key personnel in theorganization and cataloguing their

characteristics without reference to the

present positions held by them. Itprovides information about present and

future personnel being available in the

organization.

Manpower Inventory is not simply counting

of heads presently available but

cataloguing of their present and future

potentials and aptitudes.


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Identification of Gap Between Available

and Required Manpower

This is the process of determining theactual needs of personnel and their

availability. These will, however, be

affected by the rate of loss of personnel.The additional requirement of personnel

will be equal to manpower required and

manpower available without considering

loss of personnel.

Loss of personnel includes degree of quits,

discharges, mutually-agreed release,

death, retirement, and transfer.


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Tough times never last,

but tough people do !


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Directing

1. Concept of Directing

2. Motivation

3. Leadership

4. Communication


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Directing

Directing is related with instructing, guiding

and inspiring human factor in theorganization to achieve organization

objectives.

Directing is the process of telling a person

what to do and seeing that they do it to

the best of their ability. It is throughdirecting that managers get the work

done through people. It consists of:

-Dale


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Directing

Directing Consists of the following elements:

1. Motivation: Motivating personnel toachieve goals by providing incentives,

good working environment, etc.

2. Leadership: Guiding, advising andhelping subordinates in the proper

methods of work

3. Communication: Issuing orders andinstructions by a superior to his

subordinates

4. Supervision: Supervising subordinates


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Features of Direction

Directionis the process of guiding, inspiring,

supervising and commandingsubordinates towards the

accomplishment of goals. It has the

following features:1. Deals with people

2. Seek Performances

3. Provides a link4. Dynamic and continuous


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Importance of Direction

1. Initiates Action

2. Achieves Integration

3. Motivates People

4. Facilitates Changes5. Attains Balance and Stability


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Principles of Direction

1. Principle of Harmony of Objectives

2. Unity of Command3. Principle of Direct Supervision

4. Principle Appropriate Technique

5. Two way Communication6. Maximum Individual Contribution

7. Use of Motivation Techniques

8. Principle of Follow up


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Behavioural Model by Keith Davis

Autocratic Custodial Supportive

Depends Upon Power EconomicResource

Leadership

Managerial

Orientation

Authority Money Support

EmployeeOrientation Obedience Security Job Performance

Employee

Psychological

Results

Dependence on

boss

Dependence on

Organization

Participation

EmployeeNeeds Met

Subsistence Maintenance Higher-order

Performance

Results

Minimum Passive

cooperation

Awakened drives


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Motivation


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Motivation ..

Performance is determined by two

factors:1. Level of ability to do certain work;

and

2. Level of motivation

This can be expressed as:

Performance = Ability x Motivation


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Motivation ..

Motivation is the process of stimulating

people to action to accomplishdesired goals.

Motivation refers to the way in whichurges, drives, desires, aspirations,

strivings, needs, direct, control, or

explain the behavior of humanbeings.


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Motivation ..

Motivation is the product of

anticipated values from an actionand the perceived probability that

these values will be achieved by

the action.

Motivation= Valence x Expectancy


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Importance of Motivation

1. High Performance Level

2. Low Employee Turnover and

Absenteeism.

3. Acceptance of Organizational

Changes

4. Accomplishment of work in time

5. Improved Quality of work

6. High Level of Satisfaction

7. Mandatory to get the work done


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Theories of Motivation

1. MaslowsNeed Hierarchy Theory1. Physiological Needs

2. Safety and Security Needs

3. Social Needs

4. Esteem Needs5. Self-Actualization Needs : This need

might be phrased as the desire to become

more and more what one is, to become

everything that one is capable ofbecoming

When the work is equal to a persons

Intrinsic Value, He fulfills his Self

Actualization need.


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Theories of Motivation

2. Herzbergs Motivation Hygiene

Theory

-Maintenance or hygiene factors: These are not

intrinsic parts of a job, but they are related

to conditions under which a job isperformed. They produce no growth in a

workers output; they only prevent losses

in workers performance due to work

restrictions. These maintenance factors arenecessary to maintain a reasonable level of

satisfaction in employees.


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factors

1. Company Policy and administration

2. Technical Supervision

3. Inter-personal relationship with

supervisors

4. Inter-personal relationship with peers5. Inter-personal relationship with

subordinates,

6. Salary7. Job security

8. Personal Life

9. Working Conditions

10. Status


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Herzbergs Explanation to theory

Herzberg divided employees in two categories-

motivation seekers and maintenanceseekers.

Motivation seekers generally are individuals

who are primarily motivated by satisfierssuch as advancement, achievement and

other factors associated with work itself.

Maintenance seekers tend to be more

concerned with factors surrounding the jobsuch as supervision, working conditions

pay etc.


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McClellands Need Theory

1. Need for Power (n/PWR)

2. Need for Affiliation (n/AFF)

3. Need for Achievement (n/ACH)


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McGregors X and Y Theory

Factor Theory X Assumptions Theory Y Assumptions

Employee attitude Employees dislike work and. Employees enjoy work andtoward work will avoid it if at all possible. will actively seek it.

Management view Employees must be directed, Employees are self-motivated

of direction coerced, controlled, or threatened and self-directed toward achieving

to get them to put forth adequate effort. organizational goals.

Employee view Employees wish to avoid responsibility; Employees seek responsibility;

ofdirection they prefer to be directed and told what they wish to use their creativity,

to do and how to do it. imagination, and ingenuity in

performing their jobs.

Management style Authoritarian style of management Participatory style of management

O


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William Ouchis Z Theory

Japanese-style approach to management developed by William Ouchi

Advocates trusting employees and making them feel likean integral part of the organization.

Based on the assumption that once a trusting

relationship with workers is established, production will

increase. Z theory includes the following factors:1. Trust

2. Strong bond between Organization and Employees

3. Employee Involvement

4. No Formal Structure

5. Coordination of Human Beings

Th


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Theory:

Immaturity Maturity

Passivity Activity

Dependence Independence

Capable of Behaving in a few

ways

Capable of behaving in many

ways

Shallow interest Deep Interest

Short-Term Perspective Long-Term Perspective

Subordinate Position Superordinate Position

Self-Awareness and Control Lack of Self-awareness and

Control

V V l E t Th


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Vrooms Valence Expectancy Theory

The choice made by a person among

alternative courses of action is lawfullyrelated to psychological events occurring

contemporaneously with the behaviour.

Vroomsconcept of force is basically equivalent

to motivation and may be shown to be thealgebraic sum of products of valences

multiplied by expectations. Thus,

Motivation (Force)= Valence x Expectancy


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Model

Value of

Rewards

Perceived

Effort-

RewardProbability

Efforts

Ability and

traits

Role

Perception

Perceived

Equitable

RewardsIntrinsic

Rewards

Extrinsic

RewardsSatisfaction

Performance

Accomplishment

M ti ti


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Motivation

The carrot and Stick Approach comes

from the old story that the best way tomake a donkey move is to put a carrot

out in front of him or jab him with a

stick from behind.The carrot and is reward for moving and

the stick is the punishment for not

moving.

C ti A h f M ti ti


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Contingency Approach of Motivation

Various theories suggest that there is no

universal device applicable toeveryone. What motivates people is

situational. This is the basic theme of

contingency approach of motivation.Following factors seem to be

important in this respect:

1. Individual Personality

2. Organizational Climate

3. Available Incentives


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Thank You

staffing, directing and motivation

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