Chapter 5 Flashcards
management function that determines human resource needs, recruits, selects, trains, and develops human resources for jobs created by an organization
Staffing
undertaken to match people with jobs so that the realization of the organization’s objectives will be facilitated
Staffing
The staffing process consists of the following series of steps:
- human resource planning
- recruitment
- selection
- induction and orientation
- training and development
- performance appraisal
- employment decisions (monetary rewards, transfers, promotions and demotions) and
- separations
The planned output of any organization will require a systematic deployment of human resources at various levels. To be able to do this, the engineer manager will have to involve himself with ____________________.
human resource planning
Human resource planning may involve three activities, as follows:
- Forecasting
- Programming
- Evaluation and control
an assessment of future human resource needs in relation to the current capabilities of the organization
Forecasting
means translating the forecasted human resource needs to personnel objectives and goals
Programming
refers to monitoring human resource action plans and evaluating their success
Evaluation and control
The forecasting of manpower needs may be undertaken using any of the following quantitative methods:
- Time series methods
- Explanatory, or causal models
- Monitoring methods
use historical data to develop forecasts of the future
Time series methods
which are attempts to identify the major variables that are related to or have caused particular past conditions and then use current measures of these variables to predict future conditions.
Explanatory, or causal models
The three major types of explanatory models are as follows:
a) regression models
b) econometric models
c) leading indicators
a system of regression equations estimated from past time-series data and used to show the effect of various independent variables on various dependent variables.
econometric models
refers to time series that anticipate business cycle turns
leading indicators
are those that provide early warning signals of significant changes in established patterns and relationships so that the engineer manager can assess the likely impact and plan responses if required
Monitoring methods
refers to attracting qualified persons to apply for vacant positions in the company so that those who are best suited to serve the company may be selected
Recruitment
When management wants to fill up certain vacancies, the following sources may be tapped:
- The organization’s current employees.
- Newspaper advertising.
- Schools.
- Referrals from employees.
- Recruitment firms.
- Competitors.
These are good sources of applicants. Representatives of companies may interview applicants inside campuses. Which source of applicants is being described?
School
Current employees sometimes recommend relatives and friends who may be qualified.
Which source of applicants is being described?
Referrals from employees
Some companies are specifically formed to assist client firms in recruiting qualified persons. Examples of these companies are the SGV Consulting and John Clements Consultants, Inc. Which source of applicants is being described?
Recruitment Firms
These are useful sources of qualified but underutilized personnel. Which source of applicants is being described?
Competitors
Some of the organization’s current employees may be qualified to occupy positions higher than the ones they are occupying. They should be considered. Which source of applicants is being described?
The organization’s current employees
There are at least three major daily newspapers distributed throughout the Philippines. Readership is higher during Sundays. Which source of applicants is being described?
Newspaper advertising
______________ refers to the act of choosing from those that are available the individuals most likely to succeed on the job. A requisite for effective selection is the preparation of a list indicating that an adequate pool of candidates is available.
Selection
The purpose of __________ is to evaluate each candidate and to pick the most suited for the position available.
selection
Ways of Determining the Qualifications of a Job Candidate
- Application blanks.
- References.
- Interviews.
- Testing.
This provides information about a person’s characteristics such as age, marital status, address, educational background, experience, and special interests. After reading this, the evaluator will have some basis on whether or not to proceed further in evaluating the applicant.
Application blanks
These are those written by previous employers, co-workers, teachers, club. officers, etc. Their statements may provide some vital information on the character of the applicant.
References
Information may be gathered in a/an ________ by asking a series of relevant questions to the job candidate.
interview
This involves an evaluation of the future behavior or performance of an individual.
Testing
Tests may be classified as follows:
- Psychological tests
- Physical examination
an objective, standard measure of a sample behavior
Psychological Tests
Classifications of Psychological Tests
a) aptitude test
b) performance test
c) personality test
d) interest test
one used to measure a person’s capacity or potential ability to learn
Aptitude Test
one used to measure a person’s current knowledge of a subject
Performance Test
one used to measure personality traits as dominance, sociability, and conformity
Personality Test
one used to measure a person’s interest in various fields of work
Interest Test
This is a type of test given to assess the physical health of an applicant. It is given “to assure that the health of the applicant is adequate to meet the job requirements.
Physical Examination
In __________, the new employee is provided with the necessary information about the company. His duties, responsibilities, and benefits are relayed to him. Personnel and health forms are filled up, and passes are is- sued. The company history, its products and services, and the organization structure are explained to the new employee.
induction
In ___________, the new employee is introduced to the immediate working environment and co-workers. The following are discussed: location, rules, equipment, procedures, and training plans. Performance expectations are also discussed. The new employee also under- goes the “socialization process” by pairing him with an experienced employee and having a one-on-one discussion with the manager.
orientation
The following are discussed in orientation:
location, rules, equipment, procedures, and training plans
If the newly-hired (or newly-promoted) employee is assessed to be lacking the necessary skills required by the job, __________ becomes a necessity.
training
This refers to the learning that is provided in order to improve performance on the present job.
Training
Training programs consist of two general types, namely:
- training programs for nonmanagers
- training and educational programs for executives
This type of training is directed to nonmanagers for specific increases in skill and knowledge to perform a particular job.
Training Programs for Nonmanagers
Four Methods Under Training for Nonmanagers
- On-the-job training
- Vestibule school
- Apprenticeship program
- Special courses
This is where the trainer is placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer. This situation motivates strongly the trainee to learn.
On-the-job training
This is where the trainee is placed in a situation almost exactly the same as the workplace where machines, materials, and time constraints are present. As the trainer works full time, the trainee is assured of sufficient attention from him.
Vestibule School
This is where a combination of on-the-job training and experiences with classroom instruction in particular subjects are provided to trainees.
Apprenticeship Program
These are those taken which provide more emphasis on education rather than training. Examples are those which concern specific uses of computer like computer-aided design and building procedures.
Special Courses
The training needs of managers may be classified into four areas:
decision-making skills
interpersonal skills
job knowledge
organizational knowledge
The decision-making skills of the manager may be enhanced through any of the following methods of training:
- In-basket
- Management games
- Case studies
This is where the trainee is provided with a set of notes, messages, telephone calls, letters, and reports, all pertaining to a certain company situation. He is expected to handle the situation within a given period of 1 or 2 hours.
In-basket
This is is a training method where trainees are faced with a simulated situation and are required to make an ongoing series of decisions about that situation.
Management games
This method presents actual situations in organizations and enable one to examine successful and unsuccessful operations. It emphasizes “the manager’s world, improves communication skills, offers rewards of solving a mystery, possesses the quality of illustration, and establishes concrete reference points for connecting theory with practice.”
Case studies
The interpersonal competence of the manager may be developed through any of the following methods:
- Role-playing
- Behavior modeling
- Sensitivity training
- Transactional analysis
This is a method by which the trainees are assigned roles to play in a given case incident. They are provided with a script or a description of a given problem and of the key persons they are to play. The purpose of this method is to improve the skill of the trainees in human relations, supervision, and leadership.
Role-playing
This method attempts to influence the trainee by “showing model persons behaving effectively in a problem situation.” The trainee is expected to adapt the behavior of the model and use it effectively in some instances later on.
Behavior modeling
Under this method, awareness and sensitivity to behavioral patterns of oneself and others are developed.
Sensitivity training
This is a training method intended “to help individuals not only understand themselves and others but also improve their interpersonal communication skills.”
Transactional Analysis
In acquiring knowledge about the actual job the manager is currently holding, the following methods are useful:
- On-the-job experience
- Coaching
- Understudy
this method provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job.
On-the-job experience
This method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing directions, advice, and helpful criticism. The senior manager must be skilled himself and have the ability to educate, otherwise the method will be ineffective.
Coaching
Under this method, a manager works as assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself. Once in a while, the assistant is allowed to take over.
Understudy
In the attempt to increase the trainee’s knowledge of the total organization, exposure to information and events outside of his immediate job is made. In this regard, the following methods are useful:
- Position rotation
- Multiple management
Under this method, the manager is given assignments in a variety of departments. The purpose is to expose him to different functions of the organization.
Position rotation
This method is premised on the idea that junior executives must be provided with means to prepare them for higher management positions. To achieve this, a junior board of directors is created consisting of junior executives as members. The board is given the authority to discuss problems that the senior board could discuss. The members are encouraged to take a broad business outlook rather than concentrating on their specialized lines of work.
Multiple management
This is the measurement of employee performance.
Performance appraisal
The purposes for which performance appraisal is made are as follows:
- To influence, in a positive manner, employee performance and development;
- To determine merit pay increases;
- To plan for future performance goals;
- To determine training and development needs; and
- To assess the promotional potential of employees.
Ways of Appraising Performance
- Rating scale method
- Essay method
- Management by objectives method
- Assessment center method
- Checklist method
- Work standards method
- Ranking method
- Critical-incident method
This is where each trait or characteristic to be rated is represented by a line or scale on which the rater indicates the degree to which the individual possesses the trait or characteristic.
Rating scale method
This is where the evaluator composes statements that best describe the person evaluated.
Essay method
This is where specific goals are set collaboratively for the organization as a whole, for various subunits, and for each individual member. Individuals are, then, evaluated on the basis of how well they have achieved the results specified by the goals.
Management by objectives method
This is where one is evaluated by persons other than the immediate superior. This method is used for evaluating managers.
Assessment center method
This is where the evaluator checks statements on a list that are deemed to characterize an employee’s behavior or performance.
Checklist method
This is where standards are set for the realistic worker output and later on used in evaluating the performance of non- managerial employees.
Work standards method
This is where each evaluator arranges employees in rank order from the best to the poorest.
Ranking method
This is where the evaluator recalls and writes down specific (but critical) incidents that indicate the employee’s performance. A critical incident occurs when employee’s behavior results in an unusual success or failure on some parts of the job.
Critical-incident method
After evaluating the performance of employees (managerial or otherwise), the management will now be ready to make ___________________.
employment decisions
Employment decisions may consist of the following:
- Monetary rewards
- Promotion
- Transfer
- Demotion
These are given to employees whose performance is at par or above standard requirements.
Monetary rewards
This refers to a movement by a person into a position of higher pay and greater responsibilities and which is given as a reward for competence and ambition.
Promotion
This is the movement of a person to a different job at the same or similar level of responsibility in the organization. These are made to provide growth opportunities for the persons involved or to get rid of a poor performing employee.
Transfer
This is a movement from one position to another which has less pay or responsibility attached to it. This is used as a form of punishment or as a temporary measure to keep an employee until he is offered a higher position.
Demotion
This is either a voluntary or involuntary termination of an employee. When made voluntarily, the organization’s management must find out the real reason. If the presence of a defect in the organization is determined, corrective action is necessary.
Separation
This is the last option that the management exercises when an employee’s performance is poor or when he/she committed an act violating the company rules and regulations. This is usually made after training efforts fail to produce positive results.
Involuntary separation (or termination)
