Chapter 5: Staffing the Engineering Organization Flashcards
the management function that determines human resources needs, recruits, selects, trains, and develops human resources for jobs created by an organization
Staffing
is undertaken to match people with jobs so that the realization of the organization’s objectives will be facilitated
Staffing
Staffing Procedure
- human resource planning
- recruitment
- selection
- induction and orientation
- training and development
- performance appraisal
- employment decisions
- separations
Human resource planning may involve three activities:
Forecasting
Programming
Evaluation and Control
is 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
Methods of Forecasting
Time Series Method
Explanatory or Causal Models
Monitoring Methods
use historical data to develop forecasts of the future
Time series methods
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
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
Three Major Types of explanatory models
Regression Models
Econometric Models
Leading Indicators
a system of regression equations estimated from past time-series data
Econometric Models
refers to time series that anticipate business cycle returns
Leading Indicators
refers to attracting qualified persons to apply for vacant positions in the company
Recruitment
Source of Applicants
Current Employees
Newspaper Advertising
Schools
Referrals from Employees
Recruitment Firms
Competitors
refers to the act of choosing from those that are available the individuals most likely to succeed on the job.
Selection
Ways of determining the qualifications of a job candidate
Application Blanks
References
Interview
Testing
provides information about a person’s characteristics such as age, marital status, address…
Application Blanks
are those written by previous employers, co-workers, teachers
References
gathering of information by asking a series of relevant questions to the job candidate
Interview
involves evaluation of the future behavior or performance of an individual
Testing
Types of Tests
Psychological Test
Physical Examination
an objective standard measure of a sample behavior
Psychological Tests
type of test given to access the physical health of an applicant
Physical Examination
Classification of Psychological Tests
Aptitude Test
Performance Test
Personality Test
Interest Test
one used to measure a person’s capacity or potential ability to learn
Aptitude test
used to measure a person’s current knowledge of a subject
Performance Test
used to measure personality traits
Personality Test
used to measure a person’s interest in various fields of work
Interest Test
the new employee is provided with the necessary information about the company
Induction
the new employee is introduced to the immediate working environment and co-workers
Orientation
learning that is provided in order to improve performance on the present job
Training
General Types of Training
training programs for nonmanagers
training and educational programs for executives
is directed to nonmanagers for specific increase in skill and knowledge to perform a particular job
Training Program for Nonmanagers
Methods under Training program for nonmanagers
On-the-job training
Vestibule School
Apprenticeship Program
Special Courses
the trainer is placed in an actual work situation under the direction of his immediate supervisor
On-the-job training
the trainee is placed in a situation almost exactly the same as the workplace
Vestibule School
where a combination of on-the-job training and experiences with classroom instruction in particular subjects
Apprenticeship Program
are those taken which provide more emphasis on education rather than training
Special Courses
classification of training needs of managers
decision-making skills
interpersonal skills
job knowledge
organizational knowledge
methods of training for decision-making skills of the manager
In-basket
Management games
Case Studies
methods of training for interpersonal competence of the manager
Role-Playing
Behavior Modeling
Sensitivity Training
Transactional Analysis
methods of training for job knowledge of the manager
On-the-job experience
Coaching
Understudy
methods of training for organizational knowledge of the manager
Position Rotation
Multiple Management
trainee is provided with a set of notes, messages, all pertaining to a certain company situation
In-Basket
trainees are faced with a simulated situation and are required to make an ongoing series of decisions about that situation
Management Games
presents actual situation in organizations and enable one to examine successful and unsuccessful operations
Case Studies
trainees are assigned roles to play in a given case incident
Role Playing
influence the trainee by showing model persons behaving effectively in problem situation
Behavior Modeling
awareness and sensitivity to behavioral patterns of oneself and others are developed
Sensitivity Training
to help individuals not only understand themselves and others but to also improve their interpersonal communication skills
Transactional Analysis
provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of the job
On-the-job experience
requires a senior manager to assist a lower-level manager
Coaching
a manager works as assistant to higher level manager and participates in planning and other managerial functions
Understudy
the manager is given assignments in a variety of departments
Position Rotation
the method is premised on the idea that junior executives must be provided with means to prepare them for higher management positions
Multiple Management
is the measurement of employee performance
Performance Appraisal
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
each trait or characteristic to be rated is represented by a line or scale
Rating Scale Method
evaluator composes statements that best describe the person evaluated
Essay Method
specific goals are set collaboratively for the organization as a whole
Management by objectives method
evaluated by persons other than the immediate superior
Assessment center method
the evaluator checks statements on a list that are deemed to characterize an employee’s behavior or performance
Checklist method
standards are set for the realistic worker output and later on used in evaluating the performance of nonmanagerial employees
Work Standards Method
evaluator arranges employees in rank order from the best to the poorest
Ranking Method
the evaluator recalls and writes down specific incidents that indicate the employee’s performance
Critical-incident method
employment decision is consisted of…
Monetary Rewards
Promotion
Transfer
Demotion
are given to employees whose performance is a par or above standard requirements
Monetary Rewards
refers to movement by a person into a position of higher position
Promotion
movement of a person to a different job at the same or similar level of responsibility
Transfer
movement from one position to another which has less pay or responsibility attached to it
Demotion
Is used as a form of punishment or as a temporary measure to keep an employee until he is offered a higher position
Demotion
is either a voluntary or involuntary termination of an employee
Separation
is the last option that the management exercises when an employee’s performance is poor
Involuntary Separation
