Module 5: STAFFING Flashcards
1
Q
After setting up the organizational structure that has been decided to best serve the interest of certain firm, the next move that has to be made is to _________________________________.
A
fill up the identified positions with the most qualified persons available
2
Q
These are very sensitive to whatever staffing errors are made
A
Engineering organizations
3
Q
This may bring untold damage to the firm. Yet, this refers to a single error only.
A
Placing the wrong person
in a highly specialized position like quality control
4
Q
An example of the ill- effects of staffing errors was provided by the TV program _______________.
A
Brigada Siete
5
Q
What was highlighted in the TV program Brigada Siete?
A
The disaster
that happened in the Firm Center at the Cultural Center Complex in Manila
6
Q
When did the whole sixth floor of the firm Center collapsed while undergoing construction.
A
November 1981
7
Q
This type of tragedy underscores the importance of _________________ in any organization, engineering or otherwise.
A
STAFFING
8
Q
It places the engineering organization on a competitive stance.
A
Effective staffing
9
Q
The ___________ _____________ must be concerned with putting the right persons in various positions within his area
of concern.
A
Engineer manager
10
Q
some of the important aspects of staffing may be delegated to the _________________________.
A
human resource office
11
Q
the _____________________ assumes a great responsibility in assuring that the right persons are assigned to positions that fit
their qualifications.
A
engineer manager
12
Q
may be defined as “the management function that determines human resource needs, recruits,
selects, trains, and develops human resources for jobs created by an organizations
A
Staffing
13
Q
It is undertaken to match people with jobs so that the realization of the organization’s objectives will
be facilitated.
A
Staffing
14
Q
8 Staffing Process/Procedures (HRS ITPES)
A
- Human resource planning
- Recruitment
- Selection
- Induction and orientation
- Training and development
- Performance appraisal
- Employment decisions (monetary rewards, transfer, promotions and demotions) and
- Separations
15
Q
The planned output of any organization will require a _________________________________________________ at various
levels.
A
systematic deployment of human resources
16
Q
The planned output of any organization will require a systematic deployment of human resources at various levels will be done in conjunction with the efforts of the _______________________.
A
human resource officer
17
Q
3 Activities in Human Resource Planning
A
- Forecasting
- Evaluation and Control
- Programming
18
Q
which is an assessment of future human resource needs in relation to the current capabilities of the
organization
A
Forecasting
19
Q
which means translating the forecasted human resource needs to personnel objectives and
goals
A
Programming
20
Q
which refers to monitoring human resource action plans and evaluating their success
A
Evaluation and Control
21
Q
3 Methods of Forecasting
A
- Time series method
- Explanatory or causal models
- Monitoring methods
22
Q
Method of Forecasting which use historical data to develop forecast of the future.
A
Time series method
23
Q
Method of Forecasting 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.
A
Explanatory or causal models
24
Q
The 3 major types of explanatory models are as follows:
A
- Regression models
- Econometric models
- Leading indicators
25
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
26
refers to time series that anticipate business cycle turns
Leading indicators
27
are those that provide early warning signals of significant changes in established patters
and relationships so that the engineer manager can assess the likely impact and plan responses if required.
Monitoring methods
28
The next logical step when the different positions have been identified to be necessary and the decision to fill them up has been
made.
RECRUITMENT
29
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
30
6 Sources of Applicants
- The organizations’ current employees.
- Newspaper advertising.
- Schools
- Referrals from employee
- Recruitment firms.
- Competitors
31
Some of the organization current employees may be qualified to occupy positions higher than the ones they
occupying. They should be considered.
The organizations’ current employees
32
There are at least three major daily newspapers distributed throughout the Philippines
Newspaper advertising
33
Readership is higher
during ___________.
Sunday
34
These are good sources of applicants. Representatives of companies may interview applicants inside
campuses.
Schools
35
Current employees sometimes recommend relatives and friends who may be qualified.
Referrals from employee.
36
Some companies are specifically formed to assist client firms in recruiting qualified persons.
Recruitment firms.
37
These are useful sources of qualified but underutilized personnel.
Competitors.
38
For entry level personnel, the engineer manager will likely rely on _______________, ________, and ____________.
newspaper advertising, school, and
referrals.
39
When recruiting managers, the reliable source are __________, _________________, and __________.
current employees, recruitment firms, and competitors.
40
refers to the act of choosing from those that are available the individuals most likely to succeed on the job.
Selection
41
A requisite for effective selection is _____________________________________________________.
preparation of list indicating that the adequate pool of candidates is available.
42
The purpose of selection is to _______________________________________________________.
evaluate each candidate and to pick the most suited for the position available
43
4 Ways of Determining the Qualifications of a Job Candidate
- Application blanks
- References
- Interviews
- Testing
44
this provides information about a person’s characteristics such as age, marital status,
address, educational background, experience, and special interests.
Application blanks
45
After reading the _________________________, the evaluator will have some basis on whether or not to proceed further in evaluating the applicant.
Application blanks
46
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
47
Information may be gathered in an interview by asking a series of relevant questions to the job candidate.
Interviews
48
This involves an evaluation of the future behavior or performance of an individual.
Testing
49
2 Types of Tests
1. PSYCHOLOGICAL TEST
2. PHYSICAL EXAMINATION
50
This is “an objective, standard, measure of a sample behavior.
PSYCHOLOGICAL TEST
51
one used to measure a person’s capacity or potential ability to learn
Aptitude test
52
one used to measure a person’s current knowledge of a subject.
Performance test
53
one used to measure personality traits as dominance, sociability, and conformity.
Personality test
54
one used to measure a person’s interest in various fields of work.
Interest test
55
a type of test given to assess the physical health of the applicant. It is given “to
assure that the health of the applicant is adequate to meet the job requirements.”
PHYSICAL EXAMINATION
56
the next steps undertaken After an applicant is finally selected from among the various ones and then subsequently hired
induction and orientation.
57
the new employee is provided with the necessary information about the company
induction
58
n, 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 issued.
induction
59
The company history, its products and services, and the organization structure are explained to the new employee.
induction
60
the new employee is introduced to the immediate working environment and co-workers.
orientation
61
The following are discussed: location, rules, equipment, procedures, and training plans. Performance expectations are
also discussed.
orientation
62
the new employee also undergoes the “socialization process” by pairing him with an experienced
employee and having a one on one discussion with manager.
orientation
63
refers to the “learning that is provided in order to improve performance on the present job.”
Training
64
Training programs consist of two general types, namely
1. Training programs for nonmanagers, and
2. Training and educational programs executives.
65
4 Training Program for Nonmanagers
- On the job training
- Vestibule school
- Apprenticeship program
- Special courses
66
where the trainee 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
67
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
68
where a combination of on the job training and experiences with classroom instruction
in particular subjects are provided to trainees.
Apprenticeship program
69
are those taken which provide more emphasis on education rather than training. Examples are
those which concerns specific uses of computer like computer-aided design and building procedures.
Special courses
70
The training needs of managers may be classified into four areas:
- decision-making skills
- interpersonal skills and competence
- job knowledge
- organizational knowledge.
71
The Decision-Making Skills of the manager may be enhanced through any of the following methods of
training:
1. In-basket
2. Management Games
3. Case Studies
72
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
73
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
74
this method present actual situations in organizations and enable on 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
75
The Interpersonal Skills and Competence of the manager may be developed through any of the following methods:
1. Role-playing
2. Behavior Modeling
3. Sensitivity Training
4. Transaction Analysis
76
- is a method by which the trainees are assigned roles to play in a given case accident. 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
77
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
78
under this method, awareness and sensitivity to behavioral patterns of oneself and others
are developed
Sensitivity Training
79
is a training method intended “to help individuals not only understand themselves and
other s but also improve their interpersonal communication skills.”
Transaction Analysis
80
In acquiring Job Knowledge the manager is currently holding, the following methods are useful:
1. On-the-job Experience
2. Coaching
3. Understudy
81
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
82
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
83
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
84
In the attempt to increase the Trainee’s Organizational Knowledge, exposure to information and events
outside of his immediate job is made. In this regard, the following methods are useful:
1. Position Rotation
2. Multiple Management
85
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
86
this method is premised on the idea that the junior executive 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 executive 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
87
is the measurement of employee performance
Performance appraisal
88
8 Ways of Appraising Performance
1. Rating scale method
2. Essay method
3. Management by objectives method
4. Assessment center method
5. Checklist Method
6. Work standards method
7. Ranking Method
8. Critical-incident method
89
where each trait or characteristic is represented by a line of scale on the rater indicates the
degree to which the individual possesses the trait or characteristic.
Rating scale method
90
where the evaluator composes statements that best describes the person evaluated
Essay method
91
where specific goals are set collaboratively for the organization as a whole, for various sub units, and for each individual member. Individuals are, then, evaluated on the basic of how well they have achieved the results specified by the goals.
Management by objectives method
92
where one is evaluated by persons other than the immediate superior. This method is used for evaluating managers.
Assessment center method
93
where the evaluator checks statement on a list that are deemed to characterize an employee’s
behavior or performance.
Checklist Method
94
where standards are set for the realistic worker output and later on used in evaluating
the performance of non-managerial employees.
Work standards method
95
where each evaluator arranges employees in rank order from the best to the poorest.
Ranking Method
96
where the evaluator recalls and writes down specific (but critical) incidents that indicate the employee’s performance.
Critical-incident method
97
4 EMPLOYMENT DECISIONS
1. Monetary rewards
2. Promotion
3. Transfer
4. Demotion
98
these are given to employees whose performance is at par or above standard requirements
Monetary rewards
99
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
100
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
101
a movement from one position to another which has less pay or responsibility attached to it. This is used as a form of punishment o as a temporary measure to keep an employee until he is offered a higher position
Demotion
102
is either a voluntary or involuntary termination of a company.
Separation
103
When made ___________, 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.
VOLUNTARILY separation
104
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
105
A occurs when employee’s behavior results in an unusual success or failure on some parts of job.
critical incident
