17018_HRM and Selection

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n International Perspective

8thEdition

Weihrich and Koontz

2010


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After studying this chapter, you should be able to:1. Define the managerial function of staffing

2. Describe the systems approach to human resource management

3. Explain the management inventory and the factors in the external

and internal environment affecting staffing

4. Explain the policy of open competition and ways to make staffing

more effective

5. Summarize important aspects of the systems approach to

manager selection

6. Analyze position requirements, important characteristics of job

design, and personal characteristics needed in managers

7. Describe the process of matching manager qualifications with

position requirements

8. Discuss the orientation and socialization process for new

employees

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Chapter Objectives


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DEFINITION OF STAFFING

Staffing is filling, and keeping filled,

positions in the organization structure.

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THE SYSTEMS APPROACH TO HRM:AN OVERVIEW OF THE STAFFING FUNCTION

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Factors Affecting the Number andKinds of Managers Required

The number of managers needed in anenterprise depends not only on its sizebut also on the complexity of theorganization structure.

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Manager Inventory Chart

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Determination of AvailableManagerial Resources:The Management Inventory

Keeping abreast of the managementpotential within a firm can be done bythe use of a management inventorychart.

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Analysis of the Need for Managers

External and Internal Information

Sources.

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SITUATIONAL FACTORS

AFFECTING STAFFING

External factors include the level of

education, the prevailing attitudes insociety (such as the attitude towardwork), the many laws and regulationsthat directly affect staffing, the

economic conditions, and the supply ofand demand for managers outside theenterprise .

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Internal factors that affect staffing

include, for example, organizationalgoals, tasks, technology,organization structure, the kinds ofpeople employed by the enterprise,

the demand for and the supply ofmanagers within the enterprise, thereward system, and various kinds ofpolicies.

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SITUATIONAL FACTORS

AFFECTING STAFFING-contd


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Definition of ManagerialSelection

Selection is the process of choosingfrom among candidates, from withinthe organization or from the outside,the most suitable person for the

current position or for future positions.

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SYSTEMS APPROACH TO SELECTION

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POSITION REQUIREMENTS

AND JOB DESIGN Selecting a manager effectively requires a clear

understanding of the nature and purpose of theposition that is to be filled

An objective analysis of position requirements mustbe made, and, the job must be designed to meetorganizational and individual needs

Positions must be evaluated and compared so that

the incumbents can be treated equitably

Among other factors to consider are the skillsrequired--technical, human, conceptual, and design--since these vary with the level in theorganizational hierarchy and the personal

characteristics needed by managers (See Chapter 1)

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Job Design

People spend a great deal of time on

the job, and it is therefore importantto design jobs so that individuals feelgood about their work.

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SKILLS AND PERSONAL

CHARACTERISTICS NEEDED INMANAGERS

Analytical and Problem-Solving Abilities

Personal Characteristics Needed

by Managers:

Desire to Manage

Communication Skills and Empathy

Integrity and Honesty

Past Performance as a manager

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Intragroup and Intergroup

Communication

Intragroup communication, that is,

communication with people in thesame organizational unit

Intergroup communication is

communication not only with otherdepartments but also with groupsoutside the enterprise

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MATCHING QUALIFICATIONS

WITH POSITION

After the positions are identified,managers are obtained thorough

recruitment, selection, placement, andpromotion.

Two sources of managerial personnel:

1. promotion or transfer of peoplefrom within the enterprise

2. hiring from the outside

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Recruitment of Managers

Recruiting involves attracting

candidates to fill the positions in theorganization structure. Beforerecruiting the position requirementsmust be clearly identified to facilitaterecruitment from the outside.

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Selection, Placement, and

Promotion

In the selection approach, applicants aresought to fill a position with rather

specific requirements

In the placement approach, thestrengths and weaknesses of theindividual are evaluated, and a suitable

position is found or even designed

Promotion is a change within theorganization to a higher position thathas greater responsibilities and requires

more advanced skills

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The Peter Principle

Managers tend to be promoted to thelevel of their incompetence

Specifically, if a manager succeeds ina position, this very success may lead

to promotion to a higher position,often one requiring skills that theperson does not possess

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SELECTION PROCESS,TECHNIQUES, AND INSTRUMENTS

The Selection Process Interviews

Tests

Assessment Centers

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Validity and Reliability

Validity is the degree to which the

data predict the candidate'ssuccess as a manager

Reliability refers to the accuracy

and consistency of themeasurement

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Commonly Used Tests

Intelligence tests

Proficiency and aptitude tests

Vocational tests

Personality tests

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What is an AssessmentCenter?

The assessment center is a techniquefor selecting and promoting managers.

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Orientation of NewEmployees

Orientation involves the introductionof new employees to the enterprise,its functions, tasks, and people.

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Organizational socialization is

defined in several different ways

A global view includes three aspects:

Acquisition of work skills and abilities

Adoption of appropriate role

behaviors

Adjustment to the norms and values

of the work group

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17018_HRM and Selection

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