Download - 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