Staffing Function Lecture note

CHAPTER 5
STAFFING FUNCTION

5.1. An Overview of staffing

Meaning of staffing
The managerial function of staffing is defined as filling and keeping filled positions continuously in
the organizational structure through identifying work-force requirement, inventorying the people
available recruiting, selecting, placing, promotion, appraising, etc. Some of the definitions of
staffing are: -

 Staffing is the proper and effective planning of manpower requirement and development of
personnel to perform the duties and responsibilities specified by the organization.
 Staffing function is concerned with the placement, growth, and development of all those members
of the organization whose function is to get things done through the efforts of other individual.
 Staffing is the whole personnel function of bringing in and training the staff and maintaining
favorable conditions of the work.
 Staffing is the activity of placing the right type of individual from the right source at the right
position on the organizational structure in order to achieve pre-determined objectives.

5.2. The process of Staffing

The staffing process involves the following steps:

1. Human resource planning/Man power planning/
2. Recruitment
3. Selection
4. Orientation and induction
5. Training and development
6. Performance Appraisal
7. Separation

5.2.1. Human Resource Planning

Human resource planning or man power planning is the process by which managers ensure that they
have the right number and kind of people in the right places and at the right time, which are capable of
effectively and efficiently completing those tasks.
It is the process of determining the need of the provision of adequate human resources to the job in the
organization. It is designed to ensure that the personnel need of the organization will be constantly and
appropriately met.
Human resource may be defined as attempt to forecast how many and what kind of employees will
be required in the future and to what extent this demand is likely to be meet.

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Human resource planning helps to initiate various organizational programs depending up on the
demand and supply of human resource in the organization. Human resource planning is accomplished
through the analysis of:

- Internal factors such as current and expected skill needs, vacancies and departmental expansion
and reductions
- External environmental factors such as the labor market, the government regulation, the labor
union etc.
As a result of this analysis, plan will be developed for executing the other steps in the staffing process.
This helps an organization to determine the need of employees for short term or for long term. The
basic human resource planning steps are:
Step 1. Current assessment /Human resource inventory/
Managers begin Human Resource Planning by reviewing the organization's current human resource
status. Generating human resource inventory typically does this review. Human resource inventory
provides information about the organization's present personnel. After the inventory is completed,
management will know who occupies each position as well as his/her qualifications, length of service
and responsibilities. Because of the availability of sophisticated computer information systems, it is
not difficult for most organization to prepare the inventory report. Therefore, the inventory lets the
managers to assess what talents and skills are currently available.

Step 2. Future human resource needs assessment (human resource forecasting)

The organization's objectives and strategies determine future human resource planning. Demand for
human resources (i.e. employees) is a result of demand for the organization products or service.
Manpower planning also estimates the future personnel requirements. The forecasting depends on the
nature of the organization, its growth, products it produce etc. human resources forecast, thus, is a
determination of the demand for employees for a given future time period. The forecast also requires,
of course, the preparation of an estimate of supply of people who will be available for the selected
future period.
Step 3. Developing future program/ comparison of forecast and inventory/
After they have assessed both current capabilities and future needs, managers are able to estimate
shortages-both in number and in type and to highlight areas in which the organization are overstaffed
so that they can be transferred to the required departments. A program can then be developed to match
these estimates with forecasts of future labor supply. So human resource planning not only provides
information to guide current staffing needs but also provides projections of future human resource
needs and availability.

Job analysis is the other part of human resource planning. Job analysis is the process of collecting,
analyzing and recording information about jobs. The primary purpose of job analysis is to determine
the duties and responsibilities of the job and what qualifications an individual should possess to
perform the job effectively.
Whereas the human resource inventory is concerned with telling management what individual
employees can do, job analysis is more fundamental in defining the nature of a specific job. Job
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analysis seeks to determine the kind of person needed to fill each job and provides information for
preparing job description and job specifications. Job analysis also the process of determining tasks,
which comprise the job and of the skills, knowledge, abilities and responsibilities required of the
holder for successful job performance. Therefore, the outcomes of job analysis are job description and
job/person specification.
Job description is a written statement of what a jobholder does, how it's done and why it is done. It
typically describes job content, environment and conditions of employment. It focuses on the job. It is
a written document of the duties and responsibilities of a job. It explains what the job is and what the
duties, responsibilities and general working conditions are. In substance, it tells people what is
expected of them in the performance of their duties. For example a position description for a
marketing job might read thus: marketing manager: Duties include hiring, training and supervising
sales staff- responsibilities for the overall performance of the department and repot to zonal manager.

Job specification focuses on the person. It states the minimum acceptable qualifications that a
jobholder must possess to perform a given task effectively and efficiently. Job specification identifies
the knowledge, skills and abilities needed to do the job effectively. These factors might involve such
factors as education qualification and training's, experience, physical and mental requirements. To take
an example a job description for a marketing manager might read: the position requires MBA
(specialization in marketing), eight years experience in sales and minimum of three years supervisory
experience; energetic, achievement motivated, dynamic individual with well developed interpersonal
skills.
Therefore, the job description can be used to describe the job to potential candidates. The job
specification keeps the manager's attention on the qualification necessary for a person to be able to
perform this job and assists in determining whether candidates are qualified. The following figure
summarizes the information discussed on the above paragraph

Job Analysis

Determination of pertinent
information relating to the nature of
the job

Job Description Job Specification

A written description of a A written statement of the

job and its requirements necessary qualifications of the
 Job title and location job
 Organizational  Education
relationships  Experience
 Relation to other jobs  Training
 Machines, materials  Mental abilities
and tools  Decision making
 Working conditions  Judgment

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5.2.2. Recruitment
Once managers know their current human resources status (whether they are understaffed or
overstaffed), they can begin to do something about it. If one or more vacancies exist they can use the
information gathered through job analysis to guide them in recruitment- that is the process of locating,
identifying and attracting capable applicants.
Recruitment is the process of reaching out and attempting to attract potential candidates who are
capable of and interested in filling available positions of an organization. It is also making potential
candidates interested in particular job positions so as to apply for it. It is a positive process of
searching for prospective employees and stimulating them for the job. It is concerned with developing
a pool of job candidates, in line with the human resource plan. It is an intermediary activity between
manpower planning on the one hand and selection of employees on the other hand. There are basically
two recruitment sources (external and internal):
A. The internal source
These sources include the employees already on the payroll. I.e. present work force. Whenever any
new vacancy arises, people from within the organization will be upgraded, promoted, transferred or
demoted. The process of filling job openings by selecting from among the pool of present work force.
The internal recruitment can have different form like:
a) Review of personnel records: it can be done by collecting and monitoring different
information about the available skills and personnel from different documents with in the
organization.
b) Job posting and bidding system: under this system the organization notifies its present
employees about openings using bulletin boards, company publications etc. This is more an
open approach where every one gets the same right to apply for a job and bid for the same.
c) Inside moonlighting: this methodology is usually applied when the labor shortage is of short
term nature and great amount of additional labor is not necessary, then organizations employs
inside moonlighting. It is a technique where an organization pays bonuses of various types to
people not on a time payroll. Overtime procedures are, in many organizations developed for
those on time payroll. The internal source has the following merits:
- Motivational and job satisfaction advantage which is provision of continuity of employment
- Creation of sense of security, enhancing morale and motivation, because they are sure that they
would be preferred over the outside competitors,
- Less expensive, individuals are also already acclaimed to the organization and may therefore
need less initial training and orientation
- It is easy to apply, because the employer can easily can evaluate the employees performance
who are currently working
- It is also advantageous in securing adequate information about candidate. Etc.
The main disadvantages of internal recruitment are:
- It limits the pool of talent available to the organization.
- It is not a healthy sign for the organization in the long run as it discourages new blood from
entering the organization. The organization may be deprived and bereft of the young talent and
experienced employees from outside firms.
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- The skills of internal employees may become obsolete and the organization may have to resort
to outside sources.
- One of the disadvantage of internal recruitment has been the widely publicized Peter principle
i.e. successful people are promoted until they finally reach a level in which they are unable to
perform adequately.
B. External/outside/recruitment
When an organization has exhausted internal sources or when it finds internal sources to be
unsuitable, external sources are used. Usually this method will be applied when a particular positions
requires a worker whose qualification is not possessed by the existing work force or when some vacant
positions require filling with new employees. The major alternative sources are
a) Employee's referrals/word of mouth/: some organizations involve their employees in the
recruitment process. These organizations may maintain an informal system of recruitment where
word of mouth will do when compared to a formal, structured system of specific guidelines to be
followed. Incentive and bonuses are sometimes given to employees referring persons. One major
drawback of this method is that cliques may develop within the organization because employees
have a tendency to refer only close friends and relatives.
b) Advertising: companies normally advertise and select the 'cream of the crop'. One of the most
widely used methods of recruitment is the help-wanted advertisement. Advertisements are
commonly placed in daily newspapers, employment newsmagazines, trade and professional
publications. People in large numbers respond to the advertisement and sometimes even
unqualified and unsuitable people also apply. Even tough it is popular it is time consuming and
heavy expenditure especially to small size organization.
c) Educational institutions: it is also known as campus recruitment. This method represents
recruiting on college and university. These days more and more organizations are relying on this
method. Organizations send the employment circulars to various professional educational
institutions to display them on the notice board so that potential candidates/students come to know
about the vacancies.

d) Employment exchanges/private/public employment agencies. Employment exchanges maintain a

detailed record of job seekers and refer the candidate with appropriate qualifications to the
required employers.
e) Unsolicited application
f) Employment agencies
Decruitment:
The other approach to controlling labor supply is the process of decruitment. It is commonly applied
when human resource planning indicates a surplus of employee's management may want to reduce the
organizations labor force. This activity is called decruitment. If the management estimates surplus, its
solutions might include attrition, early retirement, demotion, layoffs and terminations etc. surplus
employee decisions are some of the most difficult challenging decision managers will undertake. But
firing is not the only means of decruitment, and other choices may be more beneficial to the
organization or employees or to both. The common systems of decruitment are

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OPTION DESCRIPTION
Firing Permanent involuntary termination
Layoffs Temporary involuntary termination may last only for a few
days or years.
Attrition By not filling opening created by voluntary resignations or
normal retirements.
Transfer Moving employees either laterally or downward, usually
does not reduce costs but can reduce intra organizational
supply demand imbalances.
Reduced workweeks Having employees work fewer hours per week or perform
their jobs on part-time basis.
Early retirements Providing incentives to older and more senior employees
for retiring before their normal retirement date.
Job sharing Having employee's share one fulltime position.

5.2.3. Selection
Selection is the process of deciding which candidate, out of the pool of applicants developed in
recruitment has the abilities, skills and characteristics most closely matching job demands. The
decision comes after the candidates go through a series of steps that compose the selection process.
The role of recruiting is to locate job candidates; the role of selection is to evaluate each candidate and
to pick the best one for the position available. For selection to be effective there must be adequate pool
of applicants.
Selection is a crucial process in management. It is the management's responsibility of no minor
magnitude. Selection is very important because any errors in selection may prove to be costly to the
organization. That is the reason why selection has long been occupying the high rank in the priority
problem areas in management. Selection requires constant attention, interest and concern of
managers. Actually there are no sure-shot techniques or gimmicks/device with which managers select
employees. Managers who are confident of their ability to pick winners through short cuts such as
paper-pencil ability to pick winners through short-cuts such as paper-pencil tests, handwriting, brief
personal interviews etc. are very rare. Selection in big enterprises is a time-consuming process. The
significance of selection stems from the following points:
1. Selection involves certain behavioral specifications of the enterprise.
2. A good selection always goes a long way in providing sustained contributions. It goes without
saying that investment in good people produces a high rate of return.
3. Managers today find themselves in the complex web of rules, regulation and procedures.
4. High level of employment and added economic security has made labor market something like
'seller markets'. Potential employees can be more selective about their choices of employment
and placements.
5. Managers are aware of the complexities of selection and of the inherent weaknesses and
limitations of various selection techniques. Therefore, they exercise caution.
6. Raw candidates are not expected to meet the current challenging assignments.
7. The caliber of the work force of an organization determines its strengths and its performance.
The purpose of the selection process is to choose from those available the individual most likely to
perform successfully in a job. The earlier discussed job analysis, human resource planning, and
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recruitment is the essential prerequisites to the selection process. It should be noted that a breakdown
in any of these processes could render even the best selection system ineffective.

The process of selection

As has been pointed out, selection is a process of weeding out unsuitable candidate and finally arriving
at the most suitable candidate. Thus, while recruitment is considered as a positive process (or
attracting job applicants), selection is a negative process (or rejecting or filtering the applicants). The
main function of the personnel department is to see how personnel are recruited and selected.
Selection is an important process because employees may remain with the firm for a long period of
time. Organizations spend large amounts in the selection process. There is full justification for such
expenditure. The costs of recruitment and training are considered as investment in 'personnel', the
return for which will be in the form of contribution made by them toward the output. Selection, thus,
involves drawing a cost-benefit analysis.
Selection procedure is like a sequence of hurdles. Actually, selection is a negative process. It is
negative because more will be turned away than hired. Successful candidate leaps over the hurdles
and arrives at the finish line, whereas the unsuccessful candidates do not. Selection is, thus, carried on
by this successive hurdle technique also. The multiple correlation technique, which is less commonly
used, is based on the assumption that the high score on the other can counterbalance a deficiency in
one factor. But generally accepted and universally adopted selection process includes the following
sequence of cardinal steps:

1. The Screening /preliminary Interview

A brief screening interview is conducted in the early selection process by a big organization. This is
of short duration and may last for about fifteen to twenty minutes. The employment specialist
generally asks 'knock out' questions and answering these questions in a particular fashion disqualifies
the applicant immediately. For example, 'are you prepared to work overtime?' is a vital question if
the job under consideration involves unexpected in the demand for product. If the applicant gets
success in the screening interview, he will be given a bland application form to fill it up.
2. Application Blank
Another indispensable part of the selection is the job application form. The application blank is
essentially a personal history questionnaire. A full-fledged application form furnishes information
about the candidate's schooling, qualification, experience, special abilities, attitudes, tastes and
preferences, etc. The prescribed application form, in addition to providing biographical information,
also provides some information related to success on the job. How a person completes the form also
might give some clues about the person's organizational ability and intelligence.
For instance, a blank completed in a disorganized fashion (i.e. rough writing, many crosscuts,
excessive writing in margins, careless handwriting, etc.) might suggest sloppy work habits of the
candidate. Though it is not always true, a carefully designed and skillfully interpreted application
form is a potent source of information about an individual's attitudes, his basic motivation drives, his
emotional adjustment, his relation with other people and his overall ability to function satisfactorily on
the job.
3. Psychological Tests

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Though the psychological tests are not the sole method of selection, they are most frequently
employed in almost all organization. A psychological test is a systematic procedure for sampling
human behavior. It is designed to measure mental alertness, achievement, special aptitude, and
physical dexterity, etc., of the candidates. The psychological tests are valuable in placing the available
candidates in the most suitable jobs. These tests take into account such factors as verbal
comprehension, numerical comprehension, perceptual speed, visualization, inductive reasoning, word
fluency, and syntactic evaluation. Syntactic evaluation implies the ability to apply principles to arrive
at a unique solution. Some example items from mental ability test are presented hereunder:
Read the three statements given in the bracket and sate, which one is heaviest? (A is lighter than D, B
is heavier than D, A is heavier than c)
You will have two minutes to complete the following assignment. Write down as many words as you
can think of beginning with the letter D.
4. Evaluation Interview
An evaluation is perhaps the most important part in the selection process. It attempts to make a careful
assessment of the candidate's qualifications for the particular task (job). The interview time may range
differently according to the nature of the interview. The purpose of interview is to have a good
overview of the candidate's strengths and weaknesses for the position. Selection interviews are
normally conducted in the privacy of an office or a conference room so that the room is quiet and free
from interruptions. To relax the candidate and establish rapport, it is justifiable to spend some time (at
least three to five minutes) in warm-up conversation on the part of the interviewer.
An effective interviewer provides the interviewee the reinforcement and encouragement by asking
such questions as demographic details (native place and address etc.) and also sports, college
experience, etc. After the warm-up period the interviewer shifts to more job-related and subjective
questions such as 'Why are you interested in our organization?' 'Why did you leave the previous job?'
etc., As a follow up to these, the interviewer often probes deep into facts by dogging for additional
details. At the end of the interview each and every candidate (successful as well as unsuccessful) will
be thanked for their interest and will be informed that they will be hearing from the organization soon.
The organization sends regret letters to the unsuccessful candidates (in some cases they keep silent
about the results), and positive letters of acceptance to the successful counterparts.
5. Background Investigation
Another important part in the selection process is the verification of information obtained from the
candidate's blank application form, selection interview, and the resume he prepares at the end of
interview. Normally the candidate is required to state some references (at least two) at the time of
filling up the blank application form. Almost all organizations perform some background
investigation either by writing or making phone calls to the referees. Background investigation acts as
a reference check on the employees.
6. The Physical Examination
Medical examination of all the candidates before employment is an advisable step in the selection
process. Medical examination is one such step. This step is necessary for three vital reasons:
(a) To assure that the applicant is fit to work in the organization
(b) To assure that the candidate is physically fit for placement in a particular job.
(c) To provide base against which later physical examination may be compared (this is
particularly important in disability claims that may occur during the job assignments)
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8 Placement
After the physical examination is over, the candidate will be given a fitness certificate. The final step,
then, in the selection process is to give the employment letter to the candidate specifying the place of
work, gross emoluments, hours of work etc. It also mentions about the promotional avenues, the rate
of increment over a particular time period, and the saturated level of pay, etc.

5.2.4. Induction and Orientation

Did you participate in some type of organized "introduction to college life" when you started school?
If you did, you may have been told about your school's rules and regulations, the procedures for
activities such as applying for financial aid or how to take lecture notes or registering for classes, and
you were probably introduced to some of the college administrators. A person starting a new job needs
the same type of job introduction to his or her job and the organization. This introduction is called
orientation
The major objectives of orientation are to reduce the initial anxiety almost, all new employees feel as
they begin a new job, to familiarize new employees with the job, the work unit and the organization as
a whole, to facilitate the outsider-insider transitions. Job orientation expands the information the
employee received during the recruitment and selection stage. The new employee's specific duties and
responsibilities are clarified as a method of performance evaluation used for the job. This is also the
time to resolve any unrealistic expectations new employees might hold about the job. Work unit
orientation familiarizes the employee with the goals for the work unit, clarifies how his or her job
contributes to the unit's goals and includes an introduction to his or her new co-workers. Organization
orientation informs the new employee about the organization's objectives, history, procedures and
rules. This should include relevant human resource policies and benefits such as work hours, pay
procedures, overtime requirements and fringe benefits. In addition, a tour of the organizations' work
facilities is often part of the organization orientation.
Many organizations, particularly large ones, have formal orientation programs. Such as program might
include a tour of the offices, a film describing the history of the organization and a short discussion
with a representative of the human resource department who describes the organization benefit
programs. Other organizations uses a more informal orientation program in which, for instance, the
new employee to immediate co-workers and shows him or her the locations of the copy room, rest
room and the like.
Induction is a systematized effort that will be exerted to minimize problems confronting the new
personnel so that they can contribute maximally to the work while realizing personnel and job
satisfaction. The purpose of induction is to provide the new employee with the necessary information
about the company. It familiarizes the new person with the duties and benefits of employment,
company history, its products or services, and the organization structure.
Induction is accomplished through an interaction of the employee, the immediate supervisor, and the
personnel specialist. After an application of an individual for the job is granted and received by the
organization, the next task is to match the employee to both the content and context of the assigned
job. However because it is difficult to match a new employee (about whom very little is still known) to
the various aspects of the job, the new employee is placed on probation during the early stage of
employment. A consciously designed program of induction assists the new employee to settle on the
job as soon as possible. It helps to resolve the problems related to the job or position, (expectations of
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the positions, resources needed to perform in the role) problems related to the organization (missions,
policies, rules, regulations, procedures etc), problems related to the other organizational members
(colleagues, superior subordinate relationship etc)

5.2.5. Training and development

Training begins the very first day an employee starts to work. Training as a part of staffing is done to
aid employees in improving performance. Training is a learning process that involves the
acquisition of skills, concepts, rules, or attitudes to increase the performance of employees.
Training is a continuous process and should be managed by experts.

Objectives of Training
To be effective, training programs should accomplish a number of objectives
(a) Training must be based on organizational and individual needs: - Training for training's
sake is not a sound objective. Training must be directed toward the accomplishment of
organizational objectives such as more efficient production methods, reduced operating costs
and imp0roved quality of products or services.
(b) Training should address problems that need to be solved: - Company reports and records
provide clues to the trouble spots within an enterprise. Records on tardiness, absenteeism,
turnover, and accident rates provide objective evidence of the problems. Interviews conducted
with individual employees, questionnaires, group discussions, can be used to identify the
problem areas as well as training needs.
(c) Training programs should be based on sound theories of learning: - This is the reason most
probably, why the training and development activities are 'not' staffing activities for amateurs.
(d) Training must be evaluated and modifications in training programs must be made
whenever necessary: - It is quite unlikely that the task demands are stable. More frequently,
because of volatile technology and market conditions, the jobs are changing and this requires
change in training so that employee meets the current effectiveness standards.
PURPOSES OF TRAINING
The aims of training are to shorten learning times so that new recruit reach their peak of efficiency as
quickly and economically as possible. Training also aims at improving the performance of existing
employees. It also helps people to develop their capacities so that the company can meet most, if not
all, its future requirements for managers, supervisors and higher grade professional, technical, sales
and production staff from within the enterprise. In nutshell, the purpose of training includes:
 Improving the quantity of output.
 Improving the quality of output.
 Lowering the costs of waste and equipment maintenance.
 Lowering the number and costs of accidents.
 Lowering the turnover and absenteeism and increasing the job satisfaction, since training and
improve the employee's self-esteem.

METHODS OF TRAINING

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Several methods can be used to satisfy an organization' training needs and accomplish its basic
objectives. Some of the more commonly used methods are discussed hereunder:

On-the-job-Training (OJT)
The most common general method of training employees is to have the training carried out on the job.
That is to say, the employee reports to his workstation and, within Some form of guidance from his
manager or senior, begins to perform the task, learning while doing so. There can be little doubt that
most of us are trained, at one job or another, in this manner. OJT is normally given by a senior
employee or manager; and the employee is shown to perform the job and allowed to do it under the
trainer's supervision. No artificial location, either physically or psychologically, is provided in the
case. OJT has the advantage of strongly motivating the employees to learn. The common methods are:
a) Coaching: - it refers to the assignment of a specific person to act as either an instructor or resource
person for the trainee. The task of the instructor or coach is to demonstrate the task operations, to
answer questions and to provide guidance in developing understanding on the part of the trainee. It
might simply involve having the trainee observe the supervisor to develop the skills necessary for
running or operating a machine. But it should be noted that coaching is not particularly effective
without support from other method. His is because coaching is highly dependent on the trainee's
internal capacities. The rate and level of learning by observation/watching are also factors to be
considered. No doublt some trainees may learn from coaching alone but all other will not possess
each required capacity as mentioned above. Therefore, on the job training must employ the other
method to support coaching.
b) Apprenticeship: - it is a methodology of allowing the trainee to learn and practice by performing
the actual task on the job. Apprenticeship provides the know-how of the detailed activity and
enables the trainee to learn how to solve work-related problems.
c) Job rotation: - is also known as cross training. It is the process of training employees by rotating
them through a series of related tasks. In job rotation, an individual learns several different jobs
within a work unit or department. He performs each for a specified time period. The trainees
therefore are exposed to various operations. This methodology creates flexibility. For instance if
one employee of a work unit is absent, another employee can perform his job.
d) Vestibule training: - in vestibule training the equipment and procedures similar to those used in
the actual job are set up in a special working area known as vestibule school. The trainee is taught
in this school how to use the machinery and perform the required job. The trainee is free to learn
the job at his own rate without any pressures of production schedules.
e) Self-improvement programs: - individuals in the organization an acquire knowledge about the
aspects of job through additional reading and self-improvement programs. It includes reading
professional journals and advanced books concerning various aspects of the job in which the
individuals are engaged.

Off- the- job training

Off the job training as the name refers it self, it is conducted away from the actual work setting. There
may be a special site in the origination it self or in a non-organizational location elsewhere (for
example, vocational school or university). Off the job training is particularly useful and appropriate for

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certain production jobs where machinery is employed to control the pace of work. Some of the
common methods of off the job training are:
a) Lecture and classroom instruction: - classroom training is conducted off the job and is probably
the most familiar method. It is an effective means of imparting the information and knowledge
quickly to a large number of members at a time. Lecturing is particularly useful for teaching the
factual material, concepts, principles, theories and their application to job situation. In general,
classroom instructions are more frequently used for different relevant areas like technical,
professional and managerial. The main disadvantages of lecturing include that the learner might be
passive instead of active participation, limitation of feedback, practical presentation and
demonstration might be difficult, lecturing might emphasize more on the routine memorization of
facts rather than the practical application of a job.
However the lecture method in training is useful to introduce the subject matter, its overview, its
principles, classification and summaries etc. to the listeners. Because of its simplicity and
efficiency in imparting knowledge, the lecture method is still alive in work organization.
b) Conference method: - instead of straight lecturing, some organizations prefer to hold conferences
where participants are required to pool their ideas, viewpoints, suggestions and discuss them at
conferences. Conferences provide a common platform for intensive and thorough group discussion
and result in suggesting the improved methods of performing work in organizations. Conference
method allows the trainee to look at the problem from a broad angle, allow him to analyze it more
carefully and arrive at conclusion. Conference method has several limitations like it is limited to a
small group of people, progress of learning is slow because all the members have full freedom to
speak, and in the curiosity of participation some members may come out with totally irrelevant
issues etc.
c) Group discussion: - also known as team discussion or seminar: in the group discussion the
members are requested to present papers and discuss about the papers in a common platform. The
trainee are allowed to read their respective papers and this is followed by a through critical
discussion. While preparing the paper, the trainee has free access to files concerning the subject
and compiles the information. After consulting the necessary files, the trainees may discuss the
ramifications/details and complexities of a particular job or work and suggest solutions for the
probable problems the trainees are likely to encounter in near future.
d) Role-playing: - it involves the spontaneous acting out of a situation by two or more people under
the specific direction of a trainer. The notable characteristic of role-playing is that a dialogue
usually ensues and the trainees are enthusiastically playing out their roles. In role playing, trainees
act out a given role, as they would be performing in a stage play. The role-players are informed
only about the situation and of the roles they are expected to play.
e) Case studies: - another sophisticated off the job training is through the case studies. The case
study is based on the firm belief that managerial competence can best be attained through the
study, contemplation and discussion of concrete cases. The trainees are given the cases and are
asked to identify basic problem and suggest solutions. It develops decision making and problem
analyzing skill of the trainee.
f) Programmed instructions: - involves breaking information into meaningful and rearranging them
in a proper sequence to form a learning package. Programmed learning consists of three functions.
First presenting questions, facts or problems to the learner, second, allowing the trainee to respond
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and at last providing the necessary feedback on the accuracy of the answers. Usually electronic
teaching machines and computers will support it. If the answer is correct the trainee proceeds
answering the next question. However, if the answer is incorrect, the trainee is furnished additional
information and is required to respond to questions on that material. This procedure is repeated
until the trainee has answered correctly.
g) T-group training: - also frequently known as sensitivity training T-group training is a process in
which several individuals work together for several days for the purpose of building self
awareness, understanding of interpersonal relationships. The basic purpose of sensitivity training is
to increase the participant's insight into his own behavior and the behavior of others by
encouraging an open expression of feelings.

Personnel Development
Personnel development can be defined as the sum of total of all activities designed for the purpose of
improving, expanding and renewing the knowledge, skill, abilities and attitudes of employees. The
staff must be enabled to fit in to the various job demands, which constantly change due to knowledge
and technological advancement and curricula changes.
The purpose of personnel development is therefore to expose people in the system to new trends in
their fields and to ensure that they are not working with old tools. In other words, it is to assist
personnel to function productively in relation to organizational goals and to further their job
satisfaction and career prospects. For this it is important to be recognized of the career development
stage of employees. A career refers to a sequence of position, jobs or occupations that an individual
engages in during this or her working life. it is an individually perceived sequence of attitudes and
behavior associated with work related experiences and activities over the person's span of life.

5.2.6. Performance appraisal

Once employees have been selected and placed on their respective jobs, it is essential for the managers
to conduct performance appraisal (earlier known as 'merit rating') to see how the employees have been
effective on the job. It is becoming increasingly rare to notice a work organization of more than
several hundred employees that has not installed formal system of evaluating work performance of
employees. Every organization inducts employees on the job, conduct-training programs for better
performance. In spite of the several complex training and educational programs, most of the
development occurs on the job. But such development will be slowed and ineffective if the employee
is not systematically appraised and feedback information regarding his quality of performance at work
spot.
Job performance refers to the degree of accomplishment of the task that makes an individual's job.
It reflects how effectively an individual is fulfilling the requirements of the assigned job.
Performance is always measured in terms of results. Performance appraisal is the process of
determining and communicating to an employee how he is performing the job. It is a systematic
periodic and an impartial rating on an employee's excellence in matters pertaining to his present job
and to his potentialities for a better job. When properly conducted, performance appraisal not only let
the employee know how well he is performing, but should also influence the employee's future level
of effort, activities and task directions.
Performance appraisal should be conducted by evaluating the performance and qualifications of the
employee in terms of the requirements of the job for which he is employed. For the purpose of
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administration including placement, selection for promotions, providing financial rewards and
other actions, which require differential treatment among the members of a group as distinguished
from actions affecting all members equally. The main benefits of periodical performance appraisal is
 Performance appraisal assists managers to observe their subordinates more closely and do a better
job of coaching.
 It motivates employees by providing feedback on job performance
 It achieves better operational results and improved work performance.
 It provides information on human resource planning by identifying individual contributors and
managers with potential for assuming additional responsibility.
 It identifies developmental needs, which can then be used in selecting appropriate programs for
training and development.
 It provides back up data for making decisions about employee compensation
 It reduces favoritism in making managerial decisions about employees.

5.2.7. Transfer, Promotion, Demotion and Separation

Transfer is a horizontal or lateral movement of an employee from one job, section, department, shift,
plan or position to another place where salary, status and responsibility are the same. It is not
promotion or demotion in job status. It is just movement from one job to the other. Planned transfer
can serve as an excellent development technique. Transfers can also be helpful in balancing varying
departmental workload requirements.
Promotion moves an employee to a job involving higher pay, status, and thus higher performance
requirements. Promotion is usually given
 To put the workers in a position where he will be of greater value to the organization and where
he/she may derive increased personal satisfaction and income from his work,
 To recognize an individual's performance and reward him for his/her work so that he/she may have
an incentive to for it,
 To build up the morale, loyalty and sense of belonging on the part of the employees,
 To promote job satisfaction among the employees and give them an opportunity of unbroken,
continuous service etc.
The two basic criteria used by most organizations in promotions are merit and seniority. Union
contracts often require that seniority be considered in promotions. Many organizations prefer to base
promotions on merit as a way of rewarding and encouraging performance. Obviously, this assumes the
organization has a method for evaluating performance and determining merit. An organization also
consider the requirements of the job under consideration, not just the employee's performance in
previous jobs. Success in one job does not automatically ensure success in another job. Both past
performance and potential must be considered. This also lessens the probability of the occurrence of
the Peter's principle.
Promotion by seniority is preferred by trade unions and most employees because the system is simple
to understand and operate, it recognizes the older members need for respect and acknowledge their
long term commitment to the organization, it promotes discipline and morale in the organization for all
assured that promotion will come when it is due etc.
Promotion by merit is advantageous since it is based on evaluation results, it rewards meritorious
work, extra competence, achievement and initiative, it encourages an employee to work hard so that he
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may get an opportunity for advancement in the organization, it also leads to increased productivity for
individuals are satisfied that their merit and competence will be properly appreciated and rewarded.
Demotion refers to a shift at an employee to a lower position in the hierarchy, salary and
responsibility due to in efficiency and incompetence to fulfill assigned tasks or when serious breaches
of duty are found and proved. The effect of demotion is serious. It causes frustration and leads to a
defensive or even aggressive behavior on the part of the demoted employee. If there is a strong need to
demote an employee, some of the suggested guidelines are a clear and reasonable list of rules should
be framed with an aim of making employees understand that the violation of these rules would lead to
demotion, the rules must be clearly communicated to employees, there should be provision for review
or an opportunity for appeal to a higher authority.
The academic advice is demotion should never be made as a penalty for a violation of the rules of
conduct, poor attendance record or insubordination; this cannot improve the performance of the
individual. Only discipline and training can set the things right. Therefore, training and counseling
often are and should be tried first.
Separation refers to those factors that bring the termination or ceasing of the relationship between the
organization and the employees. It refers to termination of services in an organization. An employee
may be separated from the company as a result of:

1. Resignation – Voluntarily stoppage. This is at the personal request of the employee.

2. Discharge – Separation for violation of company rules or for inadequate performance.
3. Suspension – An employee is suspended when he/she is suspected to commit certain crime or
violate the company rule and regulations. If the case is proved and the employee is found
committed the violation, he/she will be discharged otherwise he/she will resume his/her
position. All the salaries and benefits unpaid during suspension will be paid to the employee.
4. Retrenchment –An employee permanently terminates his/her services in an organization for
economic reasons in a going concern. When the organization faces financial problems, some of
the employees will be separated.
5. Lay- offs – An indefinite separation of the employee due to factors beyond the control of the
employer such as: surplus skills, production stoppage, to reduce the financial burden of an
organization
6. Absenteeism – When an employee is absent for a long period of time, the employee is said to
be separated during that time of his/her absence.
7. Retirement – Occurs normally when an employee is not performing his or her job or has
broken a company rule. Besides, retirement may be caused by old age, injury, or sickness.

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