Staffing

Front 1

Defined as a management function that determines human resources needs, recruits, selects, trains, and develops human resources for jobs created by an organization.

Back 1

Staffing

Front 2

Staffing Process

Back 2

1. Human Resources Planning

2. Recruitment

3. Selection

4. Induction and orientation

5. Training and Development

6. Performance Appraisal

7. Employment Decisions

8. Separation

Front 3

The planned output of any organization will require a systematic deployment of human resource at various levels.

Back 3

Human Resources Planning

Front 4

Human Resources Planning Activities

Back 4

Forecasting

Programming

Evaluation and Control

Front 5

An assessment of future human resource needs of the organization in relation to its current capabilities.

Back 5

Forecasting

Front 6

Means translating the forecasted human resource needs to personnel objectives and goals.

Back 6

Programing

Front 7

Refers to monitoring human resource action plans and evaluating their success

Back 7

Evaluation and control

Front 8

Forecasting of Manpower

Back 8

Time Series Method

Explanatory or Causal Models

Monitoring Methods

Front 9

Use historical data to develop forecasts

Back 9

Time Series Methods

Front 10

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.

Back 10

Explanatory or Causal Models

Front 11

Major Types of Explanatory Models

Back 11

Regression Models

Econometric Models

Leading Indicators

Front 12

Refer to system of regression equations estimated from past time-series data and used to show the effect of various independent variables on various dependent variables.

Back 12

Econometrics Models

Front 13

Refers to time series that anticipate business cycle turns

Back 13

Leading Indicators

Front 14

Provide early warning signals of significant changes in established patterns and relationships so that the manager can assess the likely impact and plan responses if required.

Back 14

Monitoring Methods

Front 15

When the different positions had been identified as necessary and the decision to fill them with persons had been made.

Attracting qualified persons to apply for vacant positions in the company.

Back 15

Recruitment

Front 16

When management wants to fill certain vacancies.

Back 16

Source of Applicants

Front 17

Source of Applicants may be tapped:

Back 17

1. The organization's current employees

2. Newspaper advertising

3. Schools

4. Referrals from Employees

5. Recruitment firms

6. Competitors

Front 18

Some of the organization's current employmees may be qualified to occupy positions higher than the ones they are occupying.

Back 18

The Organization's Current Employees

Front 19

Good sources of applicants.

Back 19

Newspaper Advertising

Front 20

Places where potential employees may be asked to apply.

Back 20

Schools

Front 21

Current employees sometimes recommend relatives and friend who may be qualified

Back 21

Referrals from Employees

Front 22

Companies organized specifically to assist client firms in recruiting qualified persons.

Back 22

Recruitment Firms

Front 23

These are useful sources of qualified but underutilized personnel. Recruitment fi has the advantage of hiring personnel who may have been previously trianed bt competitors.

Back 23

Competitors

Front 24

Entry-level personnel, the manager, they rely on

Back 24

Newspaper Advertising

Schools

Referrals from Employees

Front 25

Recruiting managers rely on

Back 25

Current Employees

Recruitment firms

Competitors

Front 26

Refers to choosing from those that are available the individuals most likely to succeed on the job.

Back 26

Selection

Front 27

Ways of determining the qualifications of a job candidate

Back 27

Application Blanks

References

Interviews

Testing

Front 28

Provides information about a person's characteristics such as age, marital status, address, educational background, experience, and special interests.

Back 28

Application Banks

Front 29

Those written by previous employers, co-workers, teachers, club officers, etc. about a person.

Back 29

References

Front 30

Information may be gathered in an interview by asking a series of relevant questions to the job candidate.

Back 30

Interviews

Front 31

Involves an evaluation of the future behavior or performance of an individual.

Back 31

Testing

Front 32

Types of Test

Back 32

Psychological Test

Physical Exam

Front 33

Is an objective, standard measure of a sample behavior of the individual.

Back 33

Psychological Test

Front 34

Psychological test classified as follows:

Back 34

Aptitude Test

Performance Test

Personality Test

Interest Test

Front 35

Measures a person's capacity or potential ability to learn.

Back 35

Aptitude Test

Front 36

Measures the person's current knowledge of a subject

Back 36

Performance Test

Front 37

Measures personality traits such as dominance, sociability, and conformity

Back 37

Personality Test

Front 38

Measures a person's interest in various fields of work

Back 38

Interest Test

Front 39

Done to assess the applicant's physical health is adequate to meet job requirements

Back 39

Physical Test

Front 40

After an applicant is finally selected and subsequently hired, the next step undertaken are

Back 40

Induction and Orientation

Front 41

The new employee is provided with the necessary information about the company. His duties, responsibilities, and benefits are relayed to him.

Back 41

Induction

Front 42

The new employees is introduced to the immediate working environment and co-workers. Location, rules, equipment, procedures, training plans, and performance expectations are discussed.

Back 42

Orientation

Front 43

Employee undergoes by pairing him with an experienced employee and having a one-on-one discussion with the manager

Back 43

Socialization Process

Front 44

If the newly hired employee is assessed to be lacking the necessary skills required by the job.

Back 44

Training and Development

Front 45

Four methods under training programs for non-managers

Back 45

On-the-job Trainings

Vestibule School

Apprenticeship Program

Special Courses

Front 46

Trainee is placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer.

Back 46

On-the-job Training

Front 47

Trainee is placed in a situation almost exactly as the work environment. Duplicates the job, as well as the required machinery and materials.

Back 47

Vestibule School

Front 48

Combination of on-the-job training and experience with classroom instruction in particular subjects are provided to trainees.

Back 48

Apprenticeship Program

Front 49

Those that provide more emphasis on education rather than training.

Back 49

Special Courses

Front 50

Training needa of managers may classified into four areas:

Back 50

Decision Making Skills

Interpersonal Skills

Job Knowledge

Organizational Knowledge

Front 51

Decision making skills of the manager:

Back 51

In-Basket

Management Games

Case studies

Front 52

Trainee is provided with a set of notes, messages, telephone calls, letters, and reports, all pertaining to a given company situation

Back 52

In-Basket

Front 53

Training method where trainees are placed in a simulated situation and are required to make an ongoing series of decisions about that situation

Back 53

Management Games

Front 54

Present actual situation in organizations and enables one to examine successful and unsuccessful operations.

Back 54

Case studies

Front 55

Interpersonal Competence of the manager

Back 55

Role Playing

Behavior Modeling

Sensitivity Training

Transactional Analysis

Front 56

Trainees are assigned roles to play in a given case incident.

Back 56

Role-playing

Front 57

It attempts to influence the trainee by showing model persons behaving effectively in a problem situation

Back 57

Behavior Modeling

Front 58

Awareness and sensitivity to behavioral patterns of oneself and others and others are developed.

Back 58

Sensitivity Training

Front 59

Method intends to help individuals not only understand themselves and others but also improved their Interpersonal communication skills

Back 59

Transactional Analysis

Front 60

Knowledge about the actual job methods

Back 60

On-the-job Experience

Coaching

Understudy

Front 61

Provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job.

Back 61

On-the-job Experience

Front 62

Methods requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing direction, advise, and helpful criticism.

Back 62

Coaching

Front 63

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.

Back 63

Understudy

Front 64

Manager skills to attempt to increase the trainee's knowledge of the total organization

Back 64

Position Rotation

Multiple Management

Front 65

The manager is given assignments in a variety of departments .

Back 65

Position Rotation

Front 66

Methos that is premised on the idea that junior executives must be provided with means to prelare them for higher management position.

Back 66

Multiple Management

Front 67

The measurement of the employee performance

Back 67

Performance Appraisal

Front 68

Purpose of performance appraisal

Back 68

1. To influence, in a posotive manner, employee performance and development.

2. To determine merit pay increase

3. To plan for future performance goal

4. To determine training and development needs

5. To assess the promotion potential of employees

Front 69

Ways of appraising performance

Back 69

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

Front 70

Racth trait or characteristic to be rated is represented by a line on which the rater indicates the degree to which the individual possess the trait or characteristics.

Back 70

Rating Scale Method

Front 71

The evaluator in this method composes statements that best describe the person evaluated.

Back 71

Essay Method

Front 72

Specific goal are set collaboratively for the organization as a whole, for various subunits, and for each individual member.

Back 72

Management by Objectives Method

Front 73

One is evaluated by persons other than the immediate superior. This method is used for evaluating managers.

Back 73

Assessment Center Method

Front 74

The evaluator checks statement on a list that are deemed to characterize an emoloyee'd behavior or performance.

Back 74

Checklist Method

Front 75

Standards are set for a realistic worker output and later on used in evaluating the performance of non-managerial employees.

Back 75

Work Standards Method

Front 76

Each evaluator arranges emoloyees' named in rank order from the best to the poorest.

Back 76

Ranking Method

Front 77

Evaluator recalls and writes down specific incidents that indicate the emoloyee's performance.

Back 77

Critical-Incident Method

Front 78

After the evaluation of the performance of the employee.

Back 78

Employment Decisions

Front 79

Employement decision consists of

Back 79

Monetary Rewards

Promotion

Transfer

Demotion

Front 80

Given to employees whose performance is at par or above standard requirements

Back 80

Monetary Rewards

Front 81

Refers to the movement by a person into a position of higher pay and greater responsibilities and which is given as a reward for competence and ambition

Back 81

Promotion

Front 82

The movement of a person to a different job at the same or similar level of responsibility in the organization.

Back 82

Transfer

Front 83

Movement from one position to another which has leds pay or responsibility attached to it.

Back 83

Demotion

Front 84

Either a voluntary or involuntary termination of an employee's service

Back 84

Separation

Front 85

The organization management must find out the real reason.

Back 85

Voluntary Separation

Front 86

Is the last option that the management exercise when an employee's performance is poor.

Back 86

Involuntary separation

Front 87

Certain factors determine the salary or wages paid to employee

Back 87

1. Performance

2. The Relative Worth of Each job

3. Labor Market Conditions and Prevailing Wage Rate

4. Types of Psy System Used

Front 88

The achievements of the organizations objective will depend on the individual and collective performance of its employees.

Back 88

Performance

Front 89

The compensation of the Individual employee may also be determined according to the relative worth of each job.

Back 89

The relative worth of each job

Front 90

Represents the written summary of a job as an identifiable organizational unit.

Back 90

Job Description

Front 91

Is statement of qualifications such as education prior experience, and skills required for a person to perform a given job.

Back 91

Job Specification

Front 92

Methods of Job Evaluation

Back 92

The Point Method

The Comparison Method

The classification or grading method

The ranking method

Front 93

Requires the evaluators to quantify the value of the element of a job. Points are assigned to the degrees of various compensable factors required to do the job

Back 93

The Point Method

Front 94

Uses a factor-by-factor comparison and as a resul, a factor comparison dcale is used.

Back 94

The Comparison Method

Front 95

Wherein jobs sre grouped together in set of grades of classification, such as clerical or managerial.

Back 95

The classification or grading method

Front 96

Wherein the evaluator assigns rank to jobs from the simplest to the most challenging.

Back 96

Ranking method

Front 97

Same jobs may be similar with other jobs in terms of difficulty, responsibility, snd other factors.

Back 97

Labor Market Conditions And Prevailing Wage Rates

Front 98

Differences in pay among similar jobs in and out of the company depend on the type of pay system adapted.

Back 98

Types of Pay System Used

Front 99

EMPLOYEE HEALTH AND SAFETY

management is concerned in

Back 99

Front 100

To address the concern in health and safety, the following are usually undertaken

Back 100

Front 101

Activity that allows the organization to rank jobs and determine their heirarchy of importance across all jobs in the Organization

Back 101

Job Evaluation

Front 102

5 job factors are used as bases for comparison:

Back 102

Responsibility

Skills

Physical Effort

Mental Effort

Working Condition