Textbook Notes (363,212)
Canada (158,271)
Psychology (1,002)
PSYCH 339 (3)
Chapter 1

Chapter 1.docx

6 Pages
Unlock Document

University of Waterloo
Richard Ennis

Chapter 1: Staffing Models and Strategy The Nature of Staffing The big picture - Organizations is a complex and dynamic structure composed of physical, financial and human capital functions o Knowledge, skills and ability of people and their motivation to use them successfully on the job - Staffing strategies affected by the volatility of the economy Definition of staffing - Staffing is the process of acquiring, deploying and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness Implications of definition - Acquire, deploy, retain,; any organizations must have staffing system guiding these three - Acquisition activities o Involve external staffing systems that govern the initial intake of applicants into the organization o Involves planning for the numbers and types of people needed o Establishing job requirements in the form of the qualifications of KSAOs o Establishing the types of rewards - Deployment o The placement of new hires on the actual job they will hold o Encompasses guiding the movement of current employees throughout the organization through internal staffing systems that handle promotions, transfers, etc. - Retention system o Systems that seek to manage the inevitable flow of employees out of the organization o Involuntary layoffs or the sale of a business unit to another organization o Voluntary  initiated by employees, leaving the organization o Organization should try to minimize the type of turnover in which valued employees leave  Can be costly to organization Staffing System - Multiple interconnected systems that organizations use to manage the staffing process o Planning, recruitment, selection, decision making, job-offer, and retention systems - Quantity and quality o Staffing requires attention to both number and types of people brought into, moved within, and retained by the organization o Quantity refers to having enough head count to conduct business o Quantity entails having people with the requisite KSAOs so that jobs are performed effectively - Organization effectiveness o Organizations experience and respond to staffing forces and recognize how critical these forces can be to organizational effectiveness Staffing Models - Following five models depict various elements of staffing Staffing quantity: Levels - Organization, as well as for each of its units, forecasts workforce quantity requirements and then compares these to forecasted workforce availabilities to determine its likely staffing level position - If requirements exceed availabilities, organization will be understaffed o Means organizations will have to gear up its staffing efforts, starting with accelerated recruitment o Also require development of retention programs - If requirements matches availabilities, organization will be full-staffed - If availabilities exceed requirements, organization will be overstaffed o Signals for need to slow down recruitment and reduce workers through reduced workweeks, early retirement plans or layoffs Staffing quality: person/job match - An alignment of the characteristics of individuals and jobs in ways that will result in desired HR outcomes - Four important points about the person/job match o Jobs are characterized by their requirements o Individuals are characterized by their level of qualification o In each examples, the issues was one of the likely degree of fit or match between the characteristics of the job and the person o There are implied consequences for every match - Need for dual match to occur o Job requirements to KSAOs and job rewards to individual motivation o Such attempts collectively involve the matching process - Concepts shown in the model are not new o Positive interaction of individual and job characteristics creates the most successful matches o Individual with a given set of needs or motivations will not be satisfied with all jobs because jobs differ in the rewards they offer o Each individual must be assessed relative to the requirements and rewards of the job being filled - Model emphasizes the matching process involves a dual match of KSAOs to requirements and motivation to rewards - Job requirements is the task involved in the job and the KSAOs that are necessary to perform those tasks o Difficult to establish meaningful KSAOs for a job without having first identifies the job’s tasks - Job requirement soften extend beyond task and KSAOs requirements - The matching process can yield only so much by way of impacts on the HR outcomes Staffing quality: person/organization match - Organizational values refer to norms of desirable attitudes and behaviours for the organization’s employees - New job duties represent tasks that may be added to the target job over time o Organizations desire new hires who will be able to successfully perform these new duties as they are added o Usually vague at the time of hire, and never materialize - Flexibility concerns enter into staffing in terms of who could perform multiple jobs - Future jobs represents forward thinking by the organization and person as to what job assignments the person might assume beyond the initial job - Ideally , organization’s staffing systems focus first and foremost on the person/job match o Allows the nature of the employment relationship to be specified and agreed to in concrete term o Once these terms are established, person/organization match possibilities can be explores during the staffing process Staffing system components - The initial stage in staffing is recruitment, involving identification and attraction activities by both the organization and the applicant - Seeks to identify and attract individuals so that they become job applicants - Recruitment activities phase into the selection stage o Emphasis is on assessment and evaluation o Various selection techniques; interview, application blanks, etc. o Gathered from organizational representatives (recruiter, manager), written information (brochures, websites), informal sources (friends), and visual inspection - Employment is the next core component of staffing o Involves decision making and final match activities by the organization and the applicant o Organization must decide which applicants to reject from further consideration and which to allow to continue in the process - For the applicant, employment stage involves self-selection o Decisions that an applicant makes about whether to continue in or drop out of the staffing process - Job opportunities exist within the organization and are filled through the activities of the internal labour market o Involve recruitment, selection and employment, with the employer and employee as joint participants Staffing organization - Organization’s mission and goals and objectives drive both organization strategy and HR and staffing strategy o Interact with each other when they are being formulated - Staffing levels and staffing quality are the key focal points of staffing strategy, policy and programs - Organization, HR, and staffing strategy o Formulate strategy to express an overall purpose or mission and to establish broad goals and objectives that will guide the organization to fulfill its mission o Underlying these objectives are certain assumptions about the size and types of workforces that will need to be acquired, tr
More Less

Related notes for PSYCH 339

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.