Q.3. Explain the principles of Staffing.
Principles
Staffing not only helps in acquiring right talent, but also strives for nurturing. There are no universally accepted staffing principles. However, Heinz Weihrich and Harold Koontz have identified certain useful major principles or guidelines for understanding and performing more effective staffing function.
1. Principle of the Objective of Staffing
The objective of managerial staffing is to ensure that those qualified personnel who are able and wiling to occupy them fill organisation roles. There is considerable evidence of failure to achieve results when these qualities are lacking.
2. Principle of Staffing
The clearer the definition of organisation roles and their human requirements and the better the techniques of manager appraisal and training employed, the higher the managerial quality. Those organisations that have no established job definitions, no effective appraisals and no system for training and development, will have to rely on coincidence or outside sources to fill positions with able managers. On the other hand organizations applying the systems approach to staffing and human resource management, will utilize the potentials of individuals in the enterprise more effectively and efficiently.
3. Principle of Job Definition
The more precisely the results expected of managers are identified, the more the dimensions of their positions can be defined. Since organizational roles occupied by people with different needs, these roles must have many dimensions – such as pay, status, power, direction and possibility of accomplishment – that induce managers to perform.
4. Principles of Managerial Appraisal
The more clearly variable objectives and required managerial activities are identified, the more precise can be the appraisal of managers against these criteria. This principle suggests that performance should be measured both against verifiable objectives (as in an appraisal approach based on management by objectives) and against standards of performance as managers. The appraisal of managers as manager considers how well the key managerial activities within the functions of planning; organizing, staffing, directing and controlling are carried out.
5. Principle of Open Competition
The more an enterprise is committed to the assurance of quality management, the more it will encourage open competition among all candidates for management positions. Violation of this principles has led many firms to appoint managers with inadequate abilities. Although social pressures strongly favour promotion from within the enterprise, these forces should be resisted whenever better candidates can be brought in from the outside. At the same time, the application of this principle obligates the enterprise to appraise its people accurately and to provide them with opportunities for development.
6. Principle of Management Training and Development
The more management training and development are integrated with the management process and enterprise objectives, the more effective the development programmes and activities will be. This principle suggests that in the systems approach, training and development efforts are related to the managerial functions, the goals of the enterprise and the professional needs of managers.
7. Principle of Training Objectives
The more precisely the training objectives are stated; the more likely are the chances of achieving them. The analysis of training needs is the basis for training objectives that give direction to development and facilitate the measurement of the effectiveness of training efforts. This principle brings into focus the contribution that training makes to the purpose of the enterprise and the development of individuals.
8. Principles of Continuing Development
The more an enterprise is committed to managerial excellence, the more it requires that manager practice continuing self-development. This principle suggests in a fast-changing and competitive environment, that managers cannot stop learning. Instead, they have to update their managerial knowledge continuously, revaluate their approaches to managing and improve their managerial skills and performance to achieve enterprise results.
Staffing not only helps in acquiring right talent, but also strives for nurturing. There are no universally accepted staffing principles. However, Heinz Weihrich and Harold Koontz have identified certain useful major principles or guidelines for understanding and performing more effective staffing function.
1. Principle of the Objective of Staffing
The objective of managerial staffing is to ensure that those qualified personnel who are able and wiling to occupy them fill organisation roles. There is considerable evidence of failure to achieve results when these qualities are lacking.
2. Principle of Staffing
The clearer the definition of organisation roles and their human requirements and the better the techniques of manager appraisal and training employed, the higher the managerial quality. Those organisations that have no established job definitions, no effective appraisals and no system for training and development, will have to rely on coincidence or outside sources to fill positions with able managers. On the other hand organizations applying the systems approach to staffing and human resource management, will utilize the potentials of individuals in the enterprise more effectively and efficiently.
3. Principle of Job Definition
The more precisely the results expected of managers are identified, the more the dimensions of their positions can be defined. Since organizational roles occupied by people with different needs, these roles must have many dimensions – such as pay, status, power, direction and possibility of accomplishment – that induce managers to perform.
4. Principles of Managerial Appraisal
The more clearly variable objectives and required managerial activities are identified, the more precise can be the appraisal of managers against these criteria. This principle suggests that performance should be measured both against verifiable objectives (as in an appraisal approach based on management by objectives) and against standards of performance as managers. The appraisal of managers as manager considers how well the key managerial activities within the functions of planning; organizing, staffing, directing and controlling are carried out.
5. Principle of Open Competition
The more an enterprise is committed to the assurance of quality management, the more it will encourage open competition among all candidates for management positions. Violation of this principles has led many firms to appoint managers with inadequate abilities. Although social pressures strongly favour promotion from within the enterprise, these forces should be resisted whenever better candidates can be brought in from the outside. At the same time, the application of this principle obligates the enterprise to appraise its people accurately and to provide them with opportunities for development.
6. Principle of Management Training and Development
The more management training and development are integrated with the management process and enterprise objectives, the more effective the development programmes and activities will be. This principle suggests that in the systems approach, training and development efforts are related to the managerial functions, the goals of the enterprise and the professional needs of managers.
7. Principle of Training Objectives
The more precisely the training objectives are stated; the more likely are the chances of achieving them. The analysis of training needs is the basis for training objectives that give direction to development and facilitate the measurement of the effectiveness of training efforts. This principle brings into focus the contribution that training makes to the purpose of the enterprise and the development of individuals.
8. Principles of Continuing Development
The more an enterprise is committed to managerial excellence, the more it requires that manager practice continuing self-development. This principle suggests in a fast-changing and competitive environment, that managers cannot stop learning. Instead, they have to update their managerial knowledge continuously, revaluate their approaches to managing and improve their managerial skills and performance to achieve enterprise results.
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