Chapter 6 Staffing

DPB3013-Principles of Management 1
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CHAPTER 6: STAFFING
6.0 STAFFING
6.1 Discuss Staffing In Organizational
6.1.1 Define Staffing
6.1.2 Explain The Importance of Staffing
6.1.3 Explain The Staffing Process in Organization
a. Human Resource Planning
b. Recruitment
c. Selection
d. Employee orientation
e. Training
f. Performance Evaluation
g. Employee Separation
6.1.4 Explain Career Development And Maintaining Staff Turnover in organization
6.1 DISCUSS STAFFING IN ORGANIZATIONAL
People are the most important asset of an enterprise. The managerial function of staffing involves manning
the organization structure through proper and effective selection, appraisal and development of the personals
to fill the roles assigned to the employers/workforce.
6.1.1 DEFINE STAFFING IN ORGANIZATION
Staffing may be understood as human resource planning, selection, development and evaluation for
providing necessary talent with a view to organizational success. Human Resource Planning may be defined
as the development of comprehensive staffing strategy for meeting the organization’s future human resource
needs.
According to Theo Haimann, “Staffing pertains to recruitment, selection, development and compensation of
subordinates.”
Nature of Staffing Function

1. Staffing is an important managerial function- Staffing function is the most important managerial
act along with planning, organizing, directing and controlling. The operations of these four functions
depend upon the manpower which is available through staffing function.
2. Staffing is a pervasive activity- As staffing function is carried out by all mangers and in all types of
concerns where business activities are carried out.
3. Staffing is a continuous activity- This is because staffing function continues throughout the life of
an organization due to the transfers and promotions that take place.
By : Mohd Shah Bin Hj Yunus, JP, PKS 1

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4. The basis of staffing function is efficient management of personals- Human resources can be
efficiently managed by a system or proper procedure, that is, recruitment, selection, placement,
training and development, providing remuneration, etc.
5. Staffing helps in placing right men at the right job. It can be done effectively through proper
recruitment procedures and then finally selecting the most suitable candidate as per the job
requirements.
6. Staffing is performed by all managers depending upon the nature of business, size of the
company, qualifications and skills of managers, etc. In small companies, the top management
generally performs this function. In medium and small scale enterprise, it is performed especially by
the personnel department of that concern.
6.1.2 EXPLAIN THE IMPORTANCE OF STAFFING

Key to managerial functions- The four managerial functions, i.e., planning, organizing, directing and
controlling are based upon the manpower. Human resources help in the implementation of all these
managerial activities. Therefore, staffing becomes a key to all managerial functions.

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Efficient utilization- Efficient management of personals becomes an important function in the
industrialization world of today. Setting of large scale enterprises require management of large scale
manpower. It can be effectively done through staffing function.
Motivation- Staffing function not only includes putting right men on right job, but it also comprises of
motivational programs, i.e., incentive plans to be framed for further participation and employment of
employees in a concern. Therefore, all types of incentive plans becomes an integral part of staffing function.
Better human relations- A concern can stabilize itself if human relations develop and are strong. Human
relations become strong trough effective control, clear communication, effective supervision and leadership
in a concern. Staffing function also looks after training and development of the work force which leads to co-
operation and better human relations.
Higher productivity- Productivity level increases when resources are utilized in best possible manner.
Higher productivity is a result of minimum wastage of time, money, efforts and energies. This is possible
through the staffing and its related activities (Performance appraisal, training and development,
remuneration)
6.1.3 ELABORATE THE STAFF HIRING PROCESS
a. HUMAN RESOURCE PLANNING
Manpower Planning which is also called as Human Resource Planning consists of putting right number of
people, right kind of people at the right place, right time, doing the right things for which they are suited for
the achievement of goals of the organization. Human Resource Planning has got an important place in the
arena of industrialization.
Human Resource Planning has to be a systems approach and is carried out in a set procedure. The
procedure is as follows:
1. Analyzing the current manpower inventory
2. Making future manpower forecasts
3. Developing employment programs
4. Design training programs
Steps in Manpower Planning
1. Analyzing the current manpower inventory- Before a manager makes forecast of future manpower,
the current manpower status has to be analyzed. For this the following things have to be noted-
 Type of organization
 Number of departments
 Number and quantity of such departments
 Employees in these work units

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Once these factors are registered by a manager, he goes for the future forecasting.
2. Making future manpower forecasts- Once the factors affecting the future manpower forecasts are
known, planning can be done for the future manpower requirements in several work units.
The Manpower forecasting techniques commonly employed by the organizations are as follows:
i. Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique.
ii. Trend Analysis: Manpower needs can be projected through extrapolation (projecting past trends),
indexation (using base year as basis), and statistical analysis (central tendency measure).
iii. Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or
in a division.
iv. Work Force Analysis: Whenever production and time period has to be analyzed, due allowances
have to be made for getting net manpower requirements.
v. Other methods: Several Mathematical models, with the aid of computers are used to forecast
manpower needs, like budget and planning analysis, regression, new venture analysis.
3. Developing employment programs- Once the current inventory is compared with future forecasts, the
employment programs can be framed and developed accordingly, which will include recruitment,
selection procedures and placement plans.
4. Design training programs- These will be based upon extent of diversification, expansion plans,
development programs, etc. Training programs depend upon the extent of improvement in technology
and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the
workers.
b. RECRUITMENT
The objective of recruitment is to provide a group of candidates which is large enough to let managers select
the qualified employees from that they require. Before employees can be recruited, recruiters must have
some clear ideas regarding the activities and responsibilities required in the job being filled. It has already
been said, job analysis is the first step in the recruitment process.
The next step is the preparation of a statement called either a job description or position description
containing the contents and location of the job. Once the job or position description has been determined, an
accompanying hiring or job specification is developed. A hiring specification is a written description of the
education, experience, and skills needed to perform a job or fill a position.
Recruitment is of 2 types
Internal Recruitment - is a recruitment which takes place within the concern or organization. Internal sources
of recruitment are readily available to an organization. Internal sources are primarily three - Transfers,
promotions and Re-employment of ex-employees.

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Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be
invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide
unsolicited applications also.
Internal recruitment may lead to increase in employee’s productivity as their motivation level increases. It
also saves time, money and efforts. But a drawback of internal recruitment is that it refrains the organization
from new blood. Also, not all the manpower requirements can be met through internal recruitment. Hiring
from outside has to be done.
Internal sources are primarily 3

a. Transfers
b. Promotions (through Internal Job Postings) and
c. Re-employment of ex-employees - Re-employment of ex-employees is one of the internal sources of
recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are
situations when ex-employees provide unsolicited applications also.
External Recruitment - External sources of recruitment have to be solicited from outside the organization.
External sources are external to a concern. But it involves lot of time and money. The external sources of
recruitment include - Employment at factory gate, advertisements, employment exchanges, employment
agencies, educational institutes, labor contractors, recommendations etc.
a. Employment at Factory Level - This a source of external recruitment in which the applications for
vacancies are presented on bulletin boards outside the Factory or at the Gate. This kind of
recruitment is applicable generally where factory workers are to be appointed. There are people who
keep on soliciting jobs from one place to another. These applicants are called as unsolicited
applicants. These types of workers apply on their own for their job. For this kind of recruitment
workers have a tendency to shift from one factory to another and therefore they are called as “badly”
workers.
b. Advertisement - It is an external source which has got an important place in recruitment procedure.
The biggest advantage of advertisement is that it covers a wide area of market and scattered
applicants can get information from advertisements. Medium used is Newspapers and Television.
c. Employment Exchanges - There are certain Employment exchanges which are run by government.
Most of the government undertakings and concerns employ people through such exchanges. Now-
a-days recruitment in government agencies has become compulsory through employment exchange.
d. Employment Agencies - There are certain professional organizations which look towards
recruitment and employment of people, i.e. these private agencies run by private individuals supply
required manpower to needy concerns.
e. Educational Institutions - There are certain professional Institutions which serves as an external
source for recruiting fresh graduates from these institutes. This kind of recruitment done through
such educational institutions, is called as Campus Recruitment. They have special recruitment cells
which helps in providing jobs to fresh candidates.
f. Recommendations - There are certain people who have experience in a particular area. They enjoy
goodwill and a stand in the company. There are certain vacancies which are filled by
recommendations of such people. The biggest drawback of this source is that the company has to
rely totally on such people which can later on prove to be inefficient.

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g. Labor Contractors - These are the specialist people who supply manpower to the Factory or
Manufacturing plants. Through these contractors, workers are appointed on contract basis, i.e. for a
particular time period. Under conditions when these contractors leave the organization, such people
who are appointed have to also leave the concern.
h.
c. SELECTION
As already said, the purpose of recruitment is to identify a pool of qualified candidates for a job or a position.
Managers use a selection process to evaluate each of these candidates, to make predictions of the probable
levels of job performance by each, and to choose a candidate for the job.
Any technique or procedure for choosing from among candidates is referred to as a selection device. A wide
range of selection devices are available to give human resource managers information on which to base their
decisions.
These selection devices include:

1. Application blanks:
2. References and recommendations
3. Interviews
4. Tests
5. Promote or Hire

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The Employee selection Process takes place in following order-

1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum
eligibility criteria laid down by the organization. The skills, academic and family background,
competencies and interests of the candidate are examined during preliminary interview. Preliminary
interviews are less formalized and planned than the final interviews. The candidates are given a brief
up about the company and the job profile; and it is also examined how much the candidate knows
about the company. Preliminary interviews are also called screening interviews.
2. Application blanks- The candidates who clear the preliminary interview are required to fill
application blank. It contains data record of the candidates such as details about age, qualifications,
reason for leaving previous job, experience, etc.
3. Written Tests- Various written tests conducted during selection procedure are aptitude test,
intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the
potential candidate. They should not be biased.
4. Employment Interviews- It is a one to one interaction between the interviewer and the potential
candidate. It is used to find whether the candidate is best suited for the required job or not. But such
interviews consume time and money both. Moreover the competencies of the candidate cannot be
judged. Such interviews may be biased at times. Such interviews should be conducted properly. No
distractions should be there in room. There should be an honest communication between candidate
and interviewer.
5. Medical examination- Medical tests are conducted to ensure physical fitness of the potential
employee. It will decrease chances of employee absenteeism.
6. Appointment Letter- A reference check is made about the candidate selected and then finally he is
appointed by giving a formal appointment letter.
d. INDUCTION AND ORIENTATION
Orientation and Placement- Once screening takes place, the appointed candidates are made familiar to the
work units and work environment through the orientation programs. Placement takes place by putting right
man on the right job.
e. TRAINING AND CAREER DEVELOPMENT
Training increases the knowledge and skill of an employee for doing a particular job. Non-managers are to
be trained in technical skills while managers require to develop their human relations and conceptual skills.
Training fresh employees is much easier than training the experienced ones.
Training Programs:-
The following four methods can be used by managers to determine the training needs of the employees in
their organization or department:

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1. Performance appraisal: Performance of each employee is measured against the performance standards
or objectives established for his or her job.
2. Analysis of job requirements: The skills or knowledge specified in the job description are examined and
the employees lacking necessary skills or knowledge specified therein are selected for a training programs.
3. Organizational analysis: The effectiveness of the organization and its success in meeting its goals are
analyzed for determining and identifying the area and kind of training required. For example, members of a
department with a high turnover rate or low performance record might require additional training.
4. Employee survey: Opinions of managers and non-managers are sought about the problems they
experience in their work and what actions they deem necessary for solving the problem.
Job rotation, internship and apprenticeship are some important on-the-job approaches. Vestibule training,
simulation exercises, business games, role-playing, classroom seminars, and videos are important off-the-
job means of training workers.
On-the-Job Methods
In management development programs, on-the-job methods are usually preferred. This type of training is far
more likely than the off-the-job type to be tailored to the requirements of an individual.
Four major formal on-the-job development methods are as follows:

1. Coaching: The training of an employee of a managerial cadre by his or her immediate supervising
officer is by far the most effective management development technique. Unfortunately, many
managers are either unable or unwilling to coach those they supervise.
In order to be effective, on-the-job coaching must be tempered with considerable restraint.

Employees cannot develop unless they are allowed to work out problems in their own way.
Managers quite frequently feel compelled to tell their employees exactly what to do there by negating the
effectiveness of coaching. Again, some managers sometimes feel threatened when asked to coach an
employee, fearing they are asked to create a rival. In fact, the manager has much to gain from coaching,
since a manager quite often is not likely to be promoted unless a successor is available to replace him/her.
Many organizations give much emphasis to coaching their managers. Conscientious managers often
maintain a development file for each of their employees, indicating the training he/she is receiving, the skills
he/she is acquiring, and the rate of his or her progress in performance. A record of critical incidents - situations
in which an employee displays desirable or undesirable behavior - may be included.
2. Job rotation: This involves shifting managers from position to position so that they can broaden
their experience and familiarize themselves with various aspects of the firm's operations.

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3. Training positions: This is the third method of developing managers. Trainees are given staff posts
immediately under a manager, often with the title of "assistant to." Such assignments give trainees
a chance to work with and model themselves after outstanding managers who might otherwise have
little contact with them.
4. Planned work: It involves giving trainees important work assignments to develop their experience
and ability. Trainees may be asked to head a task force or participate in an important committee
meeting. Such experiences help them gain insight into how organizations operate and also improve
their human relations skills.
Off-the-Job Methods
Off-the-job development techniques remove individuals from the stresses and ongoing demands of the
workplace, enabling them to focus fully on the learning experience. In addition, they provide opportunities for
meeting people from other departments or organizations. Thus, employees are exposed to useful new ideas
and experiences while they make potentially useful contacts.
The most common off-the-job development methods are in-house classroom instruction and management
development programs sponsored by universities and organizations such as the American Management
Association.
Management development programs almost invariably include some form of classroom instruction in which
specialists from inside or outside the organization teach trainees a particular subject. Classroom teaching is
often supplemented with case studies, role-playing and business games, or simulations. For instance,
managers may be asked to play roles on both sides in a simulated labor management dispute.
A number of organizations in the developed countries send selected employees to university-sponsored

management development programs. Many major universities have such programs, which vary from a week
to three months or more. Some universities also have one-year full-time study School of Business programs
for mid-level managers. Usually these managers are selected for promotion. They are sent to university
programs to broaden their perspectives and groom them for movement into general (as opposed to
functional) management. Such university programs often combine classroom instruction with case studies,
role-playing, and simulation.
In the USA, increasingly large corporations are assuming many of the functions of universities with regard to
advanced off-the-job training of employees. Many business firms and industrial associations offer accredited
academic degrees. Rank Xerox, Arthur Anderson, G.E. and Holiday Inns have each acquired educational
facilities that almost resemble university campuses

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f. PERFORMANCE EVALUATION
PA is the process of evaluating how effectively employees are fulfilling their job responsibilities. A provides
the basis on which managers make decisions about compensation, promotion and dismissal. Informal
appraisal can be conducted on a daily basis, and is an excellent method of encouraging desirable
performance.
Appraisals may be done in two ways - informally and formally:
Informal Performance Appraisal means the continual process of having feedback about workers' or
employees' performance. This kind of appraisal can be conducted on a day-to-day basis. The manager
spontaneously mentions that a particular piece of work was performed well or badly. On the other hand, the
employee may himself/herself follow the steps taken by the manager's office in order to find out how a
particular piece of work was received.
Because of the close connection between the behavior and the feedback on it, informal appraisal is an
excellent method of encouraging desirable performance and discouraging undesirable work. In order to be
effective, an organization’s employees must come to see informal appraisal not as a mere casual matter but
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as an important activity and an integral part of the culture of the organization.
Formal Systematic Appraisals

Formal systematic appraisal is usually done on a half-yearly or an annual basis. This kind of appraisal serves
mainly four major purposes:
(1) to keep employees informed formally as to how their current performance is being rated; (
2) to identify employees who deserve merit raises;
(3) to identify employees requiring further training, and
(4) to locate employees deserving promotion.
g. EMPLOYEE TERMINATION / SEPARATION
Job Change - Movement of personnel within an organization, i.e. their promotions, transfers, demotions
and separations is also termed job change.
Promotion involves moving an employee to a higher position. Dry promotion brings no pay benefits. Vertical
promotion moves the employee from one rank to the next higher rank.
Promotions need to be fair and objective. There should be a uniform distribution of promotional opportunities
throughout the organization. A sound promotion policy must state opportunities for advancement. There
should be finite criteria for promotion.

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Promotion policies must provide for follow-up, counselling and review.
6.1.4 EXPLAIN CAREER DEVELOPMENT AND MAINTAINING STAFF TURNOVER
Career development is the ongoing process of managing your life, learning and work. It involves developing
the skills and knowledge that enable you to plan and make informed decisions about your education, training
and career choices.
Career development is the series of activities or the on-going/lifelong process of developing one’s career. It
usually refers to managing one’s career in an intra-organizational or inter-organizational scenario. It involves
training on new skills, moving to higher job responsibilities, making a career change within the same
organization, moving to a different organization or starting one’s own business.
Career development is directly linked to the goals and objectives set by an individual. It starts with self-
actualization and self-assessment of one’s interests and capabilities. The interests are then matched with
the available options. The individual needs to train himself to acquire the skills needed for the option or career
path chosen by him. Finally, after acquiring the desired competency, he has to perform to achieve the goals
and targets set by him.

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Employees leave organizations for many reasons; oftentimes these reasons are unknown to their employers.
Employers need to listen to employees’ needs and implement retention strategies to make employees feel
valued and engaged in order to keep them. These retention methods can have a significant and positive
impact on an organization’s turnover rate. Here we’ll take a look at some of these strategies.
According to strategic planning consultant Leigh Branham, SPHR, 88% of employees leave their jobs for
reasons other than pay: However, 70% of managers think employees leave mainly for pay-related reasons.
Branham says there are seven main reasons why employees leave a company:
1. Employees feel the job or workplace is not what they expected.
2. There is a mismatch between the job and person.
3. There is too little coaching and feedback.
4. There are too few growth and advancement opportunities.
5. Employees feel devalued and unrecognized.
6. Employees feel stress from overwork and have a work/life imbalance.
7. There is a loss of trust and confidence in senior leaders.
Turnover Facts and Figures

Turnover is costly. According to Right Management, a talent and career management consulting firm, it costs
nearly three times an employee’s salary to replace someone, which includes recruitment, severance, lost
productivity, and lost opportunities.
Life Work Solutions, a provider of staff retention and consulting services, provides the following turnover facts
and rates:
 Over 50 % of people recruited in to an organization will leave within 2 years.
 One in four of new hires will leave within 6 months.
 Nearly 70% of organizations report that staff turnover has a negative financial impact due to the cost
of recruiting, hiring, and training a replacement employee and the overtime work of current
employees that’s required until the organization can fill the vacant position.
 Nearly 70 % of organizations report having difficulties in replacing staff.
 Approximately 50% of organizations experience regular problems with employee retention.
From these statistics it’s clear that it’s important to develop a retention plan to retain employees and keep
turnover low.
Retention Methods
As explained by EA Consulting Group in a recent white paper, the dilemma facing organizations is whether
to invest more time and money fine-tuning their recruitment strategy or to pay extra attention to retaining the
talent they already have. Recruiting new staff is expensive, stressful and time-consuming. Once you have
good staff it pays to make sure they stay (Main, 2008).

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Think of retention as re-recruiting your workforce. Recognize that what attracts a candidate to a particular job
is often different from what keeps that person there. While salary certainly is a key consideration for potential
employees, pay alone won’t keep them in a job (Angott, 2007). Advantageous aspects other than strictly
compensation attract good employees; something more than a number retains them. Today employees are
looking for a career package, including a comfortable company culture, career path, diversity of
responsibilities, and a work/life balance (Griffiths, 2006).
Here are some effective methods employers utilize in order to keep employees happy and part of their
organization instead of looking for employment opportunities elsewhere.
Training. Training employees reinforces their sense of value (Wingfield, 2009). Through training, employers
help employees achieve goals and ensure they have a solid understanding of their job requirements (Maul,
2008).
Mentoring. A mentoring program integrated with a goal-oriented feedback system provides a structured
mechanism for developing strong relationships within an organization and is a solid foundation for employee
retention and growth (Wingfield). With a mentoring program, an organization pairs someone more
experienced in a discipline with someone less experienced in a similar area, with the goal to develop specific
competencies, provide performance feedback, and design an individualized career development plan
(Goldenson, 2007).
Instill a positive culture. A company should establish a series of values as the basis for culture such as
honesty, excellence, attitude, respect, and teamwork (IOMA, 2008). A company that creates the right culture
will have an advantage when it comes to attracting and keeping good employees (Main).
Use communication to build credibility. No matter what the size of the organization, communication is
central to building and maintaining credibility. Many employers get communication to “flow up” through a staff
advisory council (or similar group) which solicits and/or receives employees’ opinions and suggestions and
passes them on to upper management (IOMA). It’s also important for employees to know that the employer
is really listening and responds to (or otherwise acknowledges) employee input.
Show appreciation via compensation and benefits. Offering things like competitive salaries, profit sharing,
bonus programs, pension and health plans, paid time off, and tuition reimbursement sends a powerful
message to employees about their importance at the organization. The rewards given to employees must be
meaningful in order to impact their perception of the organization and therefore have a marked influence on
its retention efforts. Moreover, if an organization promises a reward, it should keep that promise (Gberevbie,
2008).
Encourage referrals and recruit from within. Having current employees offer referrals could help minimize
confusion of job expectations. Current employees can realistically describe a position and the environment
to the individual he/she is referring. Another way an employer can lessen the impact of turnover is to hire
from within, since current employees have already discovered that they are a good fit in the organization
(Branham, 2005).

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Coaching/feedback. It’s important for companies to give feedback and coaching to employees so that their
efforts stay aligned with the goals of the company and meet expectations. During an employee’s first few
weeks on the job, an employer should provide intensive feedback. Employers should also provide formal and
informal feedback to employees throughout the year (Branham).
Provide growth opportunities. An organization should provide workshops, software, or other tools to help
employees increase their understanding of themselves and what they want from their careers and enhance
their goal-setting efforts (Branham). It’s important to provide employees with adequate job challenges that
will expand their knowledge in their field (Levoy, 2007). According to Right Management, employees are
more likely to stay engaged in their jobs and committed to an organization that makes investments in them
and their career development.
Make employees feel valued. Employees will go the extra mile if they feel responsible for the results of their
work, have a sense of worth in their jobs, believe their jobs make good use of their skills, and receive
recognition for their contributions (Levoy).
Employees should be rewarded at a high level to motivate even higher performance. The use of cash payouts
could be used for on-the-spot recognition. These rewards have terrific motivational power, especially when
given as soon as possible after the achievement. It’s important for employers to say “thank you” to employees
for their efforts and find different ways to recognize them. Even something as simple as a free lunch can go
a long way towards making employees feel valued.
Listen to employees and ask for their input as to what rewards might work best at your organization. Conduct
meetings and surveys to enable employees to share their input (Branham). Most team members will work
harder to carry out a decision that they’ve helped to influence.
Lower stress from overworking and create work/life balance. It’s important to match work/life benefits to
the needs of employees. This could be in the form of offering nontraditional work schedules (such as a
compressed work week, telecommuting, and flextime) or extra holidays. When work-life balance is structured
properly, both the employee and employer come out ahead. For example, the employer will experience more
productivity in the workplace because employees will be less stressed, healthier, and thus, more productive
(Wingfield).
Encouraging employees to set work/life goals, such as spending more time with their children, communicates
that you really do want them to have a life outside of work and achieve a healthy work/life balance.
Foster trust and confidence in senior leaders. Develop strong relationships with employees from the start
to build trust (Stolz, 2008). Employees have to believe that upper management is competent and that the
organization will be successful. An employer has to be able to inspire this confidence and make decisions
that reinforce it. An employer cannot say one thing and do another. For example, an employer shouldn’t talk
about quality and then push employees to do more work in less time. In addition, employers need to engage
and inspire employees by enacting policies that show they trust them, such as getting rid of authoritarian
style of management (Branham).

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Conclusion
It’s clear that having proper retention strategies is key in order to retain employees. According to Mike Foster,
founder and CEO of the Foster Institute, in order to foster an environment that motivates and stimulates
employees, managers need to incorporate motivation-building practices into their corporate culture. These
practices include listening to employees and respecting their opinions, basing rewards on performance, and
being available to them for everything from listening to their ideas and concerns to assisting them with their
career advancement.
Employees need to feel valued and appreciated, be given feedback, provided with growth opportunities, be
given work-life balance options, and have trust and confidence in their leaders (Branham). All of these
retention strategies are beneficial when an employer wants to keep employees within an organization and
keep costs of turnover low.
WHAT IS CAREER DEVELOPMENT?

Career development refers to "the outcomes of actions on career plans as viewed from both individual and
organizational perspectives" (Gutteridge 1986, p. 52). The outcomes desired by organizations include
achieving the best match between people and jobs. Individuals' desired outcomes range from status to job
flexibility to monetary rewards, depending upon the situation.
Career development is just one component of human resource management in organizations. Others include
control and evaluation, organizational design, and human resource planning (Gutteridge 1986).
WHY IS CAREER DEVELOPMENT NECESSARY?

Both external and internal factors influence the need for career development. Among these factors, Slavenski
and Buckner (1988) list the following:
o The need to identify and forecast personnel needs
o Social and demographic trends
o The changing nature of work
o Changing types of jobs
o Equity and a multicultural work force
o Worker productivity
o Technological change and decreasing advancement opportunities
o Organizational philosophies
Employers are motivated to establish career development programs because such programs are seen as an
effective response to various personnel problems, because top managers prefer to promote existing
employees and to ensure a good fit between the work and the worker, and because employees have
expressed interest in career development as a benefit (Gutteridge 1986). Above all, "most organizations
adopt career development programs in response to pragmatic human resource concerns and because they
believe it will help ensure a continued supply of qualified, talented personnel" (Gutteridge 1986, p. 58).

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WHAT IS THE MANAGEMENT CYCLE?
The management cycle provides a framework for career development practice. Each of the steps in the
management cycle corresponds to career development strategies that help both manager and employee
maximize career growth (Slavenski and Buckner 1988). These steps, with appropriate career development
tasks, are the following:
HIRE OR PROMOTE
Strategies at this phase focus on assessing job candidates and hiring or promoting the person whose skills
and interest’s best match the job.
ORIENT OR COMMUNICATE
This step involves making known to the new employee what is expected, what the organizational culture is
like, and what the value systems are. Some companies establish mentoring programs to assist with this task.
OBSERVE PERFORMANCE
Employee performance is measured with reference to expectations. Feedback is provided.
MANAGE PERFORMANCE
Employees are rewarded for their strengths. Positive aspects of performance are emphasized.
DEVELOP EMPLOYEE
Various tools can be used for staff development, including in-service training, career planning workshops,
and counseling and assessment services. At this stage, managers may place employees with high potential
on the "fast track."
MAKE PERSONNEL SELECTION DECISIONS

As organizational needs arise, potential employees are recruited and the cycle starts again with a job match.
WHAT ARE THE COMPONENTS OF A CAREER DEVELOPMENT PROGRAM?

Slavenski and Buckner (1988) divide the career development process into three distinct phases:
(1) staffing and orientation,
(2) evaluation, and
(3) development.
Each of these phases is composed of strategies from which the employer may choose to create a customized
career development system.
The staffing and orientation phase is composed of providing career information to the job candidate (whether
internal or external) and using selection techniques to match potential workers with the right job. The type of
career information provided may include knowledge of jobs within the organization and possible career paths
for the employee. Selection techniques that are used to match employee and employment opportunity include
assessment center exercises and job posting systems even for positions that are to be filled internally (a form
of self-selection).

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The next phase is the evaluating phase. Two key tasks in this phase are performance review and succession
planning. The purpose of performance review, from a career development perspective, is to provide feedback
to employees on their skills and knowledge, both to increase job satisfaction and to help them prepare for
their next job. Succession planning, at the initiative of the employer, links information from and about
individual employees to the human resource needs of the organization.
During the developing phase, more visible career development strategies are employed. Tools used during
this phase include career discussions between employee and supervisor, career resource centers, self-
assessment and career counseling, and career planning workshops.
Career discussions between employee and supervisor form an integral part of any career development
system. Training supervisors for their career discussion role is necessary for success; even more important
and difficult is convincing supervisors to apply that training.
Career resource centers have been found to be effective if they support a larger career development system.
According to Slavenski and Buckner, employees view career resource centers as a concrete symbol of
company support of career development and openness of information.
Although career counseling does exist in organizations, self-assessment is a more common tool. A trend
appears to be the formal incorporation of career counseling into employee assistance programs, as career
issues become more complex. Career workbooks and similar activities are currently among the most popular
self-assessment tools.
Recent policy trends have guided the design and use of career development workshops. Among the most
important are the following trends:
o Emphasis on teaching employees to feel more power
o Less encouragement for employees to explore other career fields; focus on employees experiencing
success in their current jobs o Emphasis on life career planning
For example, IBM's career planning workshop focuses on the interests, skills, and contributions inherent in
the individual's current job. Employees study their jobs' components and learn how to make the work more
challenging. In addition, participants learn how jobs evolve from business needs (Bardsley 1987).
HOW IS A CAREER DEVELOPMENT PROGRAM ESTABLISHED?
The first step in establishing career development in the workplace is the assessment of organizational needs
and the needs of individual employees. Several ready-made instruments exist to help organizations with this
step, including "What's Your Career Development Quotient?" by Farren, Kaye, and Leibowitz and the "Career
Development Opportunity Inventory" by Goldner, Hutcheson, and Otte. These instruments assist the
organization with determining what is already working in career development and what is needed (Slavenski
and Buckner 1988).
Leibowitz, Farren, and Kaye (1985) present a model for designing and implementing a career development
system. Their guidelines include the following:

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o State specifics
o Tie the program to overall human resource development
o Tailor the program to the culture
o Build from a conceptual base
o Plan long-term approaches, short-term payoff
o Design multiple approaches
o Co-design and manage the project
o Ensure top management support
o Publicize accomplishments
Evaluating the system and improving it based on those evaluations are also important steps in the creation
process. Like employee career growth, program growth should be continual.
Slavenski and Buckner (1988) conclude their paper with a list of recommendations garnered from the
literature and from their own experiences with career development in the workplace. Among their
recommendations for persons designing and implementing career development are the following:
o Link new programs to other parts of the career development system
o Design the program in terms of the specific organizational culture
o Think of career development as a process, not a program
o Involve line management
In summary, career development is now viewed as the shared responsibility of employee and employer.
Employers are implementing career development in order to match work and workers for optimal productivity.
Various tools exist that organizations can use as part of their career development system. Employers wishing
to develop such a system should first assess organizational needs and then decide which components of
career development systems would work best in their culture. Finally, it is important to evaluate and continue
to improve the career development system.
How can I reduce staff turnover?

You've put a lot of effort into getting the right mix of people in your business and the last thing you want them
to do is leave.
Recruiting is generally an expensive and time consuming process so the more you can do to keep the staff
you have the better.
Types of turnover
Spotting the trends of when employees leave your company will help you understand why they leave and
make efforts to prevent it happening in future
 Seasonal turnover — where you regularly see employees leaving at certain times of the year, such
as after a busy sales period. This is often connected to employees who have salaries that are mainly
commission based as they will look to follow environments where they can maintain money making
opportunities.

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 Responsibility turnover — sometimes you can get into an employment cycle where you make a
new recruit and once they have established themselves in the job they decide it's time to move on
as there is no next step for them to take in the organization.
 Mass exodus —the worst case scenario for a business, when a large number of employees decide
to hand in their notice at the same time. This could be down to a new manager that the team doesn't
get on with, a dispute on wages with a union, or stories in the media about potential financial trouble
in your industry.
Minimizing exits
Many of these factors are out of your control, but there are certain practices you can put in place to try and
minimize staff turnover.
 Improving recruitment — are you hiring people for now or for the future? Look to employ people
who are flexible who can meet the changing needs of the business over time.
 Communicating with employees — there's nothing that makes people feel more uncomfortable
than an air of secrecy around the business. Be open about your business, share your vision of the
future and let them know how they fit into the overall business goals.
 Listening to employees — encourage your employees to form a committee that can discuss the
issues that matter to them and have representatives who can come to the management team. You
won't be able to take on all their suggestions, but it's important to give them your full consideration.
You should also look to run anonymous surveys to get the ‘real' feelings of your employees.
 Increasing benefits — salary increases are always welcome by employees, but there are plenty of
other things you can do you improve the general workplace morale. Try and relate these to the issues
you think your company is having, for example, if you get the feeling that work-life balance may be
an issue in retention rates, offer all employees and extra day of annual leave.
 Offering praise — regularly let your employees know they are valued members of the organization.
This could be done by running an ‘Employee of the Week' competition or by increasing the incentives
on offer for hitting targets. Be careful to spread this praise around equally otherwise your staff may
become resentful towards a select few.
 Staff training and development — regular development plans show your employees that you are
thinking about their future. Ensure your managers are partaking in regular 1-2-1 meeting with their
team members to discuss how they feel about their job, their future, and their general feeling about
the working environment.
 Social events — the most successful businesses are often the ones where there is a good level of
camaraderie between colleagues. There is a fine line between providing opportunities for your
employees to connect outside the workplace and ‘forced fun', but getting employees involved in the
planning process will help to create events they want to attend.
Reacting when needed

As well as regular turnover that is somewhat predictable and preventable, you will have the unexpected
resignation that can rock the business. This is where your negotiation skills come into play. As soon as
someone has made a decision to leave it's often best to just let them go, but if you feel they are indispensable
to the business you should pull out all the stops to keep them.

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Firstly find out from them why they want to move on. Are they going for a new opportunity that is too good to
turn down? Is it purely for the money? Are they quitting work altogether to take on charity work in Africa? You
need to analyses their reasons and work out what you can do to change their mind.
If you're not successful in persuading them to stay, make sure you hold an exit interview with everyone who
leaves the company. You will be able to get some frank and honest opinion on how your business operates
and you may discover something that you can change to prevent further losses.
Rather than reducing staff turnover, there are occasions when you will want to encourage staff to leave. If
you've had the same people in a department for many years and there are now a lack of fresh ideas coming
out of the team, maybe it's time to get some fresh blood in there. But what can you do if there is no room in
the budget to bring in a new employee?
Obviously you don't want to get into the murky water of constructive dismissal, however there are certain
things you can do to make people feel like their time is up. Rather than taking away responsibility, allocate
new work to someone else. People can get very bored very quickly when their job starts to become stale.

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STAFFING
6.1 PENGENALAN
Di sini kita boleh lihat bahawa sumber organisasi yang terpenting ialah pekerjanya di mana mereka ini
menawarkan serta menyumbangkan kemahiran, bakat, kreativiti serta melahirkan daya usaha dan juga
kepimpinan ke arah pencapaian organisasi.
Beberapa perkara perlu dititikberatkan oleh pengurusan sumber manusia dalam menyumbangkan kejayaan
organisasi seperti pengambilan pekerja, kemahiran pekerja dalam menjayakan matlamat organisasi. Maka
dengan itu di antara tugas-tugas seseorang pengurus yang paling kritis ialah pemilihan, latihan dan
pembangunan orang-orang yang dapat membantu organisasi mencapai matlamat-matlamat dengan
sebaiknya.
6.1.1 DEFINISI.
Merupakan satu proses pengambilan dan pemilihan sumber manusia secara berterusan bagi mengisi
jawatan-jawatan kosong yang wujud di dalam organisasi. Atau boleh juga kita katakan penstafan merupakan
calon-calon yang berkelayakan dan mempunyai kemahiran yang sesuai dengan jawatan yang ditawarkan
akibat daripada kekosongan yang wujud umpamanya persaraan, pertukaran, perberhentian, kematian dan
sebagainya.
11.2 Proses Penstafan
Proses penstafan atau pengurusan sumber manusia mempunyai beberapa proses yang dijalankan oleh
pengurus sumber manusia digambarkan seperti rajah di bawah ini:-

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luaran
dalaman
Perancangan Sumber manusia
Pengambilan/pengrekrutan
Pemilihan
Induksi dan orientasi
Latihan dan kemajuan/pembangunan

Proses Penstafan ( Robert, Wayne Mondy; Human Resource Management, 1986)
Mari kita lihat proses-proses tersebut satu-persatu dengan

Penilaianmerujuk
prestasikepada gambarajah di atas;
PERANCANGAN SUMBER MANUSIA

Penamatan pekerja
Mengikut R Wayne Mondy dan Robert M Noe (1986), perancangan sumber manusia adalah proses di
mana pengurusan menentukan siapakah atau berapakah pekerja yang perlu diambil dan diisi pada
waktu atau masa-masa yang tertentu. Dengan kata lain ianya menemukan manusia dari luar atau dalam
organisasi untuk melaksanakan kerja-kerja organisasi.
Dalam perancangan pula, biasanya langkah-langkah berikut yang diikuti iaitu;
1. Perancangan bagi keperluan-keperluan masa hadapan.

 Keperluan tenaga pekerja untuk masa depan ditentukan berdasarkan matlamat , strategi
dan program organisasi.
2. Perancangan bagi keseimbangan masa hadapan.
 Memastikan keperluan tenaga pekerja untuk masa kini, dan masa depan adakah mencukupi
untuk menjalankan aktiviti organisasi yang dirancangkan.

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3. Perancangan bagi pengambilan dan pemilihan serta perberhentian dibuat berdasarkan ramalan
berapakah bilangan kakitangan yang akan berhenti, berpindah dan diperlukan. Perancangan
untuk pengambilan, pemilihan, penamatan perkhidmatan dan kemajuan kakitangan dibuat
mengikut keperluan organisasi.
4. Perancangan bagi pembangunan. –perseimbangan ini dapat dicapai apabila memenuhi

perancangan bagi pengambilan dan pemilihan atau perberhentian pekerja dan juga
perancangan bagi pembangunan. Perancangan pembanugnan lebih bertumpukan kepada
latihan dan juga pergerakan individu-individu di dalam organisasi berdasarkan kepda
pengalaman dan keupayaan pekerja-pekerja.
5. Pengauditan/penilaian prestasi – mengadakan penilaian ke atas sumber-sumber manusia serta

menyediakan carta penggantian pekerja bagi menunjukkan kedudukan pekerja pada semua
peringkat. Melalui carta ini, aspek berkenaan dengan kedudukan pangkat, tempoh
perkhidmatan, tarikh bersara, nama pekerja yang berpotensi/wibawa, keperluan latihan dan
bilangan jawatan kososng ditunjukkan untuk memudahkan pihak pengurusan menyelenggara
dan mengawal pekerja.
Proses perancangan sumber manusia digambarkan seperti berikut;

Persekitaran luaran
pp Persekitaran dalaman
Perancangan Sumber Manusia
Fokuskan keperluan sumber manusia Fokuskan sumber manusia yang ada
Membandingkan keperluan
Yang ada
Permintaan bekalan
Perancangan Sumber Manusia, Penstafan ( Robert,lebihan
Waynepekerja
Mondy; Human kekurangan pekerja
Resource Management, 1986)
Dua faktor yang menyebabkan perancangan sumber manusia dilakukan pula adalah;
Tiada tindakan hadkan ambilan, rekrut
( i ) Faktor Dalaman Kurangkan jam pemilihan
 perubahan dalam organisasi samada pengembangan atau pengecilan organisasi akan
mewujudkan jawatan kosong yang Bersara
meningkat
awal,atau pun dipecatkan atau dikekalkan.
berhenti

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( ii ) Faktor Luaran
 termasuk ekonomi, politik, sosial, teknologi, budaya dan pasaran. Contohnya ekonomi
meleset, sesuatu organisasi tidak dapat mengembangkan perniagaannya kerana akan
melibatkan kos yang tinggi dan pihak pengurusan perlu memikirkan perancangan yang lebih
menguntungkan dalam keadaan demikian.
PENGAMBILAN CALON PEKERJA
Ianya merupakan proses menarik minat individu yang mempunyai kelayakan tertentu mengisi atau
memohon jawatan tertentu yang wujud dalam satu-satu organisasi. Pengambilan juga dikenali dengan
rekrumen.
Kaedah pengambilan dalaman termasuklah tawaran pekerjaan dan penempatan pekerjaan dari
kalangan ahli organisasi itu sendiri.
Kaedah pengambilan luaran pula termasuklah;

 Iklan
 Agensi pekerjaan
 Merekrut melalui sekolah, kolej, universiti
 Acara tertentu seperti pameran, televisyen, internet
 Intership- menempatkan pelajar dalam pekerjaan sementara ( iaitu latihan praktikum/latihan
industri )
 Firma melatih eksekutif
 Persatuan professional
 Rujukan pekerja ( jabatan tenaga rakyat )
 Usaha individu – iaitu memohon sendiri
Kebaikan pengambilan
Dalaman Luaran
 sudah kenal antara satu sama lain.  memenuhi spesifikasi dan diskripsi
 memudahkan proses ber-komunikasi. pekerja.
 menjimatkan masa, kos dan tenaga.  tampil dengan idea dan kreativiti baru

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Keburukan pengambilan
Dalaman Luaran
 tiada idea baru dibawa masuk.  kos yang tinggi untuk melatih pekerja baru.
 berlaku perasaan dengki dan irihati.  masa menerangkan kerja-kerjanya
dibazirkan.
 komunikasi adalah tidak baik pada peringkat
awal.
Dalam proses pengambilan pekerja, pengurusan perlu membuat analisis pekerjaan. Apa pula analisis
pekerjaan itu? Mari kita lihat maksud analisis pekerjaan itu.
Analisis Pekerjaan didefinisikan sebagai satu proses yang sistematik untuk menentukan kemahiran,
tugas dan pengetahuan yang diperlukan untuk melakukan tugas di sesebuah organisasi.
Kemudian tujuan analisis pekerjaan ialah untuk menjawab;

1. Bentuk fizikal dan mental tugas
2. Bila kerja harus lengkap disempurnakan, kerana siap tidak semestinya sempurna
3. Dimana kerja harus disempurnakan (tanggungjawab kerja, objektif kerja)
 mungkin ada kerja lain selepas ini atau berkaitan dengan kerja-kerja tersebut
 ada kerja lain atau pihak lain masing-masing.
Apakah kelulusan yang disempurnakan untuk melakukan pekerjaan, contohnya telah memiliki sijil
peperiksaan Sijil Pelajaran Malaysia dan layak untuk memohon jawatan seperti kerani.
Sebenarnya maklumat analisis perkerjaan boleh dikatakan mempunyai maklumat berikut;
1. Ringkasan tugas dan tanggungjawab berkaitan dengan pekerjaan atau jawatan dan juga jawatan
lain.
2. Pengetahuan dan kemahiran yang diperlukan contohnya pengetahuan diukur melalui sijil manakala
kemahiran pula boleh membuat secara praktik.
3. Suasana kerja – contoh pensyarah memberikan kuliah dalam bilik darjah dan bukannya di tengah
padang.
4. Analisis pekerjaan terdiri dari diskripsi dan spesifikasi pekerjaan.
5. Diskripsi perkerjaan itu pula adalah dokumentasi maklumat mengenai tugas, kewajiban dan
tanggungjawab terhadap pekerjaan. Contohnya, tugas seorang jururawat berkewajiban menjaga
pesakit dan bertanggungjawab ke atas tugasnya itu iaitu menjalankan tugas dengan dedikasi.
6. Spesifikasi pekerjaan adalah spesifikasi personal diri pekerja yang mengandungi sifat-sifat pekerja
yang dapat memenuhi standard/piawaian diskripsi pekerjaan.Contohnya tadi untuk menjadi

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seorang jururawat, kelayakannya berumur 25 tahun, pernah menjalani dan mempunyai sijil kursus
kejururawatan dan sesetengahnya memerlukan pengalaman kerja sekurang-kurangnya 2 tahun.
PEMILIHAN STAF
Adalah proses memilih individu yang sesuai daripada sekumpulan pemohon dan faktor-faktor yang
mempengaruhi pemilihan adalah;
i) undang-undang di mana dapat mengelakkan diskriminasi

ii) jangkamasa buat keputusan samada cepat atau lambat ataupun sesuai
iii) jumlah pemohon di mana kadar pemilihan adalah merupakan bilangan pekerja yang dikehendaki
terhadap bilangan pemohon.
iv) Matlamat organisasi.
Manakala langkah-langkah dalam pemilihan pula adalah;
1. Menyemak borang permohonan.

 Untuk mempastikan maklumat yang dinyatakan adalah sama dengan diskripsi yang
ditetapkan.
 Untuk mendapatkan maklumat –maklumat asas mengenai calon tersebut.
 Untuk melihat setakat mana maklumbalas calon tersebut.
 Sebagai rujukan kepada firma apabila calon berkenaan telah diambil sebagai pekerja di
organisasi tersebut.
2. Temuduga Awal
 Calon-calon akan ditanya mengenai maklumat asas mengenai calon.
 Tujuannya melihat kemahiran komunikasi dan juga kesesuaian boleh buat kerja atau tidak.
3. Proses Penilaian atau Pengujian

 Untuk menguji kemahiran atau kelayakan atau IQ yang ada pada calon tersebut.
 Termasuklah juga ujian kognitif, numerikal dan taakulan.
 Tujuannya melihat kebolehan individu melakukan kerja.
4. Temuduga Peringkat kedua (dengan Majikan atau Pengurusan Atasan)

 Ujian pengetahuan pekerjaan berasaskan analisis pekerjaan
 Tujuan melihat pengetahuan mengenai tugas
 Ujian membuat tugas
 Ujian minat
 Ujian personaliti
 Ujian dadah dan AIDs

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Dari perbualan, calun dan penemuduga akan bertukar maklumat serta mendapat maklumat
tambahan. Soalan lebih menumpukan kepada meningkatkan organisasi dan bukan lagi ditumpukan
pada pendapaian akademik, pengalaman kerja, kualiti personal (fizikal, tuturkata, rekod, tenang dan
sebagainya)
Tujuannya melihat kewibawaan atau kebolehan calon mengemukakan idea bernas serta
kematangan dalam mengendalikan situasi diri yagn boleh menyumbangkan kepada organisasi dan
negara.
5. Tawaran kerja
 diberikan kepada calon-calon yang layak dan berjaya.
 diberikan setelah menjalani ujian-ujian tertentu seperti ujian kesihatan dan sebagainya.
11.2.4 Orientasi dan Induksi
a. Pepatah menyatakan memulakan sesuatu dengan memuaskan bermakna separuh dari kerja
telah dilaksanakan.
b. Gomershall dan Mayers (1996) menyatakan program orientasi yang lemah boleh merosakkan
organisasi dari segi kewangan kerana mengurangkan keberkesanan kerja dan mungkin menjadi
sebab ketidakpuasan hati.
c. Bertujuan untuk menyesuaikan pekerja baru dengan persekitaran organisasi.
d. Dalam program induksi mengandungi;
i) Maklumat mengenai organisasi seperti sejarah, perkembangan, polisi, peraturan dan struktur
organisasi itu.
ii) Memberitahu tanggungjawab pekerja, skop pekerjaan berdasarkan jawatan-jawatan yang
dipegang dan biasanya dibuat secara persendirian
e. Program ini mengambil masa yang sedikit sahaja tetapi sangat penting dibuat untuk pekerja-
pekerja.
LATIHAN DAN PEMBANGUNAN STAF
a. Latihan biasanya diberikan kepada pekerja baru, manakala pembangunan dan pembaikan pada
pekerja lama dalam sesuatu organisasi.
b. Tujuan latihan diberikan adalah untuk meningkatkan kemahiran yang sedia ada pada seseorang
pekerja untuk menyempurnakan tugas-tugas semasa
c. Tujuan pembangunan pula untuk meningkatkan kemahiran pekerja agar dapat digunakan pada
masa depan.
d. Latihan perlu diberikan kerana teori yang dipelajari tidak sama dengan praktikal, maka latihan
yan diberikan ini akan disesuaikan dengan organisasi.
e. Pembangunan menyediakan kemahiran tambahan kepada kemahiran yang sedia ada untuk
digunakan pada masa hadapan atau jangka panjang.

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f. Ada dua jenis latihan iaitu;
Latihan Semasa Kerja Latihan Perantisan atau di luar Masa Kerja

 latihan semasa bekerja  merupakan latihan yang diberikan kepada
 pekerja akan melaksanakan tugas seperti pekerja diluar pada waktu kerja
biasa tetapi pada masa yang sama, penyelia  program melatih kemahiran seperti
atau pengurus akan mengajar pekerja juruelektrik, juruteknik yang lebih kepada
 menggunakan kaedah kaunseling, projek teknikal ataupun yang tiada kaitan dengan
atau tunjukajar tugas yang dilakukan tatapi masih ada
 tujuan untuk menambah kemahiran pekerja. pertalian lagi dalam organisasi sepperti
 Kaedah latihan termasuklah pusingan kerja, sambung belajar diperingkat lebih tinggi
buat modul atau kerja kumpulan bagi seorang guru berkelulusan SPM.
 Kaedah latihan termasuklah kursus,
seminar, bengkel ataupun kolokium dan
simposium.
PENILAIAN PRESTASI
a. Merupakan satu sistem format dalam jangkamasa tertentu melihat dan menilai prestasi kerja individu
atau kumpulan.
b. Proses Penilaian Prestasi temasuklah;
i- kenalpasti matlamat penilaian prestasi seperti prestasi baik akan dapat ganjaran naik
pangkat, bonus dan sebagainya dengan tujuan menilai keberkesanan latihan atau
program yang telah diadakan.
ii- kenalkan skop pekerjaan (analisis pekerjaan)
iii- memeriksa cara-cara bekerja
iv- penilaian prestasi
v- bincang penilaian dengan pekerja dan mengambil langkah-langkah tertentu
memperbaiki kelemahan dalam pekerjaan.
c. Halangan Dalam Penilaian Prestasi termasuklah;

i- Bias ( Pilih Kasih)
 Pengurus lelaki lebih mengutamakan pekerja lelaki atau saudara maranya sahaja.
ii- Andaian yang salah

 Pengurus membuat andaian terhadap kelakuan, sikap pekerja berdasarkan
pemerhatiannya sahaja, yang boleh mempengaruhi penilaian prestasi. Contohnya
pekerja diam akan dilabelkan sebagai tidak suka bergaul atau bersosial dan akan
dihantar menghadiri seminar untuk bersosial dan memperbaiki komunikasi.

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iii- Halo Effect

 Satu keadaan di mana pengurus mengambil sifat-sifat yang tertentu yang ada
pada seseorang pekerja dan membuat satu kesimpulannya. Contohnya memakai
tudung dikatakan alim.
iv- Stereo type

 Seorang individu mengambil satu sifat tertentu dan memberi gambaran secara
keseluruhan sifat. Contohnya bertindik telinga kiri lalu dikatakan kumpulan yang
tertentu.
v- Piawaian yang berbeza bagi individu yang berbeza.

 Penilaian harus pada satu piawaian sahaja contohnya melihat pada kerja-kerja
yang telah dilaksanakan.
Cara-cara mengatasinya;
a. Peka pada keputusan dan keadaan, persekitaran pekerja dan kesan keputusan yang
dibuat.
b. Sebelum buat keputusan mesti buat analisis kebaikan (menyokong) atau kelemahan
(tidak menyokong).
c. Senaraikan semua kriteria yang digunakan untuk analisa alternatif.
d. Kurangkan andaian-andaian yang tidak berpatutan.
PERTUKARAN DAN PEMISAHAN
a. Pertukaran bermaksud bertukar jawatan atau lokasi manakala pemisahan bermaksud meletak
jawatan, bersara atau kematian iaitu keluar dari organisasi tersebut.
b. Adanya pemisahan masih lagi wujud hubungan dengan organisasi tersebut tetapi pemisahan
menyebabkan tiada lagi kaitan dengan organisasi berkenaan.
c. Apabila berlaku pertukaran dalam organisasi maka langkah-langkah awal dalam penstafan akan
dilakukan semula dan dengan kata lain proses ini akan berulang dan berterusan selagi organisasi
berjalan dalam jangkamasa panjang.

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Kepentingan staf dari segi kuantiti dan kualiti
Kuantiti.
Staf yang diambil bekerja adalah memenuhi kekosongan jawatan bagi satu-satu organisasi .
Maksudnya bilangan staf yang diambil adalah menepati bilangan yang dikehendaki supaya kuantiti
staf tadi tidak mengalami kekurangan atau berlebihan bagi setiap jawatan yang ditawarkan.
Contohnya, syarikat penghantaran bungkusan memerlukan ramai pekerja di antara 10 hingga 15 orang
yang akan menghantar dan memungut serta memunggah bungkusan. Jadi pengurusan akan
mengambil pekerja tidak kurang dari 10 orang dan tidak melebihi 15 orang.
Kualiti
Kalau kuantiti kita kaitkan dengan bilangan staf, kualiti pula kita katakan staf yang diambil itu mestilah
menepati ciri-ciri yang dikehendaki oleh majikan iaitu berkebolehan membuat kerja, berkelayakan dan
boleh membuat kerja yang dikehendaki dengan pengawasan yang paling minimum kerana ini akan
mengurangkan kos perbelanjaan organisasi. Contohnya, organisasi memerlukan seorang akauntan,
maka calon yang memohon untuk diambil bekerja mestilah mempunyai kelayakan dan pengalaman
yang maksima dalam bidang kerja tersebut kerana apabila terpilih sudah tentu ia dapat melakukan
kerja dengan baik berdasarkan pengetahuan dan pengalamannya.
Pengurusan Pampasan Dan Faedah
Membentuk sistem pampasan yang berkesan dan cekap merupakan fungsi pengurusan sumber manusia
yang penting kerana bagi pekerja, pampasan dan faedah adalah perkara utama yang mereka
pertimbangkan semasa memohon pekerjaan atau ingin kekal dalam pekerjaan tersebut.
Tujuan sistem pengurusan pampasan dan faedah adalah untuk menarik minat dan mengekalkan individu
yang berkebolehan dalam organisasi. Tanpa pentadbiran yang cekap akan memberikan banyak masalah
dan seterusnya menjejaskan imej organisasi. Ini adalah kerana pampasan dan faedah mempunyai
pengaruh yang kuat terhadap motivasi, sikap, kepuasan kerja dan produktiviti pekerja. Sebagai contoh,
organisasi yang menawarkan lebih banyak kemudahan seperti perubatan, elaun lebih masa dan perumahan
selain daripada gaji yang tinggi dapat menarik lebih ramai pekerja untuk memohon jawatan yang ditawarkan
selain dapat mengekalkan pekerja sedia ada.
Milkovich dan Newman (1993) mendefinisikan pampasan sebagai semua bentuk pulangan kewangan dan
perkhidmatan nampak serta faedah-faedah lain yang diterima oleh pekerja sebagai sebahagian daripada
perhubungan pekerjaan.
Secara umumnya sesebuah organisasi akan memberikan pertimbangan kepada perkara-perkara berikut
apabila hendak menentukan jumlah gaji atau upah yang akan diberikan kepada pekerja. Ia melibatkan:

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a. Faktor-faktor penglibatan atau sumbangan pekerja kepada organisasi seperti: pengalaman, prestasi,
seniority dan kelayakan.
b. Faktor-faktor yang berkaitan dengan deskripsi kerja seperti tugas, tanggungjawab dan keadaan kerja
c. Jumlah pampasan atau gaji yang dibayar oleh organisasi lain yang berada di dalam industri yang sama.
Milkovich dan Newman (1993) telah menegaskan bahawa sistem pampasan organisasi sepatutnya dapat
mencapai 3 perkara iaitu:
1. Kecekapan
Ia merupakan objektif utama sistem pampasan iaitu membawa kecekapan dalam melaksanakan tugas. Ia
termasuklah meningkatkan prestasi, kualiti menyeluruh, fokus kepada pelanggan dan kawalan kos.
2. Keadilan
Ia merupakan asas dalam pembentukan sistem pampasan yang memastikan keadilan dalam amalannya
untuk semua individu yang berkaitan dengan pekerjaan.
3. Pematuhan
Ia adalah objektif yang melibatkan pematuhan program pampasan mengikut undang-undang dan
peraturan pampasan yang telah ditetapkan.
Faktor yang mempengaruhi Pakej Pampasan dan Faedah
Keuntungan Syarikat
Saiz Syarikat
Jawatan yang dipegang dan
prestasi
Lokasi Geografik TAHAP PAMPASAN DAN

FAEDAH
Jenis kerja yang dilakukan
Falsafah Pengurusan
Jenis Perniagaan
Kesatuan
Insentif Buruh atau Modal

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Rajah Menunjukkan Faktor Menentukan Tahap Pampasan dan Faedah. ( Pengurusan Organisasi , Mohd
Hizam Hanafiah dan Zafir Mohad Makhbul )
Jenis kerja yang dilakukan

Kerja yang berbeza memerlukan jenis dan tahap kemahiran yang berbeza. Oleh itu semakin tinggi dan sukar
kerj a yang dilakukan maka semakin tinggilah ganjaran yang akan diterima.
Jenis Perniagaan yang dijalankan.

Jawatan di sektor swasta mempunyai pakej pampasan dan faedah yang lebih menarik berbanding dengan
sektor kerajaan ataupun sektor bukan keuntungan. Perbezaan ini lebih ketara bagi jawatan-jawatan di
peringkat pengurusan. Contohnya, perniagaan peruncitan memberikan pampasan yang lebih rendah
berbanding dengan perniagaan komunikasi.
Kesatuan
Jika organisasi mempunyai kesatuan maka bayaran pampasannya adalah lebih baik berbanding dengan
organisasi yang bebas dari kesatuan.
Insentif Buruh atau Modal

Jika perniagaan yang dijalankan berintensifkan buruh, ia tidak mengambil lebih banyak pekerja untuk
melaksanakan kerja-kerja organisasi tetapi sebaliknya pekerja ini mestilah mempunyai pengetahuan dan
kemahiran yang tinggi. Pekerja yang berkemahiran tinggi kebiasaannya mendapat sistem ganjaran yang
lebih baik.
Falsafah Pengurusan.
Terdapat organisasi yang mempunyai falsafah bahawa mereka tidak akan membayar pekerja lebih banyak
berbanding denga apa yang mereka perolehi. Manakala terdapat organisasi yang membayar pekerjanya
dengan kadar yang lebih tinggi untuk menarik minat dan mengekalkan pekerja terbaik dalam organisasi.
Lokasi Goegrafik
Pada kebiasaannya kawasan geografik yang mana kos sara hidup adalah tinggi biasanya akan memberikan
sistem pampasan yang lebih baik berbanding dengan kawasan geografik yang mempunyai kos sara hidup
yang rendah.
Keuntungan Syarikat.
Jika organisasi mengalami kejatuhan dari segi keuntungan, maka pasti ia akan memberi kesan besar ke atas
pemberian pampasan dan juga faedah.
Saiz Organisasi
Organisasi yang bersaiz lebih besar kebiasaannya memberi pampasan yang lebih menarik berbanding
dengan pampasan yang diberikan oleh organisasi yang bersaiz sederhana atau kecil.

------------------------------------------------------------------------------------------------------------------------------------------
Jawatan yang dipegang dan Prestasi yang ditunjukkan.
Pakej pampasan dan faedah yang lebih baik diberikan kepada pekerja yang menunjukkan prestasi yang
lebih baik berbanding dengan mereka yang menunjukkan prestasi kerja yang rendah.

Chapter 6 Staffing

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DPB3013-Principles of Management 1

6.1.1 DEFINE STAFFING IN ORGANIZATION

Nature of Staffing Function

By : Mohd Shah Bin Hj Yunus, JP, PKS 1

6.1.2 EXPLAIN THE IMPORTANCE OF STAFFING

By : Mohd Shah Bin Hj Yunus, JP, PKS 2

6.1.3 ELABORATE THE STAFF HIRING PROCESS

a. HUMAN RESOURCE PLANNING

Steps in Manpower Planning

By : Mohd Shah Bin Hj Yunus, JP, PKS 3

By : Mohd Shah Bin Hj Yunus, JP, PKS 4

Internal sources are primarily 3

By : Mohd Shah Bin Hj Yunus, JP, PKS 5

These selection devices include:

By : Mohd Shah Bin Hj Yunus, JP, PKS 6

The Employee selection Process takes place in following order-

d. INDUCTION AND ORIENTATION

e. TRAINING AND CAREER DEVELOPMENT

By : Mohd Shah Bin Hj Yunus, JP, PKS 7

Four major formal on-the-job development methods are as follows:

In order to be effective, on-the-job coaching must be tempered with considerable restraint.

By : Mohd Shah Bin Hj Yunus, JP, PKS 8

A number of organizations in the developed countries send selected employees to university-sponsored

By : Mohd Shah Bin Hj Yunus, JP, PKS 9

Appraisals may be done in two ways - informally and formally:

Formal Systematic Appraisals

g. EMPLOYEE TERMINATION / SEPARATION

By : Mohd Shah Bin Hj Yunus, JP, PKS 10

Promotion policies must provide for follow-up, counselling and review.

6.1.4 EXPLAIN CAREER DEVELOPMENT AND MAINTAINING STAFF TURNOVER

By : Mohd Shah Bin Hj Yunus, JP, PKS 11

Turnover Facts and Figures

By : Mohd Shah Bin Hj Yunus, JP, PKS 12

By : Mohd Shah Bin Hj Yunus, JP, PKS 13

By : Mohd Shah Bin Hj Yunus, JP, PKS 14

WHAT IS CAREER DEVELOPMENT?

WHY IS CAREER DEVELOPMENT NECESSARY?

By : Mohd Shah Bin Hj Yunus, JP, PKS 15

WHAT IS THE MANAGEMENT CYCLE?

MAKE PERSONNEL SELECTION DECISIONS

WHAT ARE THE COMPONENTS OF A CAREER DEVELOPMENT PROGRAM?

By : Mohd Shah Bin Hj Yunus, JP, PKS 16

HOW IS A CAREER DEVELOPMENT PROGRAM ESTABLISHED?

By : Mohd Shah Bin Hj Yunus, JP, PKS 17

How can I reduce staff turnover?

By : Mohd Shah Bin Hj Yunus, JP, PKS 18

Reacting when needed

By : Mohd Shah Bin Hj Yunus, JP, PKS 19

By : Mohd Shah Bin Hj Yunus, JP, PKS 20

11.2 Proses Penstafan

By : Mohd Shah Bin Hj Yunus, JP, PKS 21

Perancangan Sumber manusia

Induksi dan orientasi

Latihan dan kemajuan/pembangunan

Mari kita lihat proses-proses tersebut satu-persatu dengan

PERANCANGAN SUMBER MANUSIA

Dalam perancangan pula, biasanya langkah-langkah berikut yang diikuti iaitu;

1. Perancangan bagi keperluan-keperluan masa hadapan.

By : Mohd Shah Bin Hj Yunus, JP, PKS 22

4. Perancangan bagi pembangunan. –perseimbangan ini dapat dicapai apabila memenuhi

5. Pengauditan/penilaian prestasi – mengadakan penilaian ke atas sumber-sumber manusia serta

Proses perancangan sumber manusia digambarkan seperti berikut;

Fokuskan keperluan sumber manusia Fokuskan sumber manusia yang ada

By : Mohd Shah Bin Hj Yunus, JP, PKS 23