STAFFING

What Staffing involves:

Staffing is the management function which refers to putting people into the framework of an organization. This function necessarily starts with the specification of jobs to be done to accomplish goals and hence it has close link with organizing activities of the enterprise. In other words, staffing helps in supply of manpower to carry out the activities towards accomplishment of the prescribed objective. Further, staffing is the executive function which involves the selection, training, appraisal and promotion of people working in an enterprise. This function deals with the employees direct , and as such, the entire question relating to them are handled under it. Since it covers many aspects relating to people , it may be called a complex function. It is not the mere selection of persons including in it, rather it takes into account suitable training, appraisal or evaluation of persons to determine their proficiency and promoting the most suitable hands to higher position. Consequently, this function requires vigilance and through knowledge of human psychology. We mean by staffing selection of subordinate managers to carry on with the assignment of work effectively and efficiently. Consequently, our entire attention will be around these executive. Selection of person is the most difficult job as outer appearance sometimes deceives the selector. A sharp estimation of character, temperament and understanding of the subject matter often becomes difficult and most tiresome. However, modern management has made it a necessary function for managers to perform, especially in the light of authority is delegated but not the responsibility and, as such, the ultimate responsibility of success or failure of the enterprise activities directly rest with the top management. Therefore, the responsibility of staffing must also be executives, so that accountability can be pinpointed. We believe staffing function to be a part of management process and that it must be performed by all the executives of an enterprise.

The Shortage Marginal Manpower:

Almost all the countries whether developed or under-developed have the problem of shortage of managers. The reasons for these situations are complex and far reaching. However, if we go into detail, we may find the following as the most important factors responsible for it.

1. Rapid development of modern enterprises:

The pace with which industries are developing is so fast that it can not be equaled by the supply of the managers. Time required in establishing industries or expanding them is far lesser than that of training and equipping personals for managerial jobs. Hence, the supply of managers always lags behind, and as a result, we face dearth of managers in industries.

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In Pakistan also industrial development has been much faster than producing managers. Being an industrially backward country at the time of partition, it got a great fillip after independence in industrial development. Rapid development of industries within a short period of time opened many jobs for managers. However, till 1955 no concrete attempt was made to produce executives. The institute of business administration, under university of Karachi, was the first institution to start producing junior s executive followed by institute of personal management and management association of institute. Since for producing managers at least 2 to 3 academic years are required and that too they are produced in small numbers, the supply of managers in our country remained far lesser than requirements, and as a result we often find executive jobs being handled by unqualified persons.

2. Tardy Recognition of the Problem:

Another reason for the shortage of managers may be the slow recognition of the need of managers or their ability by those who have been at the top of management. Businessman mainly diverted their energy and resources towards establishment and expansion of industries. They never cared for the numbers of executive jobs that will be created and qualified managers they will need. Business men in Pakistan never cared to assess this need seriously and no concrete step was taken by them to produce managers. Pakistan industrial development corporation was the first to take care of this problem and in order to improve managerial efficiency it introduced in-service training program.

3. Lack of Managerial Teaching:

Managerial training may be provided by universities. In fact, they are the reliable source on which all enterprises depend. However, managerial teaching requires qualified, experienced and competent persons. They are available, but not large in number. Moreover, they are costly, as to acquire the services of experienced hands for managerial teaching; attractive salary is to be offered. That is why, we find only few industries carrying on with business administration program. There are only a few institute of business administration imparting business education for managers in our country. This cannot meet the entire requirements of the country and hence, there is the shortage.

4. Uncertainties of businessmen:
Businessmen could not plan the managerial training in the past mainly because they were not certain about their future. Super competition, market fluctuations, development of substitutes, political upheavals, and economic vagaries, were some of the reasons why businessmen remained uncertain and indefinite of their future. Therefore, no proper planning for managerial trainin g program was ever initiated by business magnates. They also did not even request the universities to provide such facilities as a result, shortage of managers continued to remain. Uncertain government policies in Pakistan, and fear of nationalization, kept the businessmen simply guessing. They never looked to this problem seriously. Therefore, the country continues to face the problems of shortage of managers even now.

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Sources of Managerial personnel:

There are two common sources, from where we may get qualified managers for an enterprise. These sources have their own importance and limitations. They include the following:

1. Promotion from within:

Perhaps the most reliable source of getting qualified, experienced and reliable managers is the business is the business unit itself. Fresh graduates by the enterprise get all support and encouragement to increase their knowledge, experience and their capability. If they are interested, sincere and devoted to their duties, they can improve their selves a lot with the passage of time. It will be reasonable if such hands are given recognition of their talents and capability by giving them due promotion. In this way, the business will not only get the required number of managers easily, but it will make them more devoted and conscious of their duties.

2. Selection from Outside:

Some businessmen go for recruiting managers from outside the enterprise. They advertise the post, invite applications, hold interviews and then finally pick up the best possible hands. They follow the policy, because they believe that this will help them to discover better hands, and employ fresher talent. They believe in injecting new ideas, new talents, new minds and better hands through going for managers from outside the enterprise. Apparently, this source appears to be good, but in fact it is unreliable. The all-round shortage of managers cannot even one application for each job. Moreover, the employees of the enterprise may resent this policy as they may find that their future promotion has either been sealed or has been made very difficult. Discontentment in employees may lead to frustration and the spirit for efficient and devoted work may altogether vanish. However, the certain posts, which require skills of high degree, this source may be tapped.

SOCIAL RESPONSIBILITY Of MANAGERS

Following are the responsibilities of the manager. 1. To get the maximum possible return with the least cost. 2. To get the work done through the efforts of subordinate people. 3. A good manager brings all-round efficiency in the working of an enterprise and this is one Aspect of his responsibility. 4. He should neither indulge into profiteering nor become self-seeker. 5. It should be well known to all managers that business enterprise usually comes to stay for indefinite period and its primary objectives is to serve consumers and help in the betterment of society 6. Managers must realize that their action or decisions should not only bring profit to the business, but also cause the maximum satisfaction to consumers. Page -3-

7. They must think of their social responsibility which demands better services, better quality products and competitive selling price.

THE INCENTIVES TO THE MANAGER:

A good enterprise aims at creating a condition which really motivates a manager to serve with maximum devotion and sincerity. For, it believes that whatever capability, experience, or knowledge an executive can have4, he cannot put his best efforts unless he is fully satisfied with his career .

1. OPPORTUNITY FOR A PROGRESSIVE CAREER

Enterprise must assure a progressive career; that is prospects of promotion at a reasonable interval. This attraction makes a man to develop his capability as far as possible through devoted and sincere efforts. In turn, the management gains by getting better and efficient performance from him and at the same time making him to stay in the enterprise.

2. CHALLENGE IN MEANINGFUL WORK

Persons with real aptitude for management have a desire to put up their best. Opportunity for challenging work makes a talented person stay on to show better performance and earn quick promotion. I n fact it is an attraction for honest, sincere and devot ed executives.

3. FINANCIAL REWARD
Remuneration given to employee should be reasonable and according to their status he enjoys. A reasonable salary which is justified offered to an executive which would makes him mentally satisfied and fully contented.

4. AUTHORITY/POWER
An executive can only show his worth or capability when he has free atmosphere to work at Therefore, a careful delegation of authority, made to an executive, provides him satisfactory atmosphere to work with maximum devotion and the least interferences.

5. PRESTIGE
Every employee at what ever position he is working is entitled for human respect; respect to his own self. This is a natural urge that must be fully met if we want real sincerity and devotion from an employee. Managers must get due respect as it is their natural desire. By giving them respect only we can obtain the best from them.

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