Those who fail to plan, plan to fail.

Content (2 nd quarter)

Chapter 5: Staffing
Chapter 6: Leading
Chapter 7: Controlling
Chapter 8: Introduction to the Different Functional
Areas of Management
Chapter 9: Special Topics in Management
Curriculum Guide
 Staffing LC 20

“Human beings are the most important, potent, and

critical, resource of any organization, and yet the
least understood and the worst managed of its
resources. ”
Staffing LC 20

 Staffing involves recruitment, selection, induction

and positioning the people in the organization.

 Training, retraining, development, mentoring

and counseling are important aspects of
staffing.

 Decisions on remuneration packages

are part of staffing.
 Procedures in Recruitment, Selection and Hiring LC 21

• 1. study the different jobs in the company

• 2. requisition for a new employee
• 3. recruit qualified applicants
• 4. sight-screen applicants
• 5. have application form filled out
• 6. select those who will undergo testing
• 7. check applicant’s work experience, school records & personal references
• 8. interview
• 9. match the applicant with the job
• 10. do the final selection of the best qualified
• 11. have applicants undertake physical exam & secure security clearances
• 12. hire the chosen candidate
 Procedures in Recruitment, Selection and Hiring LC 21

• Sources of Applicants
• 1. Internal sources
• Employment Tests
• 2. referrals
• 1. mental alertness test
• 3. external sources
• 2. clerical aptitude tests
• Job advertisement
• 3. shop arithmetic tests
• Employment centers or agencies
• 4. mechanical aptitude tests
• Campus recruitment
• 5. proficiency, trade or
• Internships
achievement tests
• Job fairs/ special events
• 6. personality tests
• Online recruitment / e-
recruitment
 Training Definition and Objectives LC 22

 Training is a learning process that involves the

acquisition of knowledge, sharpening of skills,
concepts, rules, or changing of attitudes and
behaviors to enhance the performance of
employees.
 Training Definition and Objectives LC 22

 Objectives of Training
 Productivity – to make the employee do his job more efficiently
 Effectiveness on the present job – to make the employee improve or
increase his skills or knowledge in areas that the training endeavors to
develop
 Qualification for a better job – to prepare him for another job that is either
more difficult or higher in category so that he can overcome obsolescence
 Morale booster – to improve the employee’s attitude
 The Training Process LC 22

 1. Training Needs Analysis – It refers to the process used to determine if

training is necessary; it identifies specific job performance deficiencies and
increases productivity
 2. Designing the Training Programs/ Training Objectives – After determining
training needs, objectives must be established to meet those needs
 3. Validation – Introduce and validate the training before a representative
audience
 4. Implementation of the Training Program – Completing the training design
does not mean that the work is done because implementation phase
requires continual adjusting, redesigning and refining.
 5. Training Evaluation – This checks whether training has had the desired
effect
 Types of Training LC 22

 Employee training and development may be given while the

employee is on the job or away from the job. It may be in any of
the following forms:

*Orientation of new employee *Job rotation

*On-the-Job training (OJT)
*Special projects or assignments
*Conferences, lectures, seminars
*Travel or observation tours
*Internet/intranet (distance learning)
*Apprenticeship training
*Guidance & counselling
*Supervisory training
*Study grants
*Study abroad
 Training Methods LC 22

 Cognitive methods – dwell on giving theoretical training to the trainees

 1. Lecture/ Discussion Approach
 2. Demonstrations/ Hands-on Method
 3. Computer Based Training
 4. Virtual Reality
 Behavioral methods – are more of giving practical training to the trainees
 1. Games and Simulations
 2. Case Studies and Role Playing
 3. On-the-Job Training
 Performance Evaluation LC 23

 Performance is measured in terms of result. Performance

may be defined then as the accomplishment of an
employee or manager’s assigned duties and outcomes
produced on a specified job function or activity during a
specified period of time.
 Performance review/ evaluation refers to a systematic
description and review of an individual’s job
performance.
 Wages vs Salaries LC 23

 Wages – generally refer to hourly compensation paid to

skilled and unskilled workers or those peforming blue-
collar jobs, with time as basis in the computation.
 Salaries – is income paid to andividual not on the basis of
time but on the basis of performance. Salaries are usually
given to professional and managerial employees or
those who are performing white-collar jobs.
 Classification of Employee Benefits and Services LC 23

 A. Mandatory Employee Benefits/Legally Required Benefits in the

Philippines
*SSS *employee’s compensation
*HDMF *night shift differential
*GSIS *service incentive leave
*HDMF *paternity leave
*PhilHealth *meal and rest periods
*Holiday pay *premium payment
*13th month pay
 Classification of Employee Benefits and Services LC 23

 B. Benefits Given because of Management Generosity

*Holiday christmas bonus *Midyear bonus
*Cost of living allowances *Paid holiday and vacation leaves
*Sick leave *Emergency / bereavement leave
*Birthday leave *Healthcare coverage
*Group life insurance *Pension plans
 Management-Labor Relations LC 24

 Labor relations – the relationships between the employees and

management
 Labor organization/union - an organization of employees that
uses collective action to advance its members’ interests with
regards to wages, benefits, working conditions, etc
 Labor disputes – refer to questions or controversies regarding
terms and conditions of employment
 Strike – any temporary stoppage of work as a result of a labor
dispute
 Lockout – temporary refusal of any employer to furnish work
Management-Labor Relations LC 24
Reward System LC 26