NATIONAL COLLEGE OF BUSINESS AND ARTS

Bachelor of Science in Business Administration Department

Fairview, Quezon City

LECTURE NOTES NO. 3

Subject Code: BOM Description:  BUSINESS ORGANIZATION AND MANAGEMENT  Term: First Semester
Period: Midterm Period Academic Year:2021-2022 Prepared by: Group 3

STAFFING

DEFINITION AND NATURE

 Staffing is the process of recruiting, selecting, and training of men.

 It means putting the right men on the right jobs.
 Staffing involves manning the organizational structure through proper and effective evaluation,
selection and development of people to perform the roles.
 Staffing consider as part of organizing by some educators and authors.
 Staffing has to develop into a relevant and important part of knowledge and practice in management.

All business organizations should focus their attention and be concerned about the effectiveness and
efficiency of their employees, especially their managers. The function of staffing has to do with managing an
organization structure so, that it can completely operate in the present and the future. This function must be
considered as part and parcel of the whole system of management.

Staffing function includes:

 The determination of manpower needs.

 The discovery of persons to fill these needs.
 Their recruitment and employment.
 Their placement and orientation.
 The rearrangement of team members through promotion and transfers.

RECRUITMENT
 Is the process of encouraging, inducing, or influencing applicants to apply for a certain vacant position.
 Whenever there are vacancies, it is necessary to find a person to fill those vacancies.

STEPS IN RECRUITMENT

Step 1: Studying the different Jobs in the Company & Writing Job Descriptions &
Specifications
Job description defines the duties and responsibilities of a particular position which an individual must possess
in order to do the job successfully.

Job specification gives the specific qualifications required for the position such as:

 Amount and type of experience needed

 Special training
 Skills and physical qualifications
 Age and other requirements.

Step 2: Requisition of New Employee

To inform the personnel department, the line supervisor or the department head concerned should accomplish a formal
requisition form, indicating the position to be filled, the date when the new employee will be needed, his pay rate, the
required qualifications of the employee, the job description, approval by the responsible official of the company, and
other pertinent data.

Step 3: Actual Recruitment of Applicants

The applicants are induced to apply to in the company in order that their qualifications for present and
anticipated vacancies can be evaluated through sound screening and selection procedures.

SOURCES OF LABOR/APPLICANTS
 Internal – employees recruited within the company.
 External – applicants requited through schools, references, advertisements, placements agencies,
etc.

SELECTION
It refers to the act of choosing the outstanding qualified individuals from the number of available qualified
candidates who are most likely to succeed on the job.

STEPS IN SELECTION

Step 1: Receptions of applicants.

Some of the applicants are limited by means of preliminary or sight screening. The applicants are eliminated
base on their apparent characteristics such as age, height, physical conditions etc. In screening the applicants
are being interviewed and classified.

Step 2: Preliminary Interview.

The purpose of this interview are, to find out how qualified the applicants is for the vacancy, to give the
applicants the information he needs to order to decide to take the job if offered to him, and to create good
will for the company.

Step 3: Application Form

The application form is used:
1. As a guide when interviewing the applicants.
2. As a basis for eliminating applicants with unfavorable personal date.
3. For matching the qualification of the applicants with the job requirements as indicated in the job
description and specifications.
4. For checking the applicants school record, references and former employees.
5. As part of the employee’s permanent record and for communicating with the employees or his family.

Step 4: Employment Test.

The employment officer goes over the application forms. It contains and from the impression the officer
gathers at the preliminary interview. The purpose of testing is to measure the applicant's abilities. They also
help make an objective comparison among applicants.

Step 5: Final selection by Immediate Supervisor or Department Head Employment involves

three decisions:
1. Management decides as to whom among the applicants best fit the job would be hired.
2. The applicant’s decision as to whether or not the job is the right one for him after the supervisor has
discussed the job duties.
3. The supervisor must decide if the applicant is the kind of man who can be a work with him in hid team.
The supervisor or head of the unit making the request for the new employee make the final choice
from among the applicants who have passed screening by the employment office.

Step 6: Physical and Medical Examination

The selected applicant is required to pass a physical and medical examination.
1. To prevent contamination of contagious diseases.
 2. To prevent the hiring of liability employees this may result in absenteeism, hospitalization expenses.

Step 7: Hiring.
When the candidate has passed all the selections requirements and is chosen, he is finally sent to the
personnel department for the complete of the hiring process.

Step 8: Orientation/ Induction / Indoctrination

An effective orientation program has an immediate and lasting on the new employee and can make the
difference between a new employee’s success and failure. Job applicants get some orientation to the
organization even before they are hired, sometimes through the organization reputation: how it treats of the
employee and the type of products or services it provides.

TRAINING
According to the Labor Code of Philippines, it is a systematic development of the attitude
/knowledge/behavior patterns for the adequate performance of a given job or task.

IDENTIFYING TRAINING NEEDS

Trainings must be aimed at the accomplishment of some organizational goals or mission of the company and
such as more efficient production methods or ways that will help the company desire’s and improved quality
products/services or reduced operating costs. An organization should only commit its resources to training
that can help in achieving its objectives. And we will decide on a specific training activities or methods in an
organization that will require a systematic and accurate of analysis of training needs.

This is will you identify training needs of an organization:

1. Explore overall performance.
2. Compare yourself to similar organizations.
3. Perform individual assessments.
4. Consider your industry.
5. Different training programs for different roles.
6. Train for common job requirements.

COMMON TYPES OF TRAINING

1. On-the-job Training
- It is normally given by a senior employee or supervisor. The trainee is shown how to perform the job
and allowed to do it under the trainer’s supervision. One method of it called job rotation or cross
training. Wherein the employee learns several different jobs.
2. Vestibule Training
- In this kind of training the procedure and equipment similar to those used in the actual job are set up
in a special working area called a vestibule. Wherein the trainee is then taught on how to perform the
job by a skilled person and is able to learn a job at a comfortable pace without pressure.
- This kind of method is expensive.
- This training is commonly used for training typists, operators, bank tellers, pilot and all other similar
jobs.

3. Apprenticeship Training
- This kind of training dates back to biblical times. It is frequently used to train personnel in skilled
trades, such as carpenters, mechanics and all other similar jobs. This period generally last from one
month to one year. Where the trainee works under the guidance of a skilled worker.

4. Classroom Training
- This training is conducted off the job and is probably the most familiar method of training. This training
is an effective means of quickly getting information to a large group with no knowledge of the subject
being presented.
- It is used frequently for technical, professional and managerial and all other similar jobs.

5. Programming Instruction
- The increased availability and lower cost of computers have made the use of programmed instruction
more attractive. Programmed instruction requires the trainee to read material on a particular subject
and then to answer questions about the subjects. If the answers are correct, the trainee moves on to
new material. If the answers are incorrect, the trainee is required to read the material and answers
other additional questions. The material of the instruction can be presented either text form or video
displays.

6. Management Development Program

- This kind of program is systematic process of training and growth by which individuals gain and apply
knowledge, skills, insights and attitudes to manage work organization effectively.
- Management development needs to be a planned, systematic process that integrates the
organization’s response to changing external and internal environments with the aspirations of
individual.
- To be successful, it must have the full support of the organization’s to executives.
- It should be designed, conducted and evaluated on the basis of the goals of the organization, the needs
of the manager involved, and probable changes in the organization’s management team.

Most popular methods:

 Understudy Assignment
 Coaching
 Experience
 Job rotation

HUMAN ASSET ACCOUNTING

Human Asset (for human resources) accounting attempts to place a value on an organization’s human asset.
It’s the cost incurred (expense) by the organizations in recruiting, hiring, training and developing their
employees. The proponents of human asset accounting feel that the quality of the human resources in an
organization should be shown on its balance sheets.

METHODS FOR FINDING THE FINANCIAL VALUE OF AN ORGANIZATION’S HUMAN RESOURCES:

1. Start-up Cost - the original cost of hiring and training personnel as well as the cost of developing
working relationships.
2. Replacement Cost - the estimated cost of replacing current employees with others of the equivalent
talents and experience.
 3. Present-Value Method - multiply the present value of the wage payments for the future five years
times the firm’s efficiency ratio.
4. Goodwill Method - allocates a portion of the company’s earnings in excess to the industry advantage
(goodwill) to human resources.

MOVEMENTS OF PERSONNEL
Movement of an employee from one organization to another based on his skills and the requirements and
needs of various organizations.

TRANSFER
The term "transfer" refers to the shifting of an employee from one position to another without increasing his
duties, responsibilities, or pay. When a transfer has been made, management has to double-check to make
sure that there are valid reasons for it, and that the employee will not suffer any setback as a result of it.

PROMOTION
The term "promotion" refers to the shifting of employee to a new position to which both his status and
responsibilities are increase. When a promotion is made however, it should be deserved. An employee should
not be given a promotion when he has not earned it or when others are better qualified and more deserving.
Length of service must also be considered. When employees equally deserve to be promoted as far as ability
and performance are concerned, promotion usually goes to the person who has seniority.

SEPARATION
Separation from the employment of the company may either be temporary or permanent, voluntary or
involuntary.

 LAY OFF - is temporary and involuntary, usually traceable to a negative business condition. It is customarily
assumed that those who are laid off will be re-employed as soon as business returns to normal.
 DISCHARGE - is permanent separation of an employee, at the will of the employer, a person may be
discharged if he is not competent in his job even after (as often happens, but not always) an honest
effort has been made. A worker guilty of breaking the rules may be also be subject to a discharge if the
seriousness of the infraction merits such action.
 RESIGNATION - is the voluntary and permanent separation of an employee due to low morale, low
salary, etc. In some instances, forced resignation is used as a good substitute for discharge.
 RETIREMENT - can either be voluntary or involuntary. It is voluntary if an employee retires upon
reaching the number of years of services in company as provided by its policies. It is involuntary if one
retires upon reaching the retirement age of 65.

GROUP 3 MEMBERS
AGUILA, ARIELLE JANN JOSON
ALBINO, SEPTIMO JR. CALDA
ARELLANO, IRISH MAE CASTILLO
ARIAS, SHAKLE CADILO
BACAY, JESSHELLE FELICIA
BARTOLO, JEREMAE BERDUM
BASSIG, JOSHUA VILLANUEVA
BAYOG, PRINCESS LIZETTE NACEPO
BENOYO, BERNT JARRELL LUCAS
BILLENA, ANGELICA MARIE MENDOZA