Staffing - Concept

Staffing refers to the management process which aims at filling various posts identified in an organisation structure. It commences with workplace planning and includes functions like recruitment, selection, training, development, compensation, performance appraisal and promotion. Staffing function is required because of growing size of organisation, rapid advancement of technology and complicated behaviour of human beings. Features of staffing:
•    pervasive function,
•    concerned with people,
•    wide scope and continuous function,
•    pervasive function performed by all the managers at all levels of an organization,
•    concerned with people and deals with employees both as individuals and as a group.
Scope includes broad range of activities like recruitment, selection, placement, training and promotions etc. Importance of staffing:
•    helps in obtaining competent personnel,
•    ensures high performance,
•    guarantees continuous survival and growth,
•    assures optimum utlisation of human resources,
•    improves job satisfaction and
•    affirms achievement of organisational goals.
Human resource management (HRM) is defined as a set of functions performed for acquiring, training, maintaining and motivating, human resources for achieving personal, business and social objectives of an enterprise. HRM aims at planning, developing and administering policies and programmes to ensure effective utiisation of human resources, desirable working relationships among all the members and enhancement of individual capabilities through proper training and development. Scope of HRM includes:
•    maintaining labour relations and union management relations,
•    handling grievance and complaints,
•    providing for social security
•    welfare of employees and
•    avoiding legal complications.
Evolution of HRM has undergone stages like labour welfare stage, personnel management and HRM stage. The process of staffing involves compensation, performance appraisal and promotion and carrer planning.


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