Systems approach to HR, an overview of staffing function

The managerial function of staffing relates to the total management system. Specifically enterprise plans become the basis for organization plans, which are necessary to achieve enterprise objectives. The present and projected organization structure determines the number and kinds of managers required. These demands for managers are compared with available talent through the, management inventory. On the basis of this analysis, external and internal sources are utilized in the processes of recruitment, selection, placement, promotion, and separation. Other essential aspects of staffing are appraisal, career strategy, and training and development of managers.

Staffing, as seen in the model, affects leading and controlling. For instance, well trained managers create an environment in which people, working together in groups, can achieve enterprise objectives and at the same time accomplish personal goals. In other words, proper staffing facilitates leading. Similarly selecting quality managers affects controlling, for example, by preventing many undesirable deviations from becoming major problems.

Staffing requires an open-system approach. It is carried out within the enterprise, which, in turn, is linked to the external environment. Therefore, internal factors of the firm such as personnel policies, the organizational climate, and the reward system must be taken into account. Clearly, without adequate rewards it is impossible to attract and keep quality managers.

The external environment cannot be ignored either; high technology demands well trained, well educated and highly skilled managers. Inability to meet the demand for such managers may well prevent an enterprise from growing at a desired rate.

Factors affecting the number and kinds of Managers required:

The number of managers needed in an enterprise depends not only upon its size but also upon the complexity of the organization structure, the plans for expansion, and the rate of turnover of managerial personnel. The ratio between the number of managers and the number of employees does not follow any law. It is possible, by enlarging or contracting the delegation of authority, to modify a structure so that the number of managers in a given instance will increase or decrease regardless of the size of an operation.

Although the need for determining the number of managers required has been stressed here, it is clear that numbers are only part of the picture. Specifically, the qualifications for individual positions must be identified so that the best suited managers can be chosen. This kind of detailed analysis is required to fill the managerial position requirements.

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