Organization and

Management
Quarter 2 – Module 2:
The concept and
nature of staffing.
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Organization and
Management
Quarter 2 – Module 2:
The concept and
nature of staffing.
Introductory Message
For the facilitator:
Welcome to the Organization and Management Grade 11 Alternative Delivery Mode (ADM) Module
on The concept and nature of staffing!
This module was collaboratively designed, developed and reviewed by educators both from public
and private institutions to assist you, the teacher or facilitator in helping the learners meet the
standards set by the K to 12 Curriculum while overcoming their personal, social, and economic
constraints in schooling.
This learning resource hopes to engage the learners into guided and independent learning activities at
their own pace and time. Furthermore, this also aims to help learners acquire the needed 21st century
skills while taking into consideration their needs and circumstances.
In addition to the material in the main text, you will also see this box in the body of the module:

Notes to the Teacher

This contains helpful tips or strategies that will help
you in guiding the learners.

As a facilitator you are expected to orient the learners on how to use this module. You also need to
keep track of the learners' progress while allowing them to manage their own learning. Furthermore,
you are expected to encourage and assist the learners as they do the tasks included in the module.
 For the learner:
Welcome to the Organization and Management Grade 11 Alternative Delivery Mode (ADM) Module
on The concept and nature of staffing!
The hand is one of the most symbolized part of the human body. It is often used to depict skill, action
and purpose. Through our hands we may learn, create and accomplish. Hence, the hand in this
learning resource signifies that you as a learner is capable and empowered to successfully achieve the
relevant competencies and skills at your own pace and time. Your academic success lies in your own
hands!
This module was designed to provide you with fun and meaningful opportunities for guided and
independent learning at your own pace and time. You will be enabled to process the contents of the
learning resource while being an active learner.
This module has the following parts and corresponding icons:

This will give you an idea What

of the Iskills
Needortocompetencies
Know you are expected to learn in the module.
This part includes an activity that aims to check what you already know about the lesson to take. If you get all the
answers correct (100%), you may decide to skip this module.
This is a brief drill or review to help
What you link the current lesson with the previous one.
I Know
In this portion, the new lesson will be introduced to you in various ways such as a story, a song, a poem, a problem
opener, an activity or a situation.
This section provides a brief discussion
What’s In of the lesson. This aims to help you discover and understand new concepts
and skills.
This comprises activities for independent practice to solidify your understanding and skills of the topic. You may
What
What’sis New
It
check the answers to the exercises using the Answer Key at the end of the module.
What’s More
This includes questions or blank sentence/paragraph to be filled in to process what you learned from the lesson.
This section provides an activity which will help you transfer your new knowledge or skill into real life situations
or concerns.
HaveDo
What I Can Learned
This is a task which aims to evaluate your level of mastery in achieving the learning competency.
Assessment
In this portion, another activity will be given to you to enrich your knowledge or skill of the lesson learned. This
also tends retention of learned concepts.
This contains answers to all activities Activities
Additional in the module.

At the end ofAnswer Key you will also find:

this module

References This is a list of all sources used in developing

this module.

The following are some reminders in using this module:

1. Use the module with care. Do not put unnecessary mark/s on any part of the module. Use a
separate sheet of paper in answering the exercises.
2. Don’t forget to answer What I Know before moving on to the other activities included in the
module.
3. Read the instruction carefully before doing each task.
4. Observe honesty and integrity in doing the tasks and checking your answers.
5. Finish the task at hand before proceeding to the next.
6. Return this module to your teacher/facilitator once you are through with it.
If you encounter any difficulty in answering the tasks in this module, do not hesitate to consult
your teacher or facilitator. Always bear in mind that you are not alone.
We hope that through this material, you will experience meaningful learning and gain deep
understanding of the relevant competencies. You can do it!
 What I Need to Know

This module is designed and created to help you understand the different organizational
design, training programs and steps in the recruitment process.

At the end of this module, you will be able to:

1. Discuss the different organizational design;

2. Recognize the different training programs; and

3. Explain the steps in the recruitment and selection process.

 What I Know

Read the statement below. Analyze the situation and underline the words or phrase that you
think can identify themselves to the organization.

Anna is a simple girl who dreams of becoming a Human Resource Officer someday. She
wants to be with people handling, leading, understanding them. She is interested on managing others,
and she knew ABM strand would help her achieved her goal it will be the stepping stone and a door
that will open lots of opportunity for her.

She is always driven to study because she wants to give her family a better life and a better
future, she also wanted to know the nature of staffing, the external and internal forces that can affect
the decision and needs of the Human Resource Officer. She has an interest in different and
organization and wanted to understand the difference between formal organization and informal
organization.

Every day, when she goes to school, she walks at the street where ABC Corporation
building located, her eyes are glued for 2-3 minutes, she dreams that she is standing in front of
the building as a Human Resource Officer. It’s her motivation for going and striving hard.

When she is at home, she read a lot about management or she will open her laptop and search
for staffing, recruitment and selection. She always looks forward for her dreams, with passion and
commitment she strives and study at her best believing one day all her dream will come true, she
knows the fruitful success are always muddy and hard at the beginning.
 Lesson
Definition and Nature of

1 Staffing.
Staffing, according to Dyck and Neubert (202), is the Human Resource function of
identifying, attracting, hiring and retaining people with necessary qualifications to fill the
responsibilities of current and future jobs in the organization. The number of managerial personnel or
non-managerial human resources needed by an organization depends upon the size and complexity of
its operations, its plan for branching out or increasing products and turnover rates of both types of
human resources, among others. Besides considering their number, the qualifications for the
individual positions must be identified, so that the best-suited individuals for the job positions may be
selected for hiring.

THE MANAGEMENT AND NON-MANAGERIAL HUMAN RESOURCES INVENTORY

Awareness of the management potential within an organization can be accomplished with the
use of an inventory chart, also called management succession/replacement chart. This chart is similar
to the general organization chart used by the company but limited to managerial positions and the
names of potential successors (promotable, satisfactory but not promotable, dismissed etc.)
Recruitment by external means may follow if there are no qualified successors.

The need for non-managerial human resources may be ascertained by the use of a general
organization chart to identify vacant job positions that need to be filled or by direct reports from
department/unit heads or supervisors. Mangers need not make detailed succession planning, as these
job positions are less sensitive. Suggestion for internal replacements or successors for vacant non-
managerial positions are usually done as the need arises. External recruitment also follows if no one
within the organization is fitted for the job position that was declared vacant.

Staffing has two main components: recruitment and selection. The process of identifying and
attracting the people with the necessary qualifications is called recruitment while selection is choosing
who to hire. Staffing steps include: 1.) the identifying of job vacancies, job requirements, as well as
work force requirements; 2.) checking internal environment of the organization for human resources;
3.) external recruiting; 4.) selecting those with essential qualifications for the job opening; 5.) placing
the selected applicant; 6.) promoting; 7.) evaluating performance;
8.) planning of employee’s career; 9.) training of human resources; and 10.) compensating
human resources.
 EXTERNAL AND INTERNAL FORCES AFFECTING PRESENT AND
FUTURE NEEDS FOR HUMAN RESOURCES.

Present and future needs for managers and other human resources are affected by both
external and internal forces. External forces include economic, technological, social, political and
legal factors. For example, economic progress in a particular country may bring about increased needs
and wants among people, resulting, in turn, in increased demand for certain products, followed by the
expansion of the company and its workforce, as well as increase or a decrease in demand for
managers and other human resources.

The firm’s goal and objectives, technology, the types of work that have to be done, salary
scales and the kinds of people employed by the company are among the internal factors or forces that
affect staffing. For example: salary scales offered by a company may not be high enough to attract
personnel who are really qualified for the job. Also, this may encourage fast managerial and labor
turnover.

RECRUITMENT

In the event of a job opening, administrators must be careful when recruiting and choosing
who to bring into the organization. They must see to it that their new recruit processes the knowledge
and skills needed to be successful in helping their company achieve their set goals and objectives and
the he/she is suited for the job position and the job design.

Recruitment may either be external or internal. In external recruitment, outside sources are
considered in the process of locating potential individuals who might want to join the organization
and encouraging them to apply for actual or anticipated job vacancies. Unsolicited applications and
referrals from employment agencies and schools are examples of sources outside the company from
which management could select and applicant who best fits the job opening.

In internal recruitment, filling job vacancies can be done through promotions or transfer of
employees who are already part of the organization. In other words, recruitment is within the
organization.

METHODS OF EXTERNAL AND INTERNAL RECRUITMENT

External recruitment methods include:

Advertisements – though websites, newspapers, trade journals, radio, television, billboards, posters
and e-mails among others.
Unsolicited applications – received by employers from individuals who may or may not be qualified
for the job openings.

Internet recruiting – independent job boards on the Web commonly used by job seekers and
recruiters to gather and disseminate job opening information.

Employee referrals – are recommendations from the organization’s present employees who
usually refer friends and relatives who they think are qualified for the job.

Executive search firms – also known as “head hunters” help employers find the right person for a
job. Such firms seek out candidates with qualifications that match the requirements of the job
openings that their client company hopes to fill.

Educational institutions – good sources of young applicants or new graduates who have formal
training but with very little work experience. For technical and managerial positions, schools may
refer some of their alumni who may have the necessary qualifications needed for the said job
positions.

Professional associations – may offer placement services to their members who seek employment.
Employers may make use of the listings that they publish in their journals regarding members who are
available for possible recruitment or hiring.

Labor unions- possible sources of applicants for blue-collar and professional job jobs.

Public and private employment agencies – may also be good sources of applicants for different
types of job vacancies for they usually offer free service while private one’s charge fees from
both the job applicant and the employers soliciting referrals from them.

As mentioned earlier, internal recruitment is done within the organizations. Most managers prefer to
follow a policy of filling job openings through promotions and transfer. In this way, they lessen the
chances of losing the organization’s top performers. Recruitments may be done by using
company bulletin boards, company newsletters and recommendations from department or unit heads,
among others.

Both external and internal recruitment have their own advantages and disadvantages.
 EXTERNAL RECRUITMENT ADVANTAGES

1. Advertising and recruiting through the Internet reach a larger number of possible applicants, thus,
increasing the possibility of being able to recruit applicants suited for the job.

2. Applicants who submit applications and resumes through their own initiative are believed to be
better potential employees because they are serious about getting the job.

3. Employee referrals from outside sources are believed to be high quality applicants because
employees are generally hesitant to recommend persons who are not qualified for job openings.

4. Executive search firms usually refer highly qualified applicants from outside sources because
they make an effort to check applicants’ qualifications before recommending them to client firms who
pay for their services.

5. Educational institutions know the capabilities and qualifications of their graduates, hence,
increasing the chances of their ability to refer qualified applicants to potential employers.

EXTERNAL RECRUITMENT DISADVANTAGES

1. The cost and time required by external recruitment are the typical disadvantages of suing this
recruitment method. Advertising job openings and the orientation and training of newly hired
employees from outside sources, as well as sorting out large volumes of solicited or unsolicited job
applications present challenges in budgeting time and money.

2. Another disadvantage of external recruitment is the possibility of practicing bias or entertaining

self-serving motives in the referral of friends and relatives by current employees and in the
recommendation of private employment agencies of job applicants.

INTERNAL RECRUITMENT ADVANTAGES

1. Less expenses are required for internal recruitment advertising; newsletters, bulletin boards, and
other forms of internal communication may disseminate information to current employees interested
to apply for job openings within the company.
2. Training and orientation of newly promoted or transferred current employees are less expensive
and do not take too much time since they are already familiar with company policies.

3. The process of recruitment and selection is faster because the candidate for transfer or promotion
is already part of the organization.

INTERNAL RECRUITMENT DISADVANTAGES

1. The number of applicants to choose from is limited.

2. Favoritism may influence a manager to recommend a current employee for promotion to a

higher position.

3. It may result in jealousy among other employees who were not considered for the position. Some
may also accuse the management of bias for choosing an employee who is perceived to be less
qualified for the job opening.

SELECTION

In many companies, selection is continuous because of fast turnover, resulting in vacancies

that have to be filled. Another reason for this is the review of applicants on the waiting list. The
selection process typically includes the following steps.

1. Establishing the selection criteria – Selecting human resources in an organization requires

understanding of the nature and purpose of the job position which has to be filled. Job design must be
based on the objective analysis of position requirements and must meet both organizational and
individual needs. Skills must also be considered depending on the job position and its position in the
organizational hierarchy.

2. Requesting applicants to complete the application form – Application forms must be completed
because these provide the needed information about the applicant. Management will find it easier to
decide whether an applicant meets the minimum requirements for experience, education, etc., if the
application forms are accurately filled out by the applicant.

3. Screening by listing applicants who seem to meet the set criteria – This involves the preparation
of a shortlist of applicants who meet the minimum requirements of the job position to be filled. It is
done to avoid wasting of time by conducting interviews who do not meet the set criteria for the job
opening.
4. Screening interview to identify more promising applicants – Here, a shortlist of applicants is
prepared. Included in the list are applicants who will be asked to undergo formal interview by the
supervisor/manager; applicants who are deemed to be most fitted for the job opening to this shorter
list.

5. Interview by the supervisor/manager or panel interviewers –Through formal interview of the

most promising applicants, other characteristics of the applicants may be revealed or observed by the
supervisor/manager or panel interviews. Such characteristics include the applicant’s self-confidence,
positive or negative self- esteem, honesty, ability to relate well with others, and positive or negative
life experiences which may affect his or her job performance, among others, Interviewers must have
trained so that they will know what to look for.

6. Verifying information provided by the applicant – To make sure that the applicant has not given
false information about himself or herself, verification is necessary. Background checking must also
be done to avoid the hiring of applicants with criminal record and to ascertain that he or she has good
moral character.

7. Requesting the applicant to undergo psychological and physical examination – Having a healthy
mind and a healthy body is important for good job performance. Hence, applicants must be requested
to undergo psychological and physical examinations prior to hiring.

8. Informing the applicant that he or she has been chosen for the position applied for – Informing the
applicant may be done verbally or in writing by the managers who give the final decision regarding
the company’s rules and regulations for hiring an applicant must be given in this step.

Interviews are important in determining the qualifications of an applicant and gauging his or her
ability to perform a job. Interviews may come in different forms.

TYPES OF JOB INTERVIEWS

Structured Interview – the interviewer asks the applicant to answer a set of prepared questions –
situational, job knowledge, job simulation, and worker requirements questions

Unstructured Interview – The interviewer has no interview guide and may ask questions freely.

One-on-one interview- one interviewer is assigned to interview the applicant.

Panel interview – several interviewers or a panel interviewer may conduct the interview of
applicants; three to five interviewers take turns in asking questions.
Similarly, there are different kinds of employment tests administered to measure or test and
applicant’s specific skill of capacity.

Types of employment test are 1. intelligence test, 2. proficiency and aptitude tests,
3. personality tests, 4. vocational tests.

What’s In

Write the letter of the correct answer for each item.

1. It is a type of interview that the interviewer asks the applicant to answer a set of prepared set of
questions.
a. Unstructured interview
b. Panel interview
c. Structured interview
d. One-on-one interview
2. It is the process of choosing individuals who have the required qualifications to fill present and
expected job openings.
a. interview
b. selection
c. need
d. want
3. Refers to filling in all organizational job positions
a. staffing
b. recruitment
c. hiring
d. leading
4. Refers to recruitment from outside sources
a. internal recruitment
b. external recruitment
c. staffing
d. recruitment
5. It is an external recruitment method that received by employers from individuals who may or may
not be qualified for the job openings.
a. internet recruiting
b. unsolicited applications
c. advertisements
d. labor union

Notes to the Teacher

This module will prepare the learners to analyze diagrams in explaining how
materials cycles in the environment.

What’s New
Write T if the statement is true and F if the statement is false.
1. Executive search firm also known as “head hunter;” help employers find the
right person for a job.
2. Labor unions are possible sources of applicants for blue-collar and professional jobs.
3. External recruitment refers to recruitment from outside sources.
4. Selection is the determining of an applicant’s qualifications in order to gauge
his or her ability to do the job.
5. Interview is the process of choosing individuals who have the required qualifications to
fill present and expected job openings.
E

What is It
SELECTION – is the process of choosing individuals who have the required qualifications to fill
present and expected job openings.

INTERVIEW – the determining of an applicant’s qualifications in order to gauge his or her

ability to do the job.

EXTERNAL RECRUITMENT- refers to recruitment done from outside sources.

INTERNAL RECRUITMENT – refers to recruitment done within the organization.

RECRUITMENT – a set of activities designed to attract qualified applicants for job position
vacancies in an organization.

STAFFING – refers to filling in all organizational job positions.

SYSTEMS APPROACH TO STAFFING – is the step-by-step way of filling job positions in

organizations, considering variables such as numbers and kinds of human resources needed, open
managerial and nonmanagerial positions, potential successors to open job position etc.
 What’s More

MODIFIED TRUE OR FALSE

If the statement is correct, write True. If not, underline the word which makes the statement
incorrect, then write the correct answer on the blanks provided before each number.

1. Selection is the process of choosing individuals who have the required qualifications
to fill present and expected job openings.

2. Interviews are important in determining the qualifications of an applicant and gauging his
or her ability to perform a job.

3. Selecting human resources in an organization requires understanding of the nature and

purpose of the job position which has to be filled.

4. Unsolicited applications are through websites, newspapers, trade journals, radio

television, billboards, posters and e-mails among others.

5. Structured Interview refers to the interviewer that has no interview guide and may ask
questions freely.

What I Have Learned

FILL IN the blanks with WORDS that will complete the statements below.

In the event of a job opening, 1. must be careful when recruiting and

choosing who to bring into the organization. They must see to it that their new recruit processes the
knowledge and skills needed to be successful in helping their company achieve their set goals and
objectives and the he/she is suited for the job position and the 2. .

Recruitment may either be 3. or 4. . In external recruitment,

outside sources are considered in the process of locating potential individuals who might want to join
the organization and encouraging them to apply for actual or anticipated job vacancies. 5. and
referrals from employment agencies
and schools are examples of sources outside the company from which management could select and
applicant who best fits the job opening.

What I Can Do

Rearrange the jumbled letters to form the correct words that fit to the meaning of the
statement for every number. Write your answer to the space provided after each statement.

SNOITASOSIAC NALPROSSEFIO

1. May offer placement service to their members who seek employment. Employers may make use
of the listings that they publish in their journals regarding members who are available for possible
recruitment or hiring.

SMIRF HRCAES TIVEEXECG

2. Also known as “head hunters” help employers find the right person for a job.

EEYPLOME SLARRREFE

3. Are recommendations from the organization’s present employee who usually refer friends and
relatives who think they are qualified for the job.

SIONNU RLOAB

4. Possible sources of applicants for blue-collar and professional jobs.

NETNIRET CRREUIGINT

5. Independent job boards on the Web commonly used by job seekers and recruiters to gather and
disseminate job opening information.
 Assessment

IDENTIFICATION: Write the correct answer on the space provided before the number.

1. Selecting human resources in an organization requires understanding of the nature

and purpose of the job position which has to be filled. Job design must be based on the objective
analysis of position requirements and must meet both organizational and individual needs. Skills must
also be considered depending on the job position in the organizational hierarchy.
2. Application forms must be completed because these provide the needed information
about the applicant. Management will find it easier to decide whether an applicant meets the
minimum requirements for experience, education, etc., if the application forms are accurately filled
out by the applicant.
3. To make sure that the applicant has not given false information about himself or
herself, verification is necessary. Background checking must also be done to avoid the hiring of
applicants with criminal record and to ascertain that he or she has good moral character.
4. Having a healthy mind and a healthy body is important for good job performance.
Hence, applicants must be requested to undergo psychological and physical examination.
5. May also be a good sources of applicants for different type of job vacancies for they
usually offer free services while private one’s charge fees from both the job applicant and the
employers soliciting referrals from them.
6. Good sources of young applicants or new graduates who have formal training but
with very little work experience. For technical and managerial positions, schools may refer some of
their alumni who may have the necessary qualifications needed for the said job positions.
7. It is a type of interview that the interviewer asks the applicant to answer a set of
prepared questions – situational, job knowledge, job simulation, and worker requirement questions.
8. It is a type of interview that one interviewer is assigned to interview the applicant.
9. It is a type of interview that several interviewers or a panel interviewer may conduct
the interview of applicants; three to five interviewers take turns in asking questions.
10. The process of choosing individuals who have the required qualifications to fill
present and expected job openings.
 Additional Activities

WORD POOL Complete the statements using the correct words given in the box. Write your answer
on the blank provided for every number.

♦Advertisement
♦Internet Recruiting
♦Labor Unions
♦ Panel Interview
♦Informing the applicant that he or she has been chosen for the position applied for.
♦Requesting the applicant to undergo psychological and physical
examination.
♦Staffing
♦Interview by the supervisor/manager or panel interviewers.
♦Screening interview to identify more promising applicants.
♦Screening1.by Independent
listing applicants who seem
job boards to Web
on the meet commonly
the criteria.used by job seekers and
recruiters to gather and disseminate job opening information.
2. Possible sources of applicants for blue-collar and professional jobs.
3. Through websites, newspapers, trade journals, radio television, billboards,
posters and e-mails among others.
4. Several interviewers or a panel interviewer may conduct the interview of
applicants; three to five interviewer may conduct the interview of applicants; three to five
interviewers take turns in asking questions.
5. These involves the preparation of a shortlist of applicants who meet the
minimum requirements of the job position to be filled. It is done to avoid wasting of time by
conducting interviews with applicants who do not meet the set criteria for the job opening.
6. Informing the applicant may be done verbally or in writing by the
managers who give the final decision regarding the applicant’s hiring.
7. Having a healthy mind and a healthy body is important for good job
performance. Hence, applicants must be requested to undergo psychological and physical
performance.
 8. Here, a shortlist of applicants is prepared. Included in the list are the applicants
who will be asked to undergo formal interview by the supervisor/manager; applicants who are deemed
to be the most fitted for the job opening belong to the shorter list.
9. Refers to filling in all organizational job positions.

10. This involves the preparation of a shortlist of applicants who meet the
minimum requirements of the job position to be filled. It is done to avoid wasting of time by
conducting interviews with applicants who do not meet the set criteria for the job opening.
 Additional Activities

Read the questions and choose the letter of the correct answer.

1. Refers to the process of choosing individuals who have the required qualifications to fill present
and expected job openings.
a. Selection
b. Structured Interview
c. Recruitment
d. Organization

2. Refers to filling in all organizational job positions.

a. Staffing
b. System approach to staffing
c. Leadership
d. Advertisements

3. To make sure that the applicant has not given false information about himself, herself verification
is necessary. Background checking must also be done to avoid the hiring of applicants with criminal
record and to ascertain that he or she has good moral character.
a. Establishing the selection criteria.
b. Requesting applicants to complete the application form.
c. Verifying information provided by the applicant.
d. Requesting the applicant to undergo psychological and physical examination.

4. Here, a shortlist of applicants is prepared. Included in the list are the applicants who will be asked
to undergo formal interview by the supervisor/manager; applicants who are deemed to be the most
fitted for the job opening belong to the shorter list.
a. Informing the applicant that he or she has been chosen for the position applied for.
b. Interview by the supervisor/manager or panel interviewers.
c. Screening interview to identify more promising applicants.
 d. Assigning responsibility.

5. Several interviewers may conduct the interview of applicants; three to five interviewers take
turns in asking question
a. Online Interview
b. One on One interview
c. Peer to peer interview
d. Panel Interview

6. Informing the applicant may be done verbally or in writing by the managers who give the final
decision regarding the applicant’s hiring.
a. Screening by listing applicants who seem to meet the criteria.
b. Requesting applicants to complete the application form.
c. Verifying information provided by the applicant.
d. Informing the applicant that he or she has been chosen for the position applied for.

7. Possible sources of applicants for blue-collar and professional jobs.

a. Educational Institution
b. Labor Union
c. Street
d. Café

8. May offer placement services to their members who seek employment. Employers may make use
if the listings that they publish in their journals regarding members who are available for possible
recruitment or hiring.
a. Recruitment
b. Professional associations
c. Staffing
d. Interview

9. It is done within the organization. Most managers prefer to follow a policy of filling job openings
through promotions and transfer. In this way, they lessen the chances of losing the organization’s top
performers. Recruitment may be done by using company bulletin boards, company intranet,
company newsletters and recommendations from department or unit heads, among others.
 a. Internal Recruitment
b. External Recruitment
c. Organization
d. Management

10. These are types of employment test EXCEPT.

a. Time Test
b. Intelligent Test
c. Personality Test
d. Vocational Test
Answer Key