UNIT 1 INTRODUCTION TO HUMAN RESOURCE

PLANNING

CONTENTS

1.0 Introduction
2.0 Objectives
3.1 Main Content
3.2 Definitions and Terminologies
3.2.1 The Human Resource, Philosophy and Procedure
3.2.2 Human Resources Policies and Practice
3.2.3 Historical Evolution of Human Resource
Management
3.2.4 Human Resources Management as a Process
System
3.2.5 Human Resources Management or Personnel
Management
3.2.6 Models of Human Resources Management
3.17 Human Resource Management: Functions
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Reading

1.0 INTRODUCTION

In this unit an attempt is made to present the basic idea about Human
Resource Management. This includes the philosophy, the need for
human resources in any organization and the issue of human resource
planning. A student will need to understand these to be able to
appreciate specific issues you will follow in subsequent units. It will
include definitions and terminologies in Human Resources, functions
and the difference(s) if any between Human Resources Management and
Personnel Management.

2.0 OBJECTIVES

At the end of this unit, you should be able to:

 define what Human Resource Management is

 trace the historical evolution of Human Resource Management.
 state models of Human Resource Management
 advance the functions of Human Resource Management.
3.1 MAIN CONTENT

3.2 Definitions and Terminologies

Human Resource Management (HRM) is the term used to refer to the

philosophy policies, procedures and practices relating to the
management of people within an organization. Human Resource
Management is the process of achieving the best fit between individuals,
jobs, organization and the environment. It is the process of bringing
people and organizations together so that the goals of each are met.
According to Byan and Rue, Human Resource Management
encompasses those activities designed to provide for and co-ordinate the
human resources of an organization… Human resource functions refers
to those tasks and duties performed in an organization to provide for and
co-ordinate the human resources.
Features of Human Resources Management.
In all these definitions the emphasis is clearly on integration of
individual and organizational objectives so as to attain effectiveness. On
the basis of these definitions some basic facts of Human Resources
Management emerges.

Human Resource is concerned with employees both as individuals and

as a group in attaining g goals. It is also concerned with behaviour,
emotional and social aspects of personnel.

It is concerned with the development of human resources,

knowledge, capability, skill, potentialities and attaining and
achieving employees- goals, including job satisfaction.

 Human Resources Management pervades the organization.

Every person in an organization is involved with personnel
decisions.

 It is concerned with managing people at work. It covers all

types of personnel. Personnel work may take different shape
and form at each level in the organizational hierarchy but the
basic objectives, achieving organizational effectiveness
through effective and efficient utilization of human resources
remains the same. It is basically a method of developing
potentials of employees so that they get maximum satisfaction
of their work and give their best efforts to the organization.

Importance of Human Resources Management

Human resources, along with financial and material resources

contribute to the production of goods and services in an organization.
This is where Human Resources Management plays a crucial role. It
helps the organization in multi-farious ways.
 (i) Good Human resource practice can help in attracting and
retaining the best people in an organization. Planning alerts
the company to the types of people it will need in the short,
medium and long-run.

(ii) It appropriates recruitment and selection activities, identify the

best people for available jobs and make sure they are placed in
suitable position.

(iii) Performance appraisals and training develop individuals who

need skills, knowledge and attitudes different from those they
currently possess.

(iv) Good human resources practice can also motivate organizational

members to do outstanding work

SELF ASSESSMENT EXERCISE 1

Explain the concept of Human Resources Management

3.1.1 Historical Evolution of Human Resources Management

The existing literatures on the historical evolution of human resources

management are not unanimous on the origin of the subject; writers
have traced the history based on the economic development of their
countries.

The American version of the origin of human resource management

noted its origin in the pre-industrial era of 1400 – 1700 and ran
through nine sequential stages which are: The Industrial revolution
and the factory system, the emergence of managerial capitalism,
industrial psychology, the World War I and the emergency of
personnel administration, the human relations movement the “g
olden age” of industrial relations, the quality of work-life, and finally
the emergency of contemporary Human Resources Management
functions.

On the other hand, the British history of the evolution of human

resources management has been a haphazard process which occurred in
an unplanned fashion, informed by environmental forces in industry,
business and society than to logical or conscious development.

Nevertheless, six major stages can be identified in the British version of

the evolution of Human Resources Management.

The first phase is the WELFARE-ERA (1915 – 1920s). This was the
period that the management of factions have to provide employees with
welfare facilities such as canteen, medical centres and showed interest in
employee‟s personal well-being.

The second is Personnel Administration which covered 1930‟s – 1940‟s.

The need to provide factory managers with personnel support services in
the area of recruitment, training and record keeping here accentuated by
the great depression of 1930‟s

3.1.2 Human Resources Management as a Process System

According to the process system analysis, “human re source system

management is the systematic planning development and control of a
network of interrelated process, affecting and involving all members
of an organization.
The purpose of this section is to emphasize the system concepts in
managing human resources as such as a conceptual model is useful in
planning, designing, implementing and assessing the value of manpower
development programs. In order to understand to process system
analysis, we begin by a conceptual definition of the words process and
system.

Process: A process is a series of tasks or activities to be performed in

sequential order to accomplish an objective. It is also an identifiable
flow of interrelated events moving towards some goals.

Perceiving human resources management as a process implies that one

function or stage invariably leads to the other.

System: A system is a particular set of procedures or devices designed

to manage a process in a predictable way. It is also a group of
interrelated parts working together to form a whole. Therefore a system
consists of various subsystems

According to the process system analysis, Human Resource

Management is the systematic planning development and control of
network of interrelated process affecting and involving all members of
an organization. These processes include:

- Human Resources Planning

- Job Design
- Staffing
- Training and Development
- Performance Approach and Review
- Compensation and Reward
- Employees Protection and Participation
- Organizational Improvement.
At the beginning of every planning, performance and feedback cycle,
techno forecast, market analysis, and the capabilities of the organization
are combined in the corporate planning process to obtain the objectives.
These objectives can be seen as the annual performance targets of the
firm. The statement of organizational objectives then becomes the single
major input into the human resource management system. Based on the
overall objectives plans, human resource management system are made.
These human resource plans consist of actions which must be taken by
 human resources department in order to actualize the objectives. These
actions can be classified into two categorises:-

(1) Staffing the organization

(2) Modifying the environment within which the organization

performs.

The human resource plans that are related to the manpower need of the
organization are combined with the inventory of manpower resources to
produce the staffing plans of the organization. To accomplish this, the
statement of manpower requirement must be both defined in terms of
skills, training, expected performance level and other requirements. The
sub systems relating to the modification of the internal environment are
the organizational development systems, reward system,
communication system. (Performance appraisal) and labour relations
system.

In terms of performance two types of output are produced:

(1) The organizational output consists of goods and services

produced.

(2) The individual output consists of needs fulfilment,

satisfaction, and development the output at individual level
transcend into motivation and inertia for future performance,
therefore, individual output act as input into organizational
output.

3.1.3 Human Resources Management or Personnel

Management
These terms are often used interchangeably but it becomes imperative
therefore to evaluate the difference inherent in these two concepts.

Personnel Management is defined as that which is concerned with the

procurement, development, compensation, integration and maintenance
of the personnel of an organization for the purpose of contributing
towards the accomplishment of the organizations major goals and
objectives while Human Resource Management is regarded by some
personnel managers as just a set of initials or old wine in new bottles. It
could indeed be more for personnel management but as usually
perceived, at least, it has the value of emphasizing the importance of
treating people as a key re-source, the management is the direct concern
of top management as a part of strategic planning process of the
enterprise. Although there is nothing new in the idea, insufficient
attention has been paid to it in many organizations.

In comparison, personnel management strategies like human resources

management flows from business strategies.

Both personnel management and human resources management

recognizes that line managers are responsible for managing employees.
 Line managers refers to operational managers like treasury manager,
transport managers etc, they both provide the necessary advice and
support services to enable managers carry out their responsibilities.

The two concepts PM/HRM recognizes that one of their most essential
function is that of matching people to their organizational needs.

The same range of selection, training management and reward are used
in both cases.

The differences between personnel management and human resources

management can be seen in terms of emphasis and approaches and not
entirely in terms of substances.

- Personnel management is more restructured in the sense that it is

focussed primarily on non-management staff while human
resource management includes both management staff and non
management staff.

3.1.4 Models of Human Resources Management

The first type of model to be considered here is the MATCHING

MODEL.

This model simply advocated that human resource systems and the
organizational structure should be managed in a way that is congruent or
compatible with organizational strategy.

The second one can simply be referred to as the Harvard Framework

which is based on the belief that the problems of historical personnel
management can only be solved. When general managers develop a
view point of how they wish to see employees involved in and develop
the enterprise, and of what human resource policies and practice may
achieve those goals.

The third model of human resources developed by Walton (1985‟s)

from Harvard University advanced the argument that, the New Human
Resource management model is composed of policies that promote
mutual goals, mutual influence, mutual respect, mutual rewards, mutual
responsibility. The theory that policies of mutuality will elicit
commitment which in turn will yield better economic performance and
greater human development. The advantages of these model includes the
following:-

 It incorporates recognition of a range of stakeholders‟ interest.

 It recognizes the importance of trade-offs either explicitly or
implicitly between the interest of owners and those of employees
as well as between various interest groups.
 It widens the context of human resource management to include
„employees influence”, the organization of work and
the associated question of supervision style.
 The model acknowledges a broad range of contextual influences
 on management‟s choice of strategy suggesting a meshing of
both products markets and socio-cultural logics.
 It emphasizes strategic choice which means it is not driven by
situational or environmental determinism. It is instructive to note
that the approach and teaching of this text is a reflection and in
consonance with the Harvard model of human resource
management.

3.1.5 Human Resource Management: Functions

The personnel management programme of each organization is unique.

It is true that personnel activities differ from firm to firm, but certain
broad functions encompasses all organizations can be listed

The HRM functions can be broadly classified into two categories:

(1) Management
(2) Operative

Management functions:

The management functions of personnel management involves,

planning, organizing, directing and controlling.

Planning - It is a pre-determined course of action. Planning is the

determination of personnel programmes and changes in advance that will
contribute to the organizational goals. Planning involves acquisition of
human resources recruitments, selection, and training. It also involves
forecasting of personnel need, changing values, attitudes and behaviour
of employees and their impact on the organization.

Organising - An organization is a means to an end. It is a structure and

a process by which co-operative group of human beings allocates its
tasks among its members, identifies relationships and integrates its
activities towards common objectives. Complex relationships exist
between the specialised departments and the general departments as
many top manages are seeking the advice of personnel manager. This
organization establishes relationships among the employees so that they
can collectively contribute to the attainment of company goals.

Directing - The basic function of HRM at any level is motivating,

commanding, leading and activating people. The willing and effective
co-operation of employees for the attainment of organizational goals is
possible through proper direction tapping the maximum potentialities of
the people is possible through motivation and command. This direction
is an important managerial function in that it helps in building sound
industrial and human relations besides securing employee contributions.

Co-ordination deals with the tasks of blending efforts in order to ensure

a successful attainment of an objective. The personnel manager has to
co-ordinate various managers at different levels as far as personnel
functions are concerned
Personnel management function should also be co-ordinated with other
functions of management.

Controlling - This involves checking verifying and comparing the

actual with the plans and identifying deviations if any, and correcting
the identified deviations. This action and operation are adjusted to pre-
determined plans and standards through control.

(ii) Operative Functions

The operative functions of personnel management are related to specific

activities of personnel management e.g. Employments, developments,

compensation and relations. These functions have to be performed in

conjunction with management functions.

- Employment - It is the first operative functions of HRM.

Employment is concerned with securing and employing the
people possessing required kind and level of human resources
necessary to achieve the organizational objectives. It covers the
functions such as job analysis, human resource planning,
recruitment, selection, placement, induction and internal
mobility.

(i) Job analysis is the process of study and collection of information

relating to the operations and responsibilities of a specific job.
This involves collection of data, information, preparation of job
description, providing the guides on job design for all the
operations functions of HRM.

(ii) Human Resource Planning is the process for determining and

assuming that the organization will have an adequate number of
qualified persons, available at proper times, performing jobs
which would meet the needs of the organization.

(iii) Recruitment - This is the process of searching for prospective

employees and stimulating them to apply for jobs in an
organization

(iv) Selection - It is the process of ascertaining the qualifications,

experience, skill, knowledge of an applicant with a view to
appraising his/her suitability to a job.

(v) Placement - it is the process of assigning the selected candidate

with the most suitable job. It is matching the employees‟
specification with job requirements.

(iv) Induction and Orientation - These are the techniques by which a

new employee is rehabilitated in the changed surroundings and is
introduced to the practices, policies, purposes and people of the
organization.
UNIT 2 ORGANIZATIONAL DESIGN AND
PERSONNEL FUNCTIONS

CONTENTS

1.0 Introduction
2.0 Objectives
3.1 Main Content
3.2 Designing Organizational Structure
3.2.1 Steps in Designing Organizational Structure
3.2.2 Relationships , Authority, Accountability
3.3 Organization Design and Line and Staff Relationships
3.3.1 Personnel Management as a Staff Function
3.3.2 Staff Role in the Personnel Department
3.3.3 Personnel Department in a Matrix Organization
3.4 Qualifications and Qualities of Personnel manager
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Reading

1.0 INTRODUCTION

In this unit an attempt would be made to explain organizational design

as a major aspect of Human Resources, you would be intimated with the
steps in designing organizational structure, relationship, authority and
responsibility, line and staff relationships, organizational design and line
and staff relationships. Personnel Management as a staff function and
lastly personnel department in a matrix organization.

2.0 OBJECTIVES

At the end of this unit, you should be able to:

 advance reasons for designing an organizational structure

 enumerate steps in designing organizational structure
 state Line and Staff relationships and Personnel Management
 outline the role of personnel department in an organization
 enumerate qualifications and qualities of a personnel manager.
3.1 MAIN CONTENT

3.2 Designing Organizational Structure

Organizations are economic and social entities in which a number of

persons perform multi-farious tasks in order to attain common goals.
Organizations are effective instruments in that they help individuals
accomplish personnel objectives which they cannot achieve alone.
According to Argyus, organizations are usually formed to satisfy
objectives “that can best be met collectively”.

3.2.1 Steps in Designing Organizational Structure

The first step in organization design is analysis of present and future

circumstances and environmental factors. The next stage deals with
detailed planning and implementation. Organization analysis is the basis
for organizational design and it is the process of defining aims,
objectives, activities and structure of an enterprise. Organization
analysis includes an analysis of the following aspects:

1) External Environment -Economic, political, legal, social, etc.

2) Overall aims and purpose of the enterprise.
3) Objectives, specific aims or targets to be achieved.
4) Activities that includes the assessment of work being done and
what needs to be done if the company is to achieve its objectives.
5) Decisions to be taken across horizontal and vertical dimensions.
6) Relationships from the new point of communication.
7) Organization structure which includes grouping of activities, span
of management levels.
8) Job structure which includes job design, job analysis, job
description and job specification.

Every manager is responsible for a well – knit team so as to facilitate

accomplishment, of department or unit goals. Organization structure can
be designed on the basis of departmentalization and relationships.
Departmentalization is the process of dividing work for an organization
into various units or departments. The important bases of
departmentalization are:

(i) Functions
(ii) Product/Service
(iii) Territory
(iv) Relationships
(v) Matrix organizations.

The other important basis of organizational design is relationship. The

responsibility of a Chief Executive in the overall design of total
organizational relationship with a view to developing organizational
structure on the basis of relationships.
 3.2.2 Relationships, Authority, Responsibility

The process of organization brings relationships among employees at

different levels, methods, money and machines. An organization as the
process of identifying and grouping the work to be performed, defining
and delegating responsibility and authority and establishing relationship,
for the purpose of enabling the people to work most effectively together
in accomplishing objectives. The relationships that exist in an
organization maybe formal or informal.

Formal Organization: - This is a system of well defined jobs each

bearing a definite measure of authority, responsibility and
accountability. Here the manger describes organizational relationships
in a written and graphic manner.

Informal Organization :- Informal organizations are known as social

groups within an organization while the informal group is spontaneous
the formal organization is the result of a deliberate and planned effort to
pattern activities and relationships in specified way to facilitate the
achievement of goals in a smooth manner.
.

Personnel Management as a Line Responsibility

It is unduly felt the “Personnel Management” is a L ine manager‟s

responsibility but a staff function. The responsibility of Line managers is
to attain the goals of their respective departments by striking a
harmonious balance between material, machines, money and men.

Thus the management of the four Ms which includes the management of

personnel in their respective department is the responsibility of the Line
management.

Since management is getting things done through people, responsibility

of managing people rests with the Line managers. Attaining overall
organizational goals is the responsibility of the general manager through
proper management of personnel and with the help of the different
departments. The management of personnel in different departments is
the responsibility of the various functional heads concerned. First level
managers are also responsible for managing men in their respective
sections while achieving their respective sectional goals. This personnel
management is the responsibility of all Line managers. It is in this
perspective that every manager is a personnel manager.

3.2.1 Staff Role in the Personnel Department

The personnel department in relation to other departments and

other managers perform the following roles:

1. Policy Initiation and Formulation - One of the important

 functions of the personnel department is the formulations of new
personnel policy, alteration or modification of the existing
personnel policies. He assists, advises and counsels the
Managing Director regarding implications in formulation and
modifications of all major or crucial policies.

2. Advice - The major activity of the personnel department is

advising counselling managers operating at various levels
regarding problems, issues, clarification concerning policies or
people of their departments. Advice should be based on
thorough thinking analysis, research regarding pros and cons,
implications during and after execution, possible measures to be
taken.

3. Service - Personnel department renders all secretarial and

executive services and performs background work in all
personnel activities regarding recruitment, receiving and
scrutinizing applications, conducting tests, interviews,
placement, induction, training, compensation management and
management of industrial relations.

4. Monitory and Control - Personnel department monitors

performance and controls the line activities to the extent they
are related to personnel issues. It compares the actual
performance of the Line managers with the established
personnel policies, procedures, programmes. It also envisages
appropriate corrective action. It advises the Managing Director
to modify the policies basing it on the experiences in this
regard.

3.3 Qualifications and Qualities of Personnel Manager

The functions of personnel management vary from organization to

organization both in nature and degree. So the qualification requirement
of a personnel manager differ from organization to organization,
depending on its nature, size, location. However the qualification and
qualities which will be applicable in general can be summarized as
follows:

(1) Personnel Attributes - The personnel manager as in the case of

any other manager must have initiative, resourcefulness, depth of
perception maternal in judgement and analytical ability, freedom
from bias would enable the personnel manager to take an
objective view of both the management and workers. He must
have the intellectual integrity. Moreover, the personnel manager
should be thorough with Labour Law. An understanding of
human behaviour is essential to the personnel manager. He
should be familiar with human needs, wants hopes, desires,
values and aspiration without which adequate motivation is
impossible.

(2) Experience and Training - Pervious experience is

 undoubtedly an advantage provided the experience was in an
appropriate environment and in the same area. Training in
psychological aspects, Labour Legislations and more specifically
in personnel management and general management is an
additional benefit. Experience is an enterprise in some other
executive capacity can also help towards an appreciation of the
general management problems and a practical approach in
meeting personnel problems.

(3) Professional Attitudes: - Professional attitude is more

necessary especially in the Nigerian context. The personnel
managers‟ job, as in the case of other managers is getting
professionalized. He should have patience and understanding,
ability to listen before offering advice. He should have the
knowledge of various disciplines like technology, engineering,
management, sociology, psychology, philosophy, economics,
commerce and law. He must be able to couple social justice with
a warm personal interest in people which must be secured by an
uncommon degree of common sense.

Qualification: - Academic qualifications prescribed for the post of

personnel manager vary from industry to industry. However, the
qualification prescribed in general are:

(a) A degree from a recognized University.

(b) Post-Graduate degree in Social Sciences or Sociology, Industrial
Relations and Personnel Management.

UNIT 3 JOB DESIGN AND JOB ANALYSIS

CONTENTS

1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Approches to Job Design
3.1.1 Job Design Process
3.1.2 Job Design Methods
3.1.3 Job Rotation
3.1.4 Job Enlargement
3.1.5 Job Enrichment
3.1.6 Factors Affecting Job Design
3.2 Job Analysis
3.2.1 Techniques of Job Analysis
3.2.2 Process of Job Analysis
3.2.3 Sources of job Analysis Information
3.2.4 Job Description
3.2.5 Job Specification
3.2.6 Job/Employee Specifications
3.2.7 Impact of Recent Development on Job Design and
Analysis
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Reading

1.0 INTRODUCTION

Job design has a great influence on productivity of any organization

and the level of satisfaction. Unlike in the past when job designs were
merely repetitive, today‟s is more educative and creative in nature,
demanding interesting, challenging jobs.

The two important goals of job design are:

(1) To meet the organizational requirements such as higher

productivity, operational efficiency, quality of products and
services.

(2) To satisfy the needs of the individual employees like interests

challenge achievement and accomplishments.

Furthermore it is to integrate the need of the individual within the

organizational requirements.
3.1 Approaches to Job Design

There are three important approaches to job design:-

- Engineering Approach
- Human Approach
- Job Characteristic Approach

1. Engineering Approach - This approach can be attributed to

Federick W. Taylor, (1911) on the issue of the Task Idea.
According to him “The work of every workman is full y planned
out by the management at least on a day in advance and each man
receives in most cases complete written instructions, describing
in details the task which he is to accomplish….. Th is task
specifies not only what is to be done but how it is to be done and
the exact time allowed for doing it. The principles offered by
Scientific Management to job design can be seen as follows-
- Work should be scientifically studied
- Work should be arranged so that workers can be efficient
- Employees selected for work should be matched to the demand‟s
of the job
- Employees should be trained to perform the job
- Monetary compensation should be used to reward successful
performance of the job.

These principles to job design seem to be quite rational and appealing

because they point toward increases in organizational performance.

Specialization and routinization over a period of time results in job

incumbents‟ becoming experts rather quickly, leading to higher levels of
output. Despite the assumed gains in efficiency, behavioural scientists
have found that some job incumbents dislike specialized and routine
jobs.

2. Human Approach -The human relations approach recognized

the need to design jobs which are interesting and rewarding.
Hertzberg‟s research popularised the notion of enhancing need
satisfaction through what is called job enrichment. One widely
publicized approach to job enrichment uses what is called the job
characteristics model.

According to Hertzberg there are two types of factors:

(i) Motivators like achievement, recognition, work itself,

responsibility, advancement and growth.

(ii) Hygiene Factors - Which merely maintains the employee on the

job and in the organizational policies, interpersonal relations, pay
and job security. This Hertzberg asserted that the job designer has
to introduce hygienic factors adequately so as to
reduce dissatisfaction and build motivating factors. This
Hertzberg has laid emphasis on the psychological needs of
employees in designing jobs.

(iii) Job Characteristics Approach - This approach was propounded

by Hackman and Oldham which states that employees will work
hard when they are rewarded for the work they do and when the
work gives them satisfaction. Hence, they suggest that
motivation, satisfaction and performance should be integrated in
the job design. According to this approach, any job can be
described in terms of core job dimensions which are defined as
follows:
- Skill variety - The degree to which a job requires a variety of
different activities so that the workers can use a number of
different skills and talents.

- Task Identity - The degree to which a job requires completion of

a whole and identifiable piece of work.

- Task Significance - The degree to which the job has a substantial

impact on the lives or work of other people.

- Autonomy - The degree to which the job provides substantial

freedom, independence and discretion to the individual in
scheduling the work and in determining the procedures to be used
in carrying it out.

- Feedback - The degree to which an individual requires direct and

clear information about the effectiveness of his or her
performance.

This approach explains that existence of core job characteristic in a job,

gives the psychological satisfaction of meaningful work to the job
incumbent. The characteristics of autonomy gives the job incumbent a
feeling of personnel responsibility for the result and the characteristics
of feedback from job which leads to psychological state of knowledge
about their own performance of the job incumbent. The core job
dimensions can be combined into a single predictive index called the
motivating potential score.

Jobs that are high on motivating potentials must be high and lead to
meaningful work and they must be high both in autonomy and feedback.

3.1.1 Job Design Process

Job design process has to start from what activity needs to be done in
order to achieve organizational goals. It requires the use of techniques
like process planning, organizational methods and organizational
analysis.

The other aspect of job design involves the technical aspect of job
design which has to do with structural engineering.

3.1.2 Job Design Methods

This is a scientifically structured job design which motivates the

employees for higher efficiency, productivity and generates job
satisfaction than the one designed on the basis of specification which
should be introduced in job design so that the needs of the employees for
accomplishment, recognition , psychological growth can be satisfied.
Personnel departments use a variety of methods to improve job rotation.
Job Enlargement and Job enrichment.

3.1.3 Job Rotation

This is a form of accelerated experience to the normal working situation

aimed at developing existing knowledge and skills or acquiring new
experiences. It also comprises of movement of employees from one job
to another in order to reduce monotony by increasing variety. Job
rotation on its own, do not have a prolonged motivational effect on the
job holder but the mere fact of doing something new often times exact a
worker especially that which is dynamic, this allows the worker to be
more meticulous.

However, frequent job rotations are not advisable in view of their

negative impact on the organization and the employee.

Nevertheless, job rotation may prove to be useful to managers in that it

helps managers to become generalists through exposure to several
different operations.

3.1.4 Job Enlargement

When a job is enlarged, the tasks being performed by the same worker
expands. Although it actually changes the pace of work and the
operation by reallocating tasks and responsibilities, job enlargement
does not increase the depth of a job. Enlarged jobs require longer
training period because there are more tasks to be learnt. Worker
satisfaction should increase because boredom is reduced as the job scope
is expanded. However, job enlargement programmes would be
successful only if workers are more satisfied with jobs which have a
longer scope.

3.1.5 Job Enrichment

This is an addition of a greater task to a job with increase in autonomy

and responsibility. It involves increases in skill variety, task identity,
task significance, autonomy and feedback. This is also known as verified
restructuring because it involves the inclusion of some responsibilities
previously performed by a higher authority in the hierarchy of the
organization, thus the employee need additional skills to perform the
enriched job. Under job enrichment there is a conscious effort to build
into jobs a higher sense of challenge and achievement.
An enriched job has the following characteristics:

- It is a complete piece of work. This means that at the end of the

task processes, the worker can identify a definite product
emanating from his or her effort.
- It affords the employee as much variety, decision-makings,
responsibility and control as much as possible in performing the
task.
- It provides direct feedback through the work itself on how well
the employee is performing his job.

3.1.6 Factors Affecting Job Design

The two major factors affecting job design are the job content and
intrusive motivation.

Job content is the first component of job design. This consists of a

number of interrelated elements on functions. In complex jobs,
individuals may carry out a variety of connected tasks with a number of
functions.

The complexity in a job maybe a reflection of the number and variety of

task to be carried out. The different skills or competence to be used, the
range and scope of the decision that have to be made.

The second factor affecting job design is the characteristics of the task
structure. Job content is the first component of job design, the job
content may consists of number of interrelated elements on functions. In
complex jobs, individuals may carry out a variety of connected tasks
each with a number of functions. The complexity in a job maybe a
reflection of the number and variety of task to be carried out, the
difference skills or competence to be used, the range and scope of
decision that have to be made. In certain professions the methodology of
accomplishing a task is left to the discretion of the job holder, referred to
as the internal structure of a task which consist of three basic elements
of planning, executing and controlling.

The planning stages entails deciding on the course of action, the

resources to be used, the time and methodology.

The executive stage consists of operationalizing the plan to achieve

result. The controlling stage entails monitoring the progress and
performance evaluation and taking of remedial action when necessary.

In the course of planning, executing and controlling the task, the job
holder strive towards organizational productivity and individual
satisfaction by way of accomplishment, which is occasioned by the
quantum of decision taken by the individual worker and the outcome of
that decision.

3.2 Job Analysis

It is from job design that a job analysis is derived. Job analysis is the
process of describing and recording several job aspect including the
purposes, task characteristics, task duties, behaviours and requisite skills
in a given organizational setting.

It is also a systematic investigation of job content, the physical

circumstances in which the job is carried out and the qualifications
needed to carry out the job responsibilities. Job analysis is considered to
be the foundation or building block for most human resource system.
Corporate restructuring quality improvement programmes human
resource planning, recruitment, selection, training, career development,
performance appraisal, and compensation are among the system which is
based on information derived from the job analysis.

Job Terminologies:-

Task - This is a distinct work activity which has an

identifiable beginning and end.

Duty - Several tasks which are related by some

sequence of event.

Position - A collection of tasks and duties which are

performed by one person.

Job - One or more positions within an

organization.

Job Family - Several jobs of a similar nature which may

come into direct contact with each other or
maybespreadoutthroughoutthe
organization performing similar functions.

Job Analysis - A systematic investigation into tasks, duties.

Responsibilities of a job.

Job Specification - The minimum skills, education, and

experience necessary for an individual to
perform a job.

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Job Evaluation - The determination of the worth of a
job to an organization. Job evaluation is
usually a combination of an internal equity
comparison of jobs and external job market
comparison.

Job Classification - The grouping or categorizing of jobs on

some specified basis such as the nature of
the work performed or the level of pay.
Classification is often utilized as a simplified
method of job analysis.

3.2.1 Techniques of Job Analysis

There are several techniques that can be used for the purpose of
collection of date.

- Interviews
- Direct observations
- Maintenance of long records
- Questionnaires
- Critical incident technique

Though in practice, these techniques maybe used individually or in

combination.

Interviews - There are two types of interviews which can be used for
data collection for job analysis. These may be individual interviews with
groups of employees who do the same job and supervisory interview
with one or more superiors who are thoroughly knowledgeable about the
job being analysed.
The interviewer has to collect accurate and complete data and
information by creating favourable attitude among employees and
supervisors. There are several basic attitudes and techniques that will
serve to secure maximum of accurate and complete information. These
attitudes and techniques will also help to reduce the natural suspicion of
both the employee and the superiors towards the interviewer.
The purpose of such an interview is to obtain information such as
- The job title of the holder
- The job title of the job holder‟s manager or team leader
- Job title and numbers of people reporting to the job holder.
- A brief description of the purpose of the job.
- A list of the main task or duties that the job holder must carry out.
Direct Observations - This is particularly useful in jobs that consist
primarily of observable physical activity. One approach to this method
is by observing the worker on the job during a complete work cycle. The
other approach is to observe and interview simultaneously.

Maintenance of Long Records - Maintenance of long records. Here the

workers are asked to maintain and keep daily records or lists of
activities they are doing on that day. For every activity he engages in,
the employee records the activity in the list given. These techniques
provide comprehensive job information and it is much useful when it is
supplemented with subsequent interviews.

Questionnaires - Here job analysis questionnaires are used to secure

information on job requirement relating to typical duties and tasks, tools
and equipments used.

Critical Incident Technique - This technique is useful for scientific

analysis and selection research. Incidents here are short examples of
successful or unsuccessful job behaviour. After the collection of
successful or unsuccessful job behaviour categories, these categories
describe specific desired job behaviour which can be useful in
recruitment and selection decisions. Furthermore, the categories also
include behaviours that make the difference between effective and
ineffective performance on the job. They therefore, specify precisely
what kinds of performance should be appraised. It is also useful for
testing the effectiveness of the job description and job specification.

3.2.2 Process of Job Analysis

Jobs can be analysed through a process which consists of six basic steps.
These steps consist of collection of background information, selection of
job to be analysed, collection of job analysis data, developing a job
description, job specification and employee specification.

- Collection of Background Information: Background

information consists of organization charts, class specifications
and existing job descriptions. Organization charts show the
relation of the job with other jobs in the overall organization.
Class specifications describe the general requirements of the class
of job to which this particular job belongs. The existing job
description provides a good starting point for job analysis.

- Selection of Representative Positions to be Analysed: It would

be highly difficult and time consuming to analyse all the jobs. So,
the job analysis has to select some of the representative positions
in order to analyse them.

159
- Collective of Job Analysis Date: This step involves actually
analysing a job by collecting data on features of the job, required
employee behaviour and human resources requirements.

- Developing a Job Description: This step involves describing the

contents of the job, in terms of functions, duties responsibilities
operations. The incumbent of the job is expected to discharge the
duties and responsibilities and perform the functions and
operations listed in job description.

- Developing Employee Specification: This final step involves

conversion of specification of human qualities under job
specification into an employee specification. Employee
specification describes physical qualifications, educational
qualifications, experience requirements which specify that the
candidate with these qualities possess the minimum human
qualities listed in the job specification.

3.2.3 Sources of Job Analysis Information

Information about job analysis maybe obtained from three principal

sources that include:

- From the employees who actually perform the job.

- From other employee such as the supervisors and foremen who

watch the workers while doing a job and thereby acquire
knowledge about it

- From outside observers specially appointed to watch employees

performing a job. Such outside persons are called trade job
analysts. Sometimes special job reviewing committees are also
established.
Job analysis provides the following information.

- Job identification: Its title, including the code number. Significant

characteristics of a job. Its location, physical setting, supervision
union, jurisdiction, hazard and discomforts.

- What the typical worker does? This includes collection of

information on specific operations and tasks to be performed by
the typical worker, including their relative timing and importance
their simplicity, routine or complexity the responsibility for
others.
- Job Duties. A detailed list of duties along with the probable
frequency of occurrence of each duty.

- What materials and the equipment the worker uses.Metals,

plastics, grains, yam or lathes milling machineries testers, punch
presses and micrometers

- How a job is performed. Here emphasis is on the nature of

operations like lifting, handling, cleaning, washing, feeding,
removing, drilling, droning, setting-up and the like.

- Required personal attributes. This includes experience, training

undertaken apprenticeship, physical strength, co-ordination or
dexterity, physical demands, mental capabilities, aptitudes, social
skills etc.

- Job relationship. This includes opportunities for advancement,

patterns of promotions, essential co-operation. Job analysis also
provides the information relating to mental skills, working
conditions, hazards, education, and vocational preparation.

3.2.4 Job Description

Job description is written summaries of the basic tasks associated with a

particular job. They provide the basic information about the job under
the headings of the job title reporting relationship, overall purpose and
principal accountabilities or main task. This may also include the nature
and scope of the job. Job description is an important document which is
basically descriptive in nature and contains a statement of job analysis.

As noted earlier, job description is essentially a description of the job

itself and not the individual performing the job.

How to prepare a job description

- Job Title: Every job or the job-Holder must have a title or

description. The job title should reveal the functions inherent in a
job. E.g. Account manager performs accounting functions.

- Whom to Report: It is an assumption that the final authority in

work-delegated organization does not rely on any individual but
in the board of directors. Consequently, any employee in work
organization must report to some other persons. In stating the
reporting relationship of the job holder, existing network of
relationship, the jobholder may have other functional heads that

161
 must be ignored i.e. Job description does not state a multiple
reporting relationship.

It simply identifies and states the job holder‟s immediate boss.

- Reporting to the Job-Holder: The job holder may have a

number of subordinates under him, in the absence of
subordinates; the numbers of employees on the same job with job
holder are stated.

- Job Purpose and Scope: Here an attempt is made to describe as

precisely as possible the purpose of the job. This is to give a
mental picture of the job, which distinguishes it from other jobs.
The purpose of the job will naturally lead to the activities or task
to be performed by the Jobholder in actualizing that purpose.

- Description of Duties: The task required to be carried out by the

job holder in accomplishing the purpose of the job are spelt out.

- Nature and Scope: Selection of the Job Description, gives an

analysis of the job holders role within the context of the
organization. It highlights the significance of the task and the
implication of non-performance in certain organizations. Such as
that used as specimen the nature and the scope of the task is
divided into three aspects.

- Human Relations
- Management Content,
- Financial and Human Implications.

Job description actually ends with the financial and human implication
and what follows next is job specification.

3.2.5 Job Specification

This represents the final, stage in a job analysis. It is focussed or aimed

at identifying the right person to perform the job as described in the job
description.

Job Specification is a written statement of qualifications, traits physical

and mental characteristics that an individual must possess to perform the
job duties and discharge responsibilities effectively.

162
Job Specification Information

The first step in a programme of job specification is to prepare a list of

all jobs in the company and where they are located. The second step is
to secure and write-up information about each of the jobs in a company.

This information usually includes:

- Physical specification
- Mental Specification
- Emotional and Social Specification
- Behavioural Specification

Under physical specification we have physical features like height,

weight, chest vision, hearing, etc.

For mental specification includes ability to perform, arithmetical

calculations to interpret data, informational blue prints, to read electrical
faults, ability to plan, reading and scientific ability, judgement, ability to
concentrate, ability to handle variable factors and general intelligence
and good memory.

- Emotional and Social Specifications: These specifications are

more important for the post of managers and superiors.

- Behavioural Specifications: Behavioural specifications play an

important role in selecting the candidates for higher level jobs in
the organizational hierarchy. This specification seeks to describe
the acts of managers rather than the traits that cause the acts.
These specifications include judgements research, creativity,
teaching ability etc.

3.2.6 Job/Employee Specifications

Job specifications information must be corrected into employee

specification information in order to know what kind of person is
needed to fill the job. Employee specification is like a brand – name
which spells that the candidate with a particular employee specification
generally possesses the qualities specified under job specification.
Employee specification information includes the following:

Age
Sex
Educational Qualifications
Experience

163
Physical Specification
Social Background
Family Background
Extra-Curricular Activities
Hobbies.

Some items of employee specification information are target criticism of

the employee maybe, affected if the information like social background
and family background is asked and taken into consideration to judge
whether a candidate possess certain traits, behavioural specifications and
social specifications.

3.2.7 Impact of Recent Development on Job Design and

Analysis

Recent developments that have a bearing on job design and job analysis
are:

Quality of Work Life (QWL)

Quality of work life means simply how good the working life is. In the
search for improved productivity, manager and executives alike are
discovering the importance that quality work life has to offer. QWL
entails the design of work systems that enhances the working life
experiences of organizational members, thereby improving commitment
to a motivation for achieving organizational goals. Most often, this has
been implemented through the design of jobs that afford workers more
direct control over their immediate work environment. Quality of work
life is the degree to which members of a work organization are able to
satisfy important personal need through their experiences in the
organization. It is operationalized in terms of employees‟ perception of
their physical and psychological well-being at work. It includes virtually
every major issue that labour has fought for during the last two decades.

Quality Work Life must be built around pay, employee benefits, job
security, alternative work schedules occupational stress, participation
and democracy in the work place.

Pay - QWL must be built around an equitable pay programme

Benefits - Since workers are now better organized, educated and more
and demand more from the employees.
Job Security -The creation of conditions which give all employees who
are doing jobs without the fear of losing it, and the creation of a system
in which there are healthy working conditions.

Alternative Work schedule, with a view to tackle job boredom. Modern

organizations have been experimenting with several forms of alternative
work schedules as four-days work week, flexible time and part-time
work.

Compressed work week is a work schedule in which a trade is made

between the number of hours worked per day and the numbers of days
worked per week. Managers of large manufacturing organizations report
substantial savings by reducing start-up time and increasing energy
conservation as well as the savings typically gained from increased
employee morale where the alternative work schedule is employed.
Flexible working hours or flexitime schedule gives such control to the
employee.

Occupational Stress: An individual suffering from an uncomfortable

amount of job related stress cannot enjoy a high quality for work life.
Broadly viewed stress occurs whenever environmental forces know the
bodily and mental functions of a person out of equilibrium. A person
who does not feel comfortable with his work environment is what
psychologists usually refer to as in a state of disequilibrium. The person
who does fit with the work environment. The lack of it in person can be
many: Subjective (Feeling fatigue) behavioural (accident prone)
cognitive (a mental block) physiological (elevated blood pressure)
organizational (higher absence rate). In an effort to combat stress, many
organizations have recently instigated training programme designed to
help reduce employee stress. This means changing policies, the
structure, the work requirements or whatever is necessary. The second
approach is to deal with stress individually or at the organizational level.
Organizations can take a number of steps to reduce occupational stress.
Among the possibilities are; the practice of good management, create
meaningful jobs, modify organizational design, the use of shared
decision-making, investigate potential stressors(s) that is the causative
factors of the stress.

Work Participation: In recent times there has been a clear demand for
more participation in the decision-making process at the workplace.
Employees want to be involved in organizational work, involved in
making decisions and implementing changes.
UNIT 4 STAFFING

CONTENTS

1.0 Introduction
2.0 Objectives
3.1 Main Content
3.2 Definitions and Terminologies
3.2.1 The Recruitment Process
3.2.2 Placement
3.2.3 Induction
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Reading

1.0 INTRODUCTION

This is unit IV of this course. The unit familiarizes you with the concept
of staffing in any organization be it public or private. It deals mainly
with recruitment, selection, placement and induction.

2.0 OBJECTIVES

At the end of this unit, you should be able to define:

 recruitment and distinguish the concept of recruitment in the

context of its theory from the context of its practice
 identify and explain the various tools used in the recruitment
process
 define what staff selection is
 explain the difference between selection and recruitment.
 identify various forms of examination
 know the situations demanding the use of which type of
examination aspects of selection.

3.1 MAIN CONTENT

3.2 Definitions and Terminologies

Definition of Selection: Some writer divides this process into two

distinct functions. On one hand it is the process of selection to mean
identification of the most suitable candidates which may entail either
selection from outside the service or selection from inside the service.
The process of identification involves examination and other parameters
established to distinguished one applicant from the other. But in all,
selection is defined as a personnel function whose applicants amongst
others whose function includes examinations, eliciting the qualities of
peoples purpose which is to identify the most suitable have made a bid
for employment. These are interviews and other parameters used for
recruitments. The definition given above maintains a distinction between
recruitment and selection.

Recruitment ends with the applications of those who have made a bid
(submitted applications) to work in the organization (secure
employment).

SELF ASSESSMENT EXERCISE 1

Device your own definition of selection and itemize elements in it which

will aid your remembrance of it.

Examination and their types

Examinations: Examinations is a merit system that aids in the selection

exercise. The cornerstone of the public personnel programme is the
process of selection by means of competitive examinations, a process by
which favouritism was to be excluded and the goal of securing the best
man for every job achieved. The second one is “oth er factors being
equal, examinations can spell the difference between a top-notch service
and a mediocre one. No merit system worthy of the name can afford to
take less than a fully professional approach to examining applicants for
employment. In today‟s government, with its world- shaking
responsibilities and its vast range of occupations and skills, nothing less
than the best examination system is advocated for.

Criteria for Effectiveness of Examinations: There are three criteria for

the effectiveness of examination as a selection tool.

The first on is objectivity. An employment examination is objective if it

succeeds in identifying those characteristics of mind and skill necessary
to the given purpose.

The second criterion is validity. An employment examination is valid if

it measures what it purports to measure. A valid examination would rate
prospective employees in exactly the same relationship to one another as
they would stand after final on the job.

The third contend is reliability, which has to do with consistency with

which the examination serves as a measuring instrument.
SELF ASSESSMENT EXERCISE 2

List out the essential criteria for effective examinations and criteria and
a brief description of each.

Types of Examinations

Systematic Evaluation of Education and Experience

Under this type of examination system the evaluation of education and

experience is also a kind of examination which can differentiate among
candidates as to their degree of fitness for a position or occupation.

Here there is the appointment of an academic personnel who is to

evaluate education and experience by assigning weights to each element
of education e.g. first degree 5 points.
Second class upper 2 points.
Second class lower 1 point.

Done this way, whether or not the applicants appear before the employer
for a further examination, a differentiation can be arrived at amongst
competing candidates.

O. Glenn Stahl refers to this as “paper and pencil tests” and says they
are included in examinations for which aptitudes, intelligence or
concrete knowledge is prime determinants. They are most useful in
cases where no experience is required. As a method, they hold greater
promise of objectivity than many others.

Depending upon the use to which it is put, written test maybe divided
into two – The essay and the short–end questions no rmally known as
objective. The essay type, more susceptible to subjectivity than the other
type is used where literary skill is being measured. The short answer
type, much easier to administer once constructed and less liable to
subjectivity is used in testing intelligence or specific knowledge.

Performance Tests: Performance tests is that which demands an

amount of job demonstration of knowledge, especially skills that
distinguishes them from other types of test is that they employ some
kind of performance other than writing or speaking. The most common
examples are tests for stenographer, typists, mechanics and drivers etc.

Reference Checks: According to Stahl, candidates may meet all

requirements in terms of education, experience, qualifications have an
excellent written test record, and skill but unsuitable for employment by
reason of character, temperament, quality of performance or similar
factors which cannot be fully weighed in the formal testing programme.
It is for this purpose that the reference checks are useful. The most
common method is the making of questionnaires to the candidate‟s
former employers or acquaintances.

But if the numbers of those involved is not too large, it is advisable to

do the reference checks before embarking on other evaluation process.
However where the number is large and mainly for management
positions, such checks are done as a final or close to the final step.

Physical Examination: Physical examination is an employment step

found in most businesses which can vary from a very comprehensive
examination and matching of an applicant‟s physical capabilities to job
requirements to a simple check of general physical appearance and well-
being.

The first objective of this examination is to ascertain if the applicant is

physically capable. The second objective is to safeguard the
organization against untimely claims that may arise through deaths of
unhealthy new entrants to the organization. The third objective is to
prevent communicable disease from entering the organization.

This examination is usually the last step in the selection process and the
results of the examination forms the first items to be submitted by the
successful candidate as he is being “documented” pr ior to induction
into the organization.

3.1.1 The Recruitment Process

Ibrahim Omale defines recruitment as “that process which starts from

getting an applicant interested enough in a job and in a particular
organization to write and application, and the process stops when his
application has been received in the organization. Thus recruitment is
the salesmanship which organizations do for themselves and the various
jobs they have for filling”. Recruitment can furth er be defined as the
effort to attract sufficient and suitable potential employees to apply for
vacancies in the organization.

The Field of Recruitment: There are various areas that is open to the
public as recruiting agencies.

- The Schools: These are the largest markets from which the
public as well as private agencies choose their work force. Here
we have the Universities and the Polytechnics.
 Availability of potential employees in the school system thus
depends on their areas of emphasis e.g. College or University of
Education to recruit Teachers and Lecturers.

- Citizenship: Ordinarily potential employees in the public sector

service of a country are limited to its citizens. The area open to
public agencies for recruitment is the generality of its citizenship
although limitation relating to place of origin and age does limit
the size of potential employees.

- Place of Origin: It is usual, in order to prevent “monopoly” of

jobs by only a particular sector of society to require that jobs be
spread. In the Nigerian case it is referred to as “Quota System”.
To do this requires representation by all areas concerned and
therefore, even if the best potential employee comes from a given
place, if it is not the turn of the place, or if the place has
exhausted its share, this places a limitation on it.

- Age Limits: Although the entire citizenry of Nigeria provides the

market for potential employees, not every Nigerian is employable
on the basis of age limits. Currently no one below the age of 16
maybe employed in government. Also no one above 50years
maybe given a tenure job in the Civil Service. Tenure job is a
concept where a particular job especially in the public service
barring all other circumstances is attached a time limit.

SELF ASSESSMENT EXERCISE 3

Define the term “recruitment”. List out all the ar eas of recruitment open
to a public agency.

The Methods of Recruitment

The traditional methods of recruitment are advertisement in

Newspapers, Magazines, Pasting of Notices on Bulletin Boards of
Public Buildings and other Centres of congregation and Circulating
Information to individuals, organizations, and institutions that might be
expected to be in touch with suitable applicants.

Recruitment Policies

This represents the organizations Code of Conduct in this area of

activity. A typical policy statement for recruitment in an organization
maybe as follows:
- Advertise all vacancies.
- Reply to every job applicant without the minimum of delay.
- Aim to inform potential recruits in good faith about the basic
details and job conditions of every job advertised.
- Aim to process all applications with efficiency and courtesy.
- Seek candidates on the basis of their qualification for the vacancy
concerned.
- Aim to ensure that every person invited for interview will be
given a fair and thorough hearing.

The Organization should not:

- Discriminate unfairly against sex, race, religion or physical

disability.
- Discriminate unfairly against applicants with a criminal record.
- Knowingly make any false or exaggerated claims in its
recruitment literature or job advertisements.

3.1.2 Placement

When once the candidate reports for duty, the organization has to place
him initially in that job, for which he is selected. Immediately the
candidate will be trained in various related jobs during the period of
probation of training. The organization generally decides the final
placement after the initial training is over on the basis of candidate‟s
aptitude and performance during the training probation period.

Probation period generally ranges between six months and two years. If
the performance is not satisfactory the organization may extend the
probation or ask the candidate to quit the job. If the employees‟
performance during the probation period is satisfactory, his services will
be regularized and he will be placed permanently on the job.

Placement is the determination of the job to which an accepted candidate is

to be assigned and his assignment to that job. It is matching of what the
supervisor has reason to think that can done with the job demands (job
requirements). It is matching of what he imposes (in train, working
conditions) and what he offers in the form of payroll, companionship with
others promotional possibilities etc. It is not easy to match all the factors to
the new employee who is still unknown to many. So the new employee is
placed as a probationer until the trial period is over.
3.1.3 Induction

Induction is the process of receiving and welcoming an employee when

he/she first joins a company and giving him the basic information he
needs to settle down quickly and happily and start work.

Introducing the new employee who is designated as a probationer to the

job, job location, surroundings, organization, various employees is the
final step of employment process. Some of the companies do not lay
emphasis on this function as they view that this function will be
automatically performed by the colleagues of the new employees. This
is more so in educational institutions. This process gains more
significance as the rate of turnover is higher among new employees
compared to that among senior employees.

This is mainly because of the problem of adjustment and to adapt

ability to the new surroundings and environment. Further, absence of
information, lack of knowledge about the new environment, cultural
gap, behavioural variations, different levels of technology, variations in
the requirements of the job and the organization also disturb the new
employee. Further induction is essential as the new comer may feel
insecure, shy, nervous and disturbing. This situation leads to instability
and turnover. Hence induction plays pivotal role in acquainting the new
employee to the new environment, company rules and regulations.

Generally, the new comer may expect opportunities for advancement,

social status and prestige, responsibility, opportunities to use special
aptitudes and educational background, challenges and adventure
opportunity to be creative and original and a lucrative salary. But jobs
with low initial challenge inadequate feedback, inadequate performance
appraisal results in reality shock. Induction is necessary to reduce
reality shock.

Lecture, handbook, film, group seminars are used to impart the

information to new employees about the environment of the job and the
organization in order to make the new employee acquaint himself with
the new surroundings.
UNIT 5 TRAINING AND STAFF DEVELOPMENT

CONTENTS

1.0 Introduction
2.0 Objectives
3.1 Main Content
3.2 Definitions and Scope
3.2.1 Training Objectives
3.2.2 Need for Training
3.3 Pre-Entry Training
3.3.1 The Liberal Arts School of Thought
3.3.2 The Science Oriented School of Thought
3.3.3 Professionals with Administrative Training
3.4 In-Service Training
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Reading

1.0 INTRODUCTION

Training is very important personnel function to which every

organization must pay special attention. The contribution of individual
workers depends on what knowledge of the work they have and the
skills they possess to carry out the work. These contributions will
increase and improve with new knowledge and skill obtainable in most
cases from training.

2.0 OBJECTIVES

At the end of this unit, you should be able to:

 identify what training is

 state the training needs and objective of training
 device Training Plans
 conduct Training needs Surveys.

3.1 MAIN CONTENT

3.2 Definitions and Scope

G.A. Cole defines training as any learning activity which is directed

towards acquisition of specific knowledge and skills for the purpose of
an occupation or task. The focus of training is the job or task.
Scope: Scope is the quantity and quality of training. G.A. Cole gives a
long list of what determines the quantity and quality of training in
organizations. They are:

- Degree of change in the external environment e.g. Technological

and environment changes.
- Degree of internal change-new processes, new markets.
- Availability of suitable skills within the existing work force.
- Adaptability of existing work force
- The extent to which the organization supports the idea of internal
career development.
- The commitment of senior Management to training as an
essential part of economic success.
- The extent to which management sees training as a motivating
factor in work.
- Knowledge and skills of those responsible for carrying out the
training.

The quantity and quality of training in an organization depend on its

policy towards training. In some organizations, especially in the
Nigerian Public Sector, training is adhoc, unplanned and haphazard.
Other organizations are careful about training and are systematic about
identifying training needs, then designing training activities in a rational
manner to meet the needs afterwards to evaluate the results. The
knowledge and skills that are or are not available in the public service as
a result of training or lack of it are a function of two phenomena. The
first is pre-entry training and the second is in-service training.

SELF ASSESSMENT EXERCISE 1

Define and differentiate between training and staff development.

3.1.1 Training Objectives

The personnel manager formulates the following training objectives in

mind:

- To prepare the employee both new and old to meet the present as
well as the changing requirements of the job and the organization.

- To prevent obsolesce

- To impact the new entrants the basic knowledge and skill they
need for an intelligent performance of a definite job.
- To prepare employees to function more effectively in their
present position by exposing them to the latest concepts,
information and techniques and developing the skills they will
need in their particular fields.

- To build up a second line of competent officers and prepare them

to occupy more responsible positions.

- To broaden the minds of senior managers by providing them with

opportunities of an interchange of experiences within and outside
with a view to correcting the narrowness of outlook that arise
from over-specialization.

- To ensure smooth and efficient working of a department.

- To ensure economical output of required quality

- To promote individual and collective morale, a sense of

responsibility co-operative attitudes and good relationship.

3.1.2 Need for Training

Every organization should provide training to all employees irrespective

of their qualification, skill, suitability for the job etc. Training is not
something that is done once to a new employee; it is used continuously
in every well-run establishment. Further, technological changes,
automation, require up-dating the skills and knowledge. As such an
organization has to retrain the old employees.

Specifically, the need for training arises due to the following reasons:

- To match the employees specifications with the job

requirements and organizational needs. An employee‟s
specification may not exactly suit the requirements of the job and
the organization irrespective of his past experience,
qualifications, skills, knowledge etc.

Thus management may find deviations between employees‟ present

specifications and the job requirements and organizational needs.
Training is needed to fill these gaps by developing and moulding the
employee‟s skill, knowledge, attitude, behaviour etc. tune to the time of
job requirements and organizational needs.

- Organizational viability and the transformation process. The

primary goal of most of the organizations is their viability and
efficiency. But the organizational viability is continuously
 influenced by environmental pressures. If the organization does
not adapt itself to the changing factors in the environment, it will
loose its market share. If the organization desires to adopt these
changes, employees must be trained to impact specific skills and
knowledge inorder to enable them to contribute to the
organization efficiency and to cope with the changing
environment. In addition it provides continuity to the
organizational process and development, the productivity of the
organization can be improved by developing the efficiency of
transformation process which in turn depends on enhancement of
existing level of skills and knowledge of the employees. The
achievement of these objectives mostly depends on the
effectiveness of the human resources that the organization
possesses. Employee effectiveness can be secured by proper
training.

- Technological Advances: Every organization, inorder to survive

and to be effective, should adopt the latest technology i.e.
Mechanization, computerization and automation. Technology
alone does not guarantee success unless it is supported by people
possessing requisite skills. So, organization should train the
employees to enrich them in the areas of changing technical skills
and knowledge from time to time.

- Organizational complexity: With the emergence of increased

mechanization and automation, manufacturing of multiple
products and by products or dealing in services of diversified
lines, extension of operation to various regions of the country or
in overseas countries, organization of most companies has
become complex.

This leads to growth in the number and kinds of employees and layers in
the organizational hierarchy. This in turn creates the problems of co-
ordination and integration of activities at various levels. This situation
calls for training in the skills of co-ordination, integration and
adaptability to the requirements of growth, diversification and
expansion. Companies constantly search for opportunities to improve
organizational effectives. Training is responsible for much of the
planned change and effectiveness in an organization as it prepares the
people to the change agents and to implement the programmes of
effectiveness.

- Change in the Job Assignment: Training is also necessary

when the existing employee is promoted to higher level in the
organization and when there is some new job or occupation due
to transfer, advanced disciplines, techniques or technology.
Training is also needed to:

- Increase productivity
- Improve quality of the product/service
- Help a company to fulfil its future personnel needs
- Improve organizational climate
- Improve health and safely.
- Prevent obsolesce
- Effect personal growth
- Minimise the resistance to change.

3.2 Pre-Entry Training

Pre-entry training is the training an employee undergoes before he or

she joins a service of an organization. This is done to ensure some
appreciable level of pre-entry knowledge and skills to enable the new
entrants to acclimatize and fit-in in his or her present position.

3.2.1 The Liberal Arts School of Thought

The liberal school of thought assumes that “--- the best administration
are those who have had a general liberal education which makes for
flexibility of mind, imagination and breath of outlook. To a large extent,
in the initial years of the Nigerian Civil Service it was guided by this
school of thought. The requirement for entry into the administrative
class of the Nigerian Civil Service was mainly a liberal arts degree of
not lower than a second class. It was believed that this entry
qualification was sufficient to take one through the career wings to the
topmost position – that of a head of service withou t any other form of
training.

3.2.2 The Science -Oriented School of Thought

In this school of thought, it is maintained that administration is not all art

but also science. This being the case, principles can be deduced from its
practice which can be taught and learnt. This school believes that a
student with a liberal arts degree can be given specialist training in the
technicalities of administration. Such training combined with internship
opportunities can qualify young people for a career in administration.
This school of thought argues that it is possible to provide vocational
training in administration – subjects covered in su ch a training being
determined by what an administrator actually does. Such courses include
Administrative Law, Budgetary Theory and Practice, Personnel
Administration, Purchasing and Handling of Supplies etc. The aim of
this type of training is to produce generalist.
But the shortcoming of this type of training is that the generalists it
produces, fits only into government administrative work and nothing
else.

SELF ASSESSMENT EXERCISE 2

State the characteristics of each of the schools of thought giving rise to a

pre-entry training.

3.2.3 Professionals with Administrative Training

This is the third school of thought whose aim is to turn the expert in one
field or the other into an administrator inorder to broaden their
knowledge and scope of work. The bulk of non-clerical public jobs
necessarily calls for technical knowledge in some field or the other. By
character, experts view issues from a narrowness of their expertise.
Given some administrative training, the narrowness is minimized.

In Nigeria in recent times, the second and third school of thought are
now the guide posts for administrative training. Apart from the limited
number of people who opt to read Public Administration as a first
degree course, quite a number come from the Social Sciences. But those
in the core and Medical sciences with a diploma in Administration are
likely to function more effectively as a Permanent Secretary.

3.3 In-Service Training

In-service training starts from the application of the knowledge which an

employee brings into the service on the job to which he is assigned. It
continues and includes making older employees more efficient in the
performance of their present duties and even to equip them to qualify for
the advancement in one or more direction.

Here you shall be availed of the forms and methods of in-service

training:

a) Group Training: Most of the pre-entry trainings discussed

above are done in groups. However within the organization,
conferences and seminars are held, field trips are undertaken.
These are all training sessions. This type of training could be very
profitable for both the subordinate and the supervisor. Initial
induction courses where large numbers of people are involved
take this format.

(b) On –The – Job Instruction: This is the commonest form of

training especially for the new entrants. The superior goes round
 to the work desk or bench and gives instruction on how a
particular work is done.

(c) Manuals and Bulletins: These are essential study materials that
are given out in the work place. Handbooks, procedure manuals
or periodic bulletins, made attractive and readable are a great
method of training in an organization. In Nigeria, the work of
administration – the handling of personnel manuals, the most
important being the civil service rules Handbook. No
administrator, however long he has been in service that has a
table that lacks these documents. They are the administrator‟s
companion.

(d) Correspondence Courses: This is an equivalent of distance

learning.

(e) Use of Audio-Visual Aids: These includes such media as still

pictures, models, specimens posters, maps, charts, film strips, and
motion pictures.

In Nigeria, any training undertaken whilst an employee is in-service,

whether done in an institution outside the organization is regarded as an
in –service training.