LEADERSHIP AND MANAGEMENT STUDY TEXT SS STAFFING FUNCTION Introduction According to Michael Armstrong, Human Resource Management is a strategic and coherent approach to management of (lie organizations most valued resource, that is, the People who work there individually or collectively to contribute to the attainment of Crzanizational goals. It involves procurement of the needed human resource, maintenance and deployment of human resources in a way that will achieve competitive advantage to the organization through the use of its human resources. IMPORTANCE OF STAFFING FUNCTION R It ensures the proper management of human resource in the organization ( right people in right place at right time) ‘Staffing ensures the recruitment and — right type of people.( attract right people (qualified people) for vacancies It provides planning for effective utilization of efforts and potentialities of individuals and groups. 2 It organizes a proper division of <ésks of an organization in accordance with a sound plan into function and position, It provides services to the &Aire organization. It ensures social justice by uniform application of the rules and regulation. It maintains friendly job relationship by providing opportunities for self development through training and promotion program. It ensures fair term of work and pleasant work environment. OBJECTIVES OF STAFFING FUNCTION PeNe NOs To select the right kind of people to undertake various kind of jobs. To achieve an effective utilization of human resources. To establish and maintain an adequate organizational structure. To secure the coordination and integration of the individual and groups. To generate maximum development of individual and groups. To recognize and satisfy individual needs and groups goals. To maintain high morale and better human relation,LEADERSHIP AND MANAGEMENT STUDY TEXT. STAFFING PROCESS / ELEME! 'S OF STAFFE Staffing is the process of recruiting employees who are eligible for certain positing. company, Steps involved in the staffing process are sing 1) Manpower planning. 2) Recruitment and selection 3) Training and development. 4) Performance management and appraisal. 5) Compensation and reward management. 6) Interpersonal relations - conflict, grievances and discipline handling. 7) Labor relations and collective bargaining. 8) Health and safety. 9) Separation. MANPOWER PLANNING 3 Ave ‘This is an accurate determination of the presi formulating appropriate human resource strategies to ensure that the human resource ‘nd future manpower needs and objectives are met. Stages in manpower planning 1. Profiling the current human resource position which should entail analyzing the current manpower inventory in terms of the composition of staff such as the of gender blend, age structure, qualification levels, current use of staff, total labor cost, staff turnover among other parameters. 2. Demand forecasting - This involves forecasting the present and future manpower needs. Some of the techniques that can be used are trend analysis, correlation analysis, regression analysis, expert forecast, and workload analysis. 3. Supply forecasting - This involves forecasting the supply of manpower both internally and externally. 4. Matching the demand and supply of manpower to establish the gaps. 5, Formulating appropriate human resource strategies and programs to ensure the human resource needs are met Pe ces ee Re Dec‘ADERSHIP AND MANAGEMENT STUDY TEXT — Se ing Importance of manpower plant 1) Ithelps in determining and fa may be required. 2) Ithelps the organization to meet the demands of changing job requirements occasioned by changes in the environment such as rapidly changing technology. 3) _ It facilitates the assessment of the current level and attributes of staffing and to ating the levels and types of recruitments that determine whether reductions are necessary. 4) It facilitates evaluation of whether redeployment can be used as Sin alternative Jo downsizing. 5) _ It facilitates planning for human resource requirements arising from anticipated expansion and diversification. 6) It facilitates identification of training and development needs. 7) If facilitates assessment of the current labor cost in relation to the other organizational costs. 8) Ithelps in identifying available talents, a 9) _ It facilitates the identification of shortages 2)fiuman resource. 10) It facilitates planning for efficient utilization of staff. 11) Itplays a vital role in the formulaticfof strategy within the organization. 12) Ithelps in implementing manageriat activities. RECRUITMENT AND SELECTION ‘This is the second step in the staffing process. This process starts when a company finds it needs to hire more employees. Recruitment concerns the set of activities that an organization uses to attract job candidates who have the abilities and skills needed to assist the organization in the achievement of its goals. Recruitment can either be general or specific. General recruitment is directed at filling positions that frequently open up in most organizations e.g. clerical or non-skilled or semiskilled workers. Specific recruitment is mainly for managerial positions and for professional positions such as engineers and other skilled workers.Recruitment and selection Process eg Evaluation Recruitment and Selection ee Appointing Candidates O Induction & Training o Selecting Candidates Olnterviewing Candidates Screening Applications Attracting Candidates oe © Job Analysis Job Vacancy Sources of Recruitment Recruitment sources are either internal or external. Internal recruitment involves recruitment from within the organization through for example job postings or promotions. Internal recruitment has several advantages: * Itreduces excessive recruitment and placement costs; ‘* promotes improved morale and loyalty among employees because they believe their performance will be rewarded with promotions; + generates internal competition for higher level positions which leads to increased performance; when managers promote from within they deal with people whoseRecruitment from within also has several disadvantages: * Internal candidates may lack sufficient experience, knowledge, management ability, intelligence or skill in dealing with people; * Promotions from within may lead to in-breeding—an enterprise may tend to Stagnate if all managers share the same views and experience. Bringing in new managers with different backgrounds can result in new ideas and new approaches; * may create internal disharmony, this happens where there are many internal managers qualified for the job but in the end only one has to be selected. * The Peter principle—managers are promoted until they reach their level of incompetence. If a manager proves successful in one level he may keep being Promoted to higher levels until he cannot perform well. Extemal Recruitment is used extensively for highly specialised positions for which Personnel in the organization are unqualified, where an organization may be expanding ‘00 rapidly to develop an adequate supply of managerfal talent and when management wants to give the enterprise a new vigorous orientafidn. The sources of external recruitment may include walkins and unsolicited resumes from individuals, agencies and placement firms, newspaper advertisements, schools and colleges, unions and professional associations. AGY mént include: Advantages of outside reer * The selection can be made from a much greater number of people. ‘* It brings individuals into the organization who have different backgrounds and who can perhaps help the enterprise maintain vitality. © Outside recruitment is used to give an organization a totally new direction. je recruitment may include: Disadvantages of outs c experience in how the organizations The individual selected will lack speci functions and how the various departments interrelate. it costs more in terms of both money and time, for instance fees may have to be paid for advertisements and for professional recruitment firms and besides it may take weeks to locate the truly qualified manager.LEADERSHIP AND MANAGEMENT STUDY TEXT + some adverse qualities of a person recruited from outside may go undetected despite a thorough investigation—for example how on earth can the recruitnyey manager tell that the candidate has a bad temper? SELECTION Once enough candidates have been recruited, the actual selection process begins. This process usually begins with an initial screening interview (short listing), which is followed by completion of application forms. This initial screening and completion of application forms allows the employer to get basic information about the candidates, determine the level of interest of the candidate and determine whether or not the selectg process will continue after this screening interview, the successful candidates then appey for the formal interview where the candidates meet face to face with the recruitment panel who mainly give the candidate certain tests e.g. skills and abilities test and psychological tests. The tests may be oral or written depending on the interviewer. Formal interviews have certain defects: The interviewee is likely to be inexperienced in int Ds and he/she may feel uneasy and have an uncharacteristically tense manner A * Interviews may cause the caanee adopt a phony behaviour. The candidate feels compelled to project an igiade that he or she thinks will be acceptable to the interviewer. Sometimes theget put on by a qualified applicant may be obviously false or projects an image that is contrary to the organizations style. A less qualified candidate who projects a realistic position may be given the job. Tendency of interviewers to ask questions that have no useful answers e.g ."tell me about yourself” or open ended questions like "what would you say is your greatest weakness". * The interview process may also prove unreliable becasue of the different objectives of interviewer and interviewee. A prospective employer will want to sell the organization as a good place to work and may exaggerate the organization's strength. The prospective employee on the other hand wants to be hired and may exaggerate his/her qualities. A candidate who has successfully gone through the formal interview may be asked for physical examination, the prospective employer may also make reference checks about the candidate and if these and the physical examination are acceptable then the candidat gets the job offer.DERSHIP AND MANAGEMENT STUDY TEXT n process has certain limitations: of selection approaches and tests indicates that there is no perfect way to select employees/managers. Even carefully chosen selection criteria are still imperfect in predicting performance. There is distinction between what a person can do (ability) and what he/she will do, Selection techniques and instruments are not a sure way to predict what people will do even though they may have the ability to do it. ‘Testing itself especially seeking information may be considered an invasion of privacy. In addition it has been charged that some tests unfairly discriminate against members of minority groups. ‘Time and cost involved in making personal decisions e.g. advertising expense agency fees, costs of test materials, time spent interviewing candidates, costs of |, start up required for new managers and orientation of reference checks, medica CS new employees TRAINING AND DEVELOPME Training is a deliberate intervention ahdan organized activity designed to create a change in the thinking and behavior of a f@ssbn to enable them do their current job in a more effective manner. Training is directed towards maintaining and improving the current job performance, Development on the other hand is the growth of an individual in ail aspects or realization of a person's potential through provision of learning and educational Development seeks to groom skills for future jobs, It involves preparing an 2 responsibilities in the future. experiences. individual to take up more challer Importance of Training and Development in the Organization 1. Itincreases productivity through improved skills. 2. Increased job satisfaction and morale. 3. Itreduces the staff turnover rate. 4. Itreduces the need for supervision 5. Itreduces manpower obsolescence and irrelevant, 6. It prepares prospective managers 7. Enhanced corporate image.LEADERSHIP AND MANAGEMENT STUDY TEXT eee 8. Reduced operational cost through minimization of errors and wastage. 9. It spurs creativity and innovation. 10. Ithelps to develop abilities of ind manpower needs. 11. Itincreases employce flexibility. 12. It increases the organizations capacity to adopt new technologies and methods. 13. It is used to introduce change in order to minimize resistance to change. ‘iduals to satisfy the current and future Steps in setting up a training and development program 1. Identify the training needs This is the gap between the current position and tire desired position. Examples of techniques used comparing the current competences of employees against competences required for effective performance include: analyzing, recorded data relating to the company jobs and individuals, questionnaires and altitude surveys, observing the job performance of (he individuals, analyzing self-recording diaries that kept the managers, analyzing changes in the environment that indicate, {Retthere may be need for impacting new skills e.g, technological advancement, chaygevin laws among other indicators. 2. Defining (he training required 4 This will involve setting the training, ébjeetives to guide the training requirements, 3. Developing the training program This involves making provisions for the following: Facilitator; facilities; location; methodology 4, Evaluate the training program This is assessing the extent to which the training has achieved its intended objectives. It is done during the trainit ind after training. Techniques of on-the-job training / Internal approaches to training ‘These are programs carried out within the environs of the organization and conducted for the organization. Examples are:Orientation organization Development to level. It fo towards dey ~ this is the process of introducing new employees to the and to their specific jobs, it by Level - training is provided as an individual rises from level lows the promotional path and becomes more and more oriented clopment of managerial rather than technical skills. It is advantageous in that ‘The method is logical as it follows a promotional path, one only train: when the training is neede: Since training deals with immediate performance needs trainees are highly motivated and Training is not wasted on individuals who never rise. ‘Job Rotation - this requires an employee to spend a certain amount of time in ach of the various key departments. The objective is to show what each department does and how it relates to the organization as a whole. Advantages * Trainees can be evaluated and the maftager decides whether or not he wants him. Q Trainees get the feel of differerit jobs and decide which suits them best. Ass Limitations A The exposure proviééd by rotation may not be long enough to prove the employee's effect ties, * Expensive Api traine are inexperienced and thus not working properly. entice Training - this method involves making the learner work as an understudy of an experienced worker for a fixed period of time after which he is expected to work alone Coaching informal person-to-person counselling that cannot be Standardized. For it to work the subordinate must have confidence and trust in the coach. It is a method disliked by insecure superiors. Acting Capacity - The trainee temporarily works in a when the superior is on va Assistant to. senior position mainly ion or absent due to other reasons ositions—the trainee works under close supervision of an experienced employee who may assign him some duties. It is an excellent method only if the superior is a good teacher and has the skill to counsel the employee. Committee and Junior Boards—the trainee Set up for a given task. Members of the commit appointed to some committee lee comprise experiencedLEADERSHIP AND MANAGEMENT STUDY TEXT. employees and the less experienced one gets the opportunity to interact ibs experienced ones and to pet w feel of how, things are done: a Techniques of off-the-job training External Approaches These approaches are generally used to supplement internal programs. They are no, conducted by consultants, universities, colleges and other professional bodies. The programs may be conducted through traditional classroom lectures, seminars, worksho conferences, etc, They are usefull when skill or knowledge needed is highly specialised.” and organizations may have no one with in-depth knowledge of the subjects. Tally Guidelines for Successful External Programs Should include all personnel, senior and subordinate. The program should be evaluated regularly to justify its usefulness, It must be actively supported by top management. Emphasis should be placed on results not on fie training activities. Training needs should determine the methods or programs. The theory and practice must be integfiell. Training should be rewarded.) EN ayer Employee Induction Induction or orientation is a planned training program for new employees meant to ensur the new employee settle in their roles ns quickly and as effectively as possible. Involves introducing the new employee to the job and work environment Importance of induction Programs © Workplace Culture- New employees need to align and be assimilated into your workplace, culture. They need to understand your values and the behaviors that drive those values. © Compliance -Educate employees about your company policies on safely, bullying, sexual harassment, and other critical policies. This will help lo protect the business by preventing incidents and better defending any claim. «Retention - Inductions programs help employees to adjust to their new role, mak a smoother j transition into the business and assimilate into the company cultureLEADERSHIP AND MANAGEMENT STUDY TEXT ae ultimately helps retention of employees and saves on recruitment costs and Ee ‘employees to feel supported. se «Productivity - Employees learn the right way of doing things from the beginning, jnstead of j being shown shortcuts by the other staff. «Saves Time & Money - It saves your business time and money in life long term as a well-developed induction program can be easily replicated for each new employee (great systems | available to automate) and added to with new information when necessary Company Reputation - Inductions help to establish a professional impression of s, including the way you deliver customer service. the busin Reduces employee turnover Ensures operational efficiency - A good induction training program covers all aspects of the company thoroughly. It helps new employees become familiar with the organization’s work f culture, vision, mission, and goals. Makes the new employee feel respected and Valued - Good induction training gives a warm welcome lo the employee and fo@Uses on clarifying all his doubts about the organization and his job. oo” «Provides the necessary information ~A comprehensive induction training program helps the (new employee gét ell the necessary information about the company and clarifies the organiZation’s expectations on him. This helps him understand the culture, works4cins, policies and procedures of the organization, and thus enables him to quickly adapt to the work environment. + Helps in establishing good communication - induction training helps the new employee in establishing good communication with the organization. As part of the induction training program, the new employee is introduced to his direct supervisor, other employees, leads, and directors of the organization. This makes him more comfortable when he has to communicate with them later. Manager development This is the integrated process of growing managers to improve their performance and develop them to meet current and future needs. Reasons for manager development To impact managers with necessary skills for management.LEADERSHIP AND MANAGEMENT STUDY TEXT SS © To prepare junior managers lo replace those that may be leaving (management succession). * To prevent management obsolescence. Approaches to manager development © Job rotation. ‘© Coaching assistant to/work shadowing. © Development by level to _ level progression. © Sensitivity training. Conferences, seminars and seminars. Case study method PERFORMANCE MANAGEME! AND APPRAISAL. Performance appraisal also known as performance evaluation is a regular systematic process of gathering data about how an indfyidial employee is performing with an aim of identifying under- performance in order to take remedial action. Purposes/Benefits of performance)A ppraisal 1. 1 .To identify underperformance in order to take, remedial action. 2. _ Reward review which entails determining the extent to which an employee is deserving of a reward such as a promotion or a salary increase. 3. Performance review to identify the training needs. 4. Potential review to identify individuals with potential and expose them lo learning experiences for purposes of management succession. 5. To facilitate administrative decisions such as promotions, transfers etc. 6. To motivate the employees. Employees tend to work harder to meet their performance goals when they know that their performance will be evaluated. 7. To enable the organization to obtain an inventory of the quality of staff that it has. 8. _ Itenables the employees to know how well they have done in past and therefore adjust their job pattern as necessary.LEADERSHIP. AND MANAGEMENT STUDY TEXT . Itieus It is used as a self-development indicator where individuals know of their ‘Strengths and weaknesses as seen by others, 10. Itisan lecessary check for new System has be« Positive or ne; Ttis used to e dl Policies and programs. For example, if a new pay Discussing results @roviding feedback) S ae Decision making - taking corrective actions Appraise and Appraiser The most important round is the appraisal interview itself (we will discuss more about this in a separate article) between the employee and his or her manager. The employee who is being evaluated is called the appraise and the person (usually the manager) who i doing the evaluation is called the appraiser. The appraiser and appraise prepare themselves for this round by doing a self evaluation (by the appraise) and an objective evaluation (by the appraiser). This is the round in which the most important achievement as well as glaring failures on the part of the appraise are discussed threadbare and usuall the employee's role in the process is limited to this round.LEADERSHIP AND MANAGEMENT STUDY TEXT What is the outcome of the Appraisal Process [As ouined above, the outcome of the appraisal process isthe grade that is decided for the employee as well as the salary hike or the bonus potential that is awarded to the tmployee. Typically, organizations divide the year in which the employee's performance jeevaluated into two cycles, one for deciding the salary hike and the other for deciding row mach bonus he or she gets for the cycle. In this way, organizations ensure that there jgno overlap in grading the employee and a fair and balanced evaluation is the desired juteome though this does not always happen in reality shortcomings of the Appraisal Process “The successful completion of the appraisal process hinges on all the participants approaching the same with an intention to contribute positively instead of bringing sonal biases and prejudices to the table. Management experts usually prescribe a set of do's and don’ts to the participants in order to have an harmonious process. However, as has been pointed out above, the process itself is not without its shortcomings and the expecting the participants to be rational and objectiyowvall times is indeed difficult. Further, since most organizations decide the ergdin a way similar to the b-school equivalent of Relative Grading instead of abppiite ratings, an element of competitive rivalry . A \ Appraisal techniques ¢ Overall assessment or narrative essay « Guided assessment. « Grading. * Ranking © Customer appraisal. © 360 degrees appraisal « Results oriented technique. * Critical incidence method,LEADERSHIP AND MANAGEMENT STUDY TEXT ———————————————— ee Performance management of a company as a whole Performance management is a strategic and integrated approach to delivering sustainable success to the organization by improving the contributions of the people who work there and developing capabilities of individuals and team. Techniques of performance management i, Bench marking ii, Balance score card iii, Business process re-engineering iv. Total quality management. v. Kaizen AND REWARD MANAG! M! S Compensation or remuneration refers to whateyer te)paid to employees in cash or in kind for haying performed organizational tasks. Objectives of the organization policy, i) To attract and re suff organizational obj ii) To provide incentives int staff of the required caliber to meet the ctives, for better staff work. Factors flint influence the salary and the wage structure of an entity Organizational ability to pay. Qualifications and experience of the employee. Prevailing market votes. Minimum wage legislation. Risk involved in the job. Demand and supply for the job. Length of time it takes to train for the job. Pressure from the Trade Unions. Extemal economic conditions e.g. inflation iLEADERSHIP AND MANAGEM CUDY TEXT ——s Incentive schemes of plans ch Seen : ese are managerial devices aimed at increasing productivity through the use of the compensation policy. Objectives 1. To motivate workers to perform effectively 2. To improve the profits of the firm through a reduction of the per unit cost of labour, materials or both. 3. To secure better utilization of manpower. 4. To increase the workers earnings without changing the salary structure. Examples of incentive schemes/plans i) Bonuses oo )) Gain sharing a* iii) Stock ownership plans My’ iv) Pension plans Guidelines for implementing anceffective incentive plan Create a suitable climate of trust. Communication Ensure that the scheme is simple and easy to administer. Ensure that the plan is flexible enough to be adjusted when need arises. The plan should be attractive and appealing. The standards set should be achievable and reasonable. ‘The scheme should be economical or set effective. ‘The plan should be conducive to the workers’ health and welfare. ‘The scheme should be able to effect greater output. CP RENAWRYNEThe employment relations may be terminated by the employer or the employee, Termination or derecruitment by employer 1. Retrenchment or downsizing: This is where the organization cuts on the size gp the workforce to reduce operational expenses. 2. Redundancy: This is where the services of a given position are no longer required. 3. Dismissal on disciplinary grounds Failure to renew n renewable contract. 5. Retirement. = Termination by the employee * Professional reasons © Early retirement * Personal reasons such as family Causes of retrenchment and reduaancy Poor organizational performance. Adverse trading conditions. Rationalization of staff to shed-off excess staff Pressure from competition Automation. Introduction of new management t Changes in the methods of production hniques. NAY SENE Ways of maintaining employee morale after downsizing Downsizing disrupts the workplace and the employees’ personal life. Stress, frustration and anger arc i the typical reactions by both the employees remaining and those leaving.LEADERSHIP AND MANA MENT STUDY TEXT The following steps can be taken to manage these negative emotions Open and honest communication, Provide assistance to the employees been laid off such as severance pay Counseling sessions to prepare those that are leaving for their next phase of life Provide assurance to the remaining employees, ; Recognize performance of the remaining employees and let them know that the are valuable and needed. 5 yeere BUSINESS PROCESS OUTSOURCING Business process outsourcing is the process of contracting an external third party to provide an internal service instead of maintaining an inhouse function. There are two main areas of work that may be outsourced: back-office functions and front-office functions. Back-office functions also referred to as intemal business functions include accounting, internal audit, information ein es human resources (HR) such as payroll, quality assurance (QA) and oe processing. Front-office functions include customer relation services, markcig sales. \ 7 Q BPO can be classified based on the‘focation of the service provider or based of services Types of BPO being provided. Type based on location * Offshore outsourcing, which involves contracting a foreign company for services * Onshore outsourcing, which is contracting a domestic company + Nearshore outsourcing, which is contracting a company in neighboring countries. Type of service 1. Knowledge process outsourcing (KPO) is when the outsource service provider is laired not only for its capacity to perform a particular business process or function, but also to provide expertise around it.RSHIP AND MANAGEMENT STUDY TEXT 2. Legal process outsourcing (LPO) is atype of KPO that is specific to legal ing legal documents and performing legal research to services, ranging from d offering advice. 3. Research process outsourcing (RPO) is a type of KPO - refers {o research and analysis functions; Benefits of BPO + Itmay be cheaper than maintain an in house function © Flexil ity: BPO contracts can allow organizations greater flexibility to adjust how it completes the outsourced business process, enabling them to better react to changing market dynamics Competitive advantage: BPO enables organizations to outsource those processes that aren’t core to their businesses which enables the organization to focus more of its resources on the operations that distinguish them ignthe marketplace. * Higher quality and better performance: it’s their core business. he Sebvice provider has more expertise as Quicker access to innovations in the process: BPO providers are also more likely and better positioned to know aboutédvances and innovations happening in the area they specialize in, and they are mgr\likely to invest in new developments in process automation that can improve thé speed, cost and/or quality of the work — benefits that flow back to the organizations that contract with the provider. The company can be indemnified n case of compromised service Risks of BPO * Security breaches: Organizations will need to create technology connections between themselves and their service providers, thereby creating a potential risk of access to confidential information by the wrong people. High professional fee: Organizations can underestimate the price they'll be charged for the work that they're outsourcing, Relationship challenges: These challenges may arise from cultural difference between the company and the outsourced organization, non-acceptance of the employees of the outsourced company by the employees of the organization Overdependence on the external provider: An organization may fail to develop its own capabilities as a result or overdependence on the service provider.COMPONENTS OF STALY 6. = HADERSHIP AND MANAGMENT STUDY THAT VUNCTION Job analysis: it involves the collection of job related information to prepare JOD deveription and job specification, Job description includes detail Information about what a person has to do while being in specific job, Job Specification indicates the qualification, training work experience and other personnel requirement 10 perform a particular job, Human resource planning: It involves an estimation of demand and supply of manpower to fulfill current and future HX requirement of the organization. Recruitment and Selection; Recruitment is the process of making a pool of qualified candidates, It starts with the invitation of application and ends with the development of a list of qualified candidates, Selection involves the process of reviewing, application blanks, organizing interviews and test and informing candidates, ‘Training and Development: Training and development is required to develop the skill and ability to motivate employees to eo Depending, on the training needs, of the employees on the job inside the on ion) and off the job (outside the organization) training in organized. A Performance Appraisal: It is opto’ evaluation employees’ performance related strength and weaknesses, Performance is measured against criteria set previously. The result of evalyftigh is used for determining training needs, making, promotion decision and providing reward based on the employees’ performance, “ompensation and Benefits: Compensation is for rewarding people through pay, incentives and benefits for the work done. Compensation dnd benefits are great source of motivating employees, so the packages must be adequate, equitable and acceptable to the employees. Health and Safety, Employee relation.LEADERSHIP AND MANAGEMENT STUDY TEXT REVIEW QUESTIONS 1. Critically discuss the principle steps of employee selection process. 2. Write brief notes on the following management concepts. a) Human resource planning. b) The path-goal model of leadership. 3. a) Describe the five major methods for evaluating Managers, c) What are the critical guidelines for effective Manager Evaluation? . What is the difference between training and development in human resources? 5. Describe with the help of illustrations the “soft” and “hard” elements of human resource planning. 6. a) What is Manager Development? b) Citing examples where appropriate, discuss the principal goals of Manager Development 7. Inrecent years, many organizations have found i employees redundant through retrenchment. WE2} Rave been the principal causes of dn plan for the future in such a way q necessary to make some of their this phenomenon and how far can an organ’ to minimize the number of redundanci 8. Discuss the factors that influence the level of compensation and benefit packages for different employees in an organiz! 9. Describe the steps followed in-érhployee selection process. 10. Sound staff selection proceduré is a vital element of human resources planning. Discuss 11. You are a personnel manager in an organization where performance of employees has been below the expected standards. The chief executive has assigned you the duty of identifying the causes of the poor performance and suggesting solutions to igi the problem. a) Explain the steps you would follow when carrying out the task b) Suggest measures that management should take to alleviate the problem. 12. As management consultant, you have been requested to design a staff appraisal system for a client firm. (a) Outline the factors to be considered when designing such a system. (b) Explain three performance appraisal methods. () What factors may limit the effectiveness of a performance appraisal system?