Chapter 1 Staffing Models

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Chapter 1Staffing Models Strategy
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Staffing Definition

• the process of acquiring, deploying, and
  retaining a workforce of sufficient quantity and
  quality to create positive impacts on the
  organization's effectiveness.

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Staffing as a Process

• Its composed of a series of interrelated parts
  including recruitment, selection, decision making
  and final match (job offers).
• See Exhibit 1.4, pg. 17

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Person-Job MatchExhibit 1.2, pg. 13

• Jobs are characterized by their requirements
  embedded rewards
• Individuals are characterized by their level of
  qualification. (KSAOs)
• There are implied consequences for every
  person-job match

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If the Match is Good

• There should be positive impacts on the following
  HR outcomes
• Attraction of job applicants
• Job performance
• Retention
• Attendance
• Satisfaction

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Person/Organization Match Exhibit 1.3, pg.15

• Additional matching concerns
• 1. Organizational Values
• 2. New Job Duties
• 3. Multiple Jobs
• 4. Future Jobs

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Staffing Organizations ModelExhibit 1.5, pg.19

• Organization, HR, Staffing Strategy
• Support Activities
• Core Staffing Activities
• Staffing System/Retention Management

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HRM ModelExhibit 1.5, pg.19

• HR ACTIVITIES
• Support-Not intended to directly influence the
  person/job match
• Functional- Are intended to directly impact the
  person/job match

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Strategic Staffing Decisions Ex. 1.6

• STAFFING LEVELS
• Acquire or develop talent
• Lag or lead system
• External or internal hiring
• Core or flexible workforce
• Hire or retain
• National or global
• Attract or relocate
• Overstaff or understaff
• Hire or acquire

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Staffing Quality (Exhibit 1.6)

• Person/job or person/organization match
• Specific or general KSAOs
• Exceptional or acceptable workforce quality
• Active or Passive diversity

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External Influences

• Economic Conditions
• Labor Markets
• Labor Unions
• Laws and Regulations