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Part 1
The Nature of Staffing
Chapter 1: Staffing Models and
Strategy
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CHAPTER ONE
Staffing Models and Strategy
Screen graphics created by:
Jana F. Kuzmicki, PhD
Troy State University-Florida and Western Region
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Chapter Outline

Nature of Staffing
Staffing Models

Definition of Staffing

Staffing System Components

Implications of Definition
Importance to
Organizational Effectiveness

Staffing Organizations





Staffing Models



Staffing Quantity: Levels
Staffing Quality: Person/Job
Match
Staffing Strategy



Staffing Levels
Staffing Quality
Staffing System Examples
Plan for Book
Staffing Quality:
Person/Organization Match
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Nature of Staffing
 Definition
 “Process
of acquiring, deploying, and retaining a
workforce of sufficient quantity and quality to create
positive impacts on the organization’s effectiveness”
 Implications
 Acquire,
 Staffing
of definition
deploy, retain
as a process or system
 Quantity
and quality issues
 Organization
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effectiveness
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Nature of Staffing: Importance to
Organizational Effectiveness
Quotes from organization leaders
 Survey results



Survey of executives regarding important issues indicated
“attracting, developing, and keeping good people” was among
the top five problems (mean = 6.18 on a 1-7 scale)
Organizations’ experiences
Acquisition of new leaders to lead a “reversal of fortunes”
 Prevention of key leader losses
 Use of talent as a source of competitive advantage
 Impact of shortages of labor
 Ability of managers to manage


Research findings
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Staffing Models
 Staffing
Quantity: Levels
 Staffing
Quality: Person/Job Match
 Staffing
Quality: Person/Organization Match
 Staffing
System Components
 Staffing
Organizations
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Exh. 1.1: Staffing Quantity
Projected Staffing Requirements
Overstaffed
Compare
Fully Staffed
Understaffed
Projected Staffing Availabilities
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Exh. 1.2: Person/Job Match
Job
Requirements
Rewards
Match
Person
HR Outcomes
Impact
Attraction
Performance
Retention
Attendance
Satisfaction
Other
KSAOs
Motivation
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Concepts: Person/Job Match Model

Jobs are characterized by their
requirements and rewards

Individuals are characterized
via qualifications (KSAOS) and
motivation

Likely degree of fit between job
characteristics and person

Implied consequences for every
match

Examples - Clark and Jack
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



Concepts are not new
Matching process involves dual
match
 KSAOs to requirements
 Motivation to rewards
Job requirements expressed in
terms of both
 Tasks involved
 KSAOs necessary for
performance of tasks
Job requirements often extend
beyond task and KSAO
requirements
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Exh. 1.3: Person/Organization Match
Organization
Values
New Job
Duties
Job
Requirements
Rewards
Multiple
Jobs
Match
Person
KSAOs
Motivation
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HR Outcomes
Future
Jobs
Impact
Attraction
Performance
Retention
Attendance
Satisfaction
Other
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Concepts: Person/Organization
Match Model

Organizational culture and values
 Norms
of desirable attitudes and behaviors for
employees

New job duties
 Tasks
that may be added to target job over time
 “And other duties as assigned . . . “

Multiple jobs
 Flexibility
concerns - Hiring people
who could perform multiple jobs

Future jobs
 Long-term
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matches during employment relationship
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Exh. 1.4: Staffing System Components
Applicant
(Person)
Organization
(Job)
Recruitment
(identification and attraction)
Selection
(assessment and evaluation)
Employment
(decision making and final match)
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Exh. 1.5: Staffing Organizations Model
Organization
Vision and Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Planning
Recruitment:
Selection:
External, internal
Measurement, external, internal
Job analysis
Employment:
Decision making, final match
Staffing System and Retention Management
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Components of Staffing
Organizations Model

Organizational strategy
Mission and vision
 Goals and objectives


HR strategy
Involves key decisions about size
and type of workforce to be
 Acquired
 Trained
 Managed
 Rewarded
 Retained
 May flow from organizational strategy and/or
 May directly influence formulation of organization strategy

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Components of Staffing
Organizations Model (continued)

Staffing strategy
An outgrowth of the interplay between organization and HR
strategy
 Involves key decisions regarding acquisition, deployment,
and retention of organization’s workforce
 Guide development of recruitment, selection, and
employment programs


Support activities


Core staffing activities


Serve as foundation for conduct of core staffing activities
Focus on recruitment, selection, and employment of
workforce
Staffing and retention system management
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What is Staffing Strategy?
 Definition
 Requires
making key decisions about acquisition,
deployment, and retention of a company’s workforce
 Involves
making 13 key decisions
 Decisions
focus on two areas
 Staffing
levels
 Staffing
quality
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Exh. 1.6: Strategic Staffing Decisions
Staffing Levels

Acquire or develop talent

Lag or lead system

Staffing Quality

Person/Job or
Person/Organization match
External or internal hiring

Specific or general KSAOs

Core or flexible workforce


Hire or retain
Exceptional or acceptable
workforce quality

National or global

Active or passive diversity

Attract or relocate

Overstaff or understaff

Hire or acquire
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Examples: Staffing Systems
 Police
department
 Automobile
 Theme
park
 Telephone
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plant
company
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Plan of Book
 Part
1: Nature of Staffing
 Part
2: Support Activities
 Part
3: Staffing Activities: Recruitment
 Part
4: Staffing Activities: Selection
 Part
5: Staffing Activities: Employment
 Part
6: Staffing System and Retention
Management
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© 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.