Key Features:
- No of Pages: 64
- No of Chapters: 05
Introduction:
Abstract
This research work has attempted to identify the critical functions of staffing and their importance to small and medium scale businesses.
In carrying out the research work a sample size of forty small businesses in Benin city was chosen. Data were gathered through questionnaires and personal interview to examine the staffing practices in these small businesses.
In carrying out this work, it was found that the staffing function in small businesses is carried out by the owner/managers of the businesses. There is no unique way for ascertaining the staffing needs in these businesses. Recruitment is done mainly by family, friends and staff recommendation.
For staffing to be effective as a function of management, proper manpower planning should be done.
Proper job analysis will lead to having the right staff, at the time and at the right place. Training is needed at all levels of management. Objective of performance evaluation should be stated to enhance its effectiveness.
Table of Content
Title Page
Table of Contents
Abstract
CHAPTER ONE: INTRODUCTION
Background of the Study
Statement of the Research Problem
Objectives of the Study
Scope of the Study
Significance of the Study
Limitations of the Study
CHAPTER TWO: LITERATURE REVIEW
Small and Medium Scale Enterprises
Staffing as a Function of Management
Manpower Planning
Job Analysis
Recruitment
Selection
Placement
Training and Development
Performance Appraisal
Separation
Situational Factors Affecting Staffing
CHAPTER THREE: RESEARCH METHODOLOGY
Introduction
Research Design
Method of Data Collection
Research Instrument
Sample and Sample Size
Method of Data Analysis
CHAPTER FOUR:
Data Presentation and Analysis
CHAPTER FIVE: SUMMARY, FINDINGS, RECOMMENDATIONS AND CONCLUSION
Summary
Recommendations
Conclusion
Bibliography
Appendix
Introduction
BACKGROUND OF THE STUDY
Staffing is one of the most important functions of management. It is an aspect of human resource management that includes finding sufficient number of people who will take up employment in the business and selecting from this number those to whom employment will be offered. The staffing function is housed in the human resource or personnel department of most large organizations while in smaller organizations where there is often the absence of a well defined separate personnel department, the process of staffing is conducted by the manager or owner of the business.
However, whether small, medium or large scale enterprise the purpose of staffing is ensuring that positions within the organization are filled and remain filled with competent workers doing the work of the organization to ensure that goals are met. Most writers have agreed that staffing is composed of the following parts; recruitment, selection, placement, training and development, employee appraisal and separation. From this it can be concluded that staffing involves processes related to balancing the workload with available resources, recruiting, selecting among candidates for open positions, employees leaving the Organization, and transitioning into new positions (Carnegie Mellon University 001:109). Human resource is considered the most valuable yet the volatile and potentially unpredictable resource which an organization utilizes. If an organization fails to place and direct human resources in the right areas of the business, at the right time and at the right cost, serious inefficiencies are likely to arise creating considerable operational difficulties and likely business failure (Bramham 1990: Smith 1971). Acquiring and maintaining an adequate staff is the best asset an organization can have (Clifford: 1989:145).
Finding and keeping good employees is not a matter of luck but rather the result of aggressive recruitment, careful selection, proper training and motivation and thoughtful management. This may include careful manpower planning to reconcile the organization’s need for human resources with the available supply of labour in the local and national labour market.
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