STAFFING MANAGEMENT: AN ARTICLE BASED

RESEARCH ON CORE STAFFING SYSTEMS

Introduction
The study will shed immense light on the various sections of staffing management, which is one
of the most pivotal elements for any firm within the industry to carry its business process in a
successful manner. The study will also enhance the knowledge of the reader under the selected
topic of Core Staffing Systems. This section consists of three major divisions, which are
recruitment, selection, and employment (Pollitt, 2007, p. 78). The articles that are selected for
further research have massive connection with the selected topics. The learner have monitored
these articles with intense care and have selected them after evaluating all the above - mentioned
criterias.

Backgroud
The study of the article (Refer to appendix 1), quiet clearly highlights that the recruitment
strategies of the trade union and options had a huge loophole. This can be further argued as the
detailed study of the article will elaborate the fact that the trade union needs to think very
carefully regarding the rewards that are available to the union during the conveying of strategies
that are aimed at increasing the membership (Kiran 2010, p. 17). This should be taken care in
non union establishments and unionized establishments as well. The economy of the Inter
Kingdom (UK) in the recent era has experienced a change and the various sectors within the
industry such as the finance, banking, and insurance have increase the importance regarding
employment. As a result, all these sectors have disguisedly grown an increased interest for trade
unions. Moreover, the study of the article also states that the trade union has faced various
critical situations regarding the recruiting process, which certainly clears up the fact that the
management of the trade union has implanted various wrong strategies of recruitment.
Furthermore, the study also concludes that these problems were mostly related to the Legal
implications during the recruitment process. Therefore, the management of the firm needs to deal
with the trade union in a diplomatic manner or else can have a huge negative impact on the
whole business process of the company. Another major problem that has been expressed by the
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trade union full time officials was related to actively servicing small firms. In those small
establishments the district officials needs far more high level of assistance and support than they
need in the small establishments (Bush, 2010, p. 112). The study of the article also concludes that
the part time employees do not get any huge value as they are almost ignored arguably. This
statement can be further supported by highlighting the fact that most of the small firms only
employ 2 to 3 part time employees and the rest of the firm consist of full time employees. The
competition within inter union for new members has also been a huge amount of problem,
which have taken a bigger shape in the recent past.
The main motive of the second article is to analyse and outline the various procedures that the
small firms adopt during their recruitment processes. These adopted procedures needs to be
highly effective, as these firms do not have the capability to conduct the interview process
repeatedly. The repetition of the process can shadow a negative impact on the financial division
of the firm, which will also disguisedly affect the profit making of the company in a massive
negative manner. Moreover, the study also concludes that these small firms face major problems
that arise from the ethical miss - consideration of the interviewed candidates (Dai and De Meuse,
2013, p. 153). The managers and the whole HR team of the firm need to be well aware of this
fact. During the personal interview or the HR round of the interview the manager should be
aware of not asking the candidate any questions, which can violate any of the legal terms and
conditions as per the government of the country.
The strict following of the above stated sections and criterias would enable the small firms to
stay away from all sorts of illegal accusations, which will also save a huge amount of finance for
these companies (Bush, 2014, p. 601). Moreover, another massive problem that these small firms
face as per the article is that these firms are massively unaware of the cost of recruitment. The
cost of recruitment is referred to the cost that the firm incurs during the whole interview process.
Small firms, as per the article (Refer to appendix 2) states that employees has a huge tendency to
leave within a minimum days of his/ her joining as these firms do not have the capability to pay
huge compensations (Dreu, 2012, p. 287). The firm within a short span of time cannot solve the
pay structure problem. Alternatively the problem of employees leaving the firm due to work
pressure can be solved by the management by implementing the below stated standard
recruitment process. Moreover, implanting the below process of recruitment will also ensure the
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The HR manager will be responsible for the whole recruitment process. The first and foremost
duty will be to declare the vacancy report of the company to all the qualified candidates. After
this whole procedure is over, the hr staffs will be responsible for short - listing the CV of the
candidates among the whole lot of applications received (Giordano et al. 2013, p. 17). Then the
shortlisted candidates will be called up for the various rounds of interview as decided by the
management. The second part is the whole process of the interview, which the newly appointed
manager will have to take care of which can be done by selecting three different panels as there
are three different heads of vacancy (Sarabdeen, 2012, p. 13). The respective panel members are
responsible for the interview process of their respective panel.
The study of the third article quiet clearly highlights that the MNCs operating in Egypt is
suffering from two major drawbacks, which in the selecting recruitment sources and evaluating
the success of the recruitment. The problem of selecting the recruitment sources can be easily
solved by collaborating with various organizations that have huge database of qualified
candidates. Moreover, various small firms who work as recruitment can also be used by these
MNCs to resolve this particular issue (Shaw et al. 2011, p. 577). On the other hand, the problem
of evaluating the loopholes in the recruited employees along with the next step of making them
comfortable in the company can be done by regular communication. The MNCs operating in
Egypt also has the option of implementing the theory of the Belbins Team role model, which will
enable their employees to provide massive amount of team work, which is always successful.
Summary
Below is a table of question, which the manager has the right to ask the candidate.
a) The name of the candidate
b) The address of the candidate
c) The marital status of the candidate
d) The disability of the candidate [if any]
e) The medical problem of the candidate [if related to the particular work]
Below is a table of question, which the manager does not preserve the right to ask the candidate.
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a) The religion of the candidate

b) The specific age of the candidate including [here specific means the time, date and month of
candidates birth]
c) The skin color of the candidate
d) The origin nation of the candidate
e) Explanation on the gender of the candidate

Analysis
The article states that the communication within the newly recruited employees of a firm and
the management needs to be well constructive in both verbal and written forms. Therefore, the
management of the Egyptian MNCs should provide special care to newly formed team in order
to make them capable of achieving the organizational goals and objectives (Hede, 2010, p. 88).
The company should provide the new employees with superior training and development process
to help them become capable of handling the companies work pressure. The popular and mostly
adopted methods to monitor the growth of the new employees, normally consists of three steps,
which include Rating of the employee by the manager, Self - rating and Rating of the whole team.
The work done by the employees in a certain span of time after joining is taken under
consideration and on the basis of the work standard the manager provide a rating to every
employee which is known as the manager rating (Cook, 2009, p. 17). On the other hand,
employees are also motivated to compare each others work and point out each others mistake,
which is known as self - rating. Furthermore, the employees also need to rate each others work
in a friendly manner in order to get self - motivated and increase the work efficiency.

Conclusion
The study of the three articles summarized various facts regarding the section of staffing
management, but among all these one of the identical element is the implanting of the right
strategy. Therefore, it can be quiet easily stated that the construction of the strategy and the

action plan for the recruitment and staffing section plays a huge role of significance in the overall
outcome.

Reference List
Books
Pollitt, D. (2007). Recruitment. Bradford: Emerald Group Press.
Kiran R. (2010). Recruitment management. Mumbai [India]: Himalaya Pub. House.
Hede, K. (2010). Making Team Science Work: Advice from a Team. Science.
Cook, S. (2009). The effective manager. Ely, Cambridgeshire, U.K.: IT Governance Pub.
Bush, T. (2010). Accelerating Leadership Development. Educational Management
Journals
Bush, T. (2014). Applying distributed leadership across contexts. Educational Management
Administration & Leadership, 42(5), pp.601-602
Dai, G. and De Meuse, K. (2013). Types of Leaders Across the Organizational Hierarchy: A
Person-Centered Approach. Human Performance, 26(2), pp.150-170
Dreu, C. (2012). Team innovation and team effectiveness: The importance of minority dissent
and reflexivity. European Journal of Work and Organizational Psychology, 11(3), pp.285-298
Giordano, A., Clarke, P. and Borders, L. (2013). Using Motivational Interviewing Techniques to
Address Parallel Process in Supervision. Counselor Education and Supervision, 52(1), pp.15-29
Sarabdeen, J. (2012). Learning Styles and Training Methods. CIBIMA, pp.9-19
Shaw, J., Erickson, A. and Harvey, M. (2011). A method for measuring destructive leadership and
identifying types of destructive leaders in organizations. The Leadership Quarterly, 22(4),
pp.575-590

Appendices List
Appendix 1
Martin McCracken Michael Sanderson, (2004),"Trade union recruitment: strategic options?",
Employee
Relations, Vol. 26 Iss 3 pp. 274 - 291
Permanent link to this document:
http://dx.doi.org/10.1108/01425450410530655

Appendix 2
Recruitment in small firms: Processes, methods and problems
Marilyn Carroll Mick Marchington Jill Earnshaw Stephen Taylor
Article information:
To cite this document:
Marilyn Carroll Mick Marchington Jill Earnshaw Stephen Taylor, (1999),"Recruitment in small
firms",
Employee Relations, Vol. 21 Iss 3 pp. 236 - 250
Permanent link to this document:
http://dx.doi.org/10.1108/01425459910273080

Appendix 3
Menatallah Darrag Ahmed Mohamed Hadia Abdel Aziz, (2010),"Investigating recruitment
practices and
problems of multinational companies (MNCs) operating in Egypt", Education, Business and
Society:
Contemporary Middle Eastern Issues, Vol. 3 Iss 2 pp. 99 - 116
Permanent link to this document:
http://dx.doi.org/10.1108/17537981011047943

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Appendix 4
Belbin's Team Role Model

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