Running head: STAFFING ORGANIZATIONS 1

Organizational Staffing Plan: Part 1 Name: Billy Okumu BUS335- Staffing Organizations Date: May 4, 2013

STAFFING ORGANIZATIONS Organizational Staffing Plan: Part 1

The purpose of this paper is to provide the lending institution with the required staffing organizational plan for the start-up new small business. This plan will explain the major staffing areas planned for the new coffee shop and are based on approved human resource staffing principles. Employment Relationships The employment relationship is the legal link between employers and employees. It exists when a person performs work or services under certain conditions in return for remuneration (International Labor Organization, 2011 ). It is through the employment relationship, however defined, that reciprocal rights and obligations are created between the employee and the employer. In addition, a persons job, like a persons business, is a highly valued possession that pervasively affects the lives of the employee and his or her family. With stakeholders everywhere, the relationship is laden with moral responsibilities. Therefore, the relationship I would establish between the coffee shop and employee would be to define the type of equal rights and obligations that should be created between the employee and the employer. An ethical employer does not think of employees only as a means to an end. Employees must be treated as a major stakeholder group. Ethical employers consciously and consistently treat the promotion and protection of the well-being of employees as an important business obligation and objective. The employment relationship should be the main vehicle through which workers gain access to the rights and benefits associated with employment in the areas of labor law and social security. It is the key point of reference for determining the nature and extent of employers rights and obligations towards their workers.

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Avoiding Claims of Disparate Treatment Disparate treatment involves intentional discrimination in which the employer simply treats some people less favorably than others because of their race, color, religion, sex, or national origin (Heneman III, 2011). Treating employees less favorably based on age, religious views, race, sex, disability or national origin is disparate treatment, a form of discrimination under the law in the United States. Actions leading to a wrongful termination lawsuit may give the courts a reason to find for the employee on disparate treatment discrimination. If you warn some of your employees before termination and do not warn others, your business shows vulnerability under disparate treatment and discrimination laws. Discrimination applies to race, sex, age, disability or religious beliefs, and an employee can allege discrimination and wrongful termination when the employer favors one race over another. Disparate impact relates to disparate treatment, and a wrongful termination lawsuit may claim that the impact or hardship created plays a role in the discrimination. A greater impact proven to a specific group such as women or older employees may impact your business as well. External Influences to Staffing The reason employees can be influenced by the external economical environment is because these elements have a direct impact on a business's operations and ability to perform. In turn, it can affect how an organization manages their employees. Things such as inflation and labor laws can hinder organizational growth, thereby affecting employee morale, motivation and commitment. It is important to understand the relationship that technology has on a business's ability to operate effectively and efficiently. Technological advances in the external environment can have a positive effect on employees, such as progressive technology which can help make

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jobs more efficient. As a result, employee behavior may be positively influenced. If employees are satisfied with the social environment, they may be more apt to perform and produce in the workplace. Plan to Manage Employee Shortages or Surpluses There are a number of options for managing projected surpluses and shortages of employees in an occupation. Organizations realize that, at some point, they have a shortage or surplus of employees. The strategies they choose to deal with the over and the under affect profits, morale, and in some cases employee mismatches. Strategies for managing surpluses include: hiring freezes, not replacing those who leave, reduce work hours, layoffs, and acrossthe-board pay cuts. The plan that I would create to deal with shortages and surplus would include: recruiting new permanent employees, working current staff overtime, rehiring retirees part-time, and redesigning job processes so that fewer employees can temporarily fill-in, and hiring temporary employees. Hiring freezes can be an effective strategy for managing surpluses. However, this strategy overloads tasks on staff who already feel overburdened. Organizations can also choose not to replace workers who have left the company. This is a straightforward and inexpensive way to manage surpluses without the overt negativity, because it does not give the impression that the company is firing employees. The down side to a hiring freeze is the associated costs with outsourcing and overtime. Reducing employee work hours can also help an organization manage employee surpluses by scaling down the number of employee hours a manager has to handle at one time, which can also be cost effective. Strategy for Workplace Diversity Implementing a diversity training program is one type of strategy that would be an effective tool in the workforce. This kind of training is designed to help individuals better understand

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others who are different from themselves. It also makes it possible for all personnel of an organization to function better in a diverse workplace. Many companies are discovering that diversity training is very effective for managing diversity and minimizing related conflicts. It teaches employees to work together more effectively and to gain insight as to how their personal behaviors affect and are interpreted by others. A well-planned and well-developed diversity training program can help people understand the beliefs, values and lifestyles of others, as well as to become more open-minded and more accepting of diverse points of view. Job Analysis for Key Positions One of the main purposes of conducting a job analysis is to prepare a job description and a job specification which in turn helps to hire the right quality of workforce into an organization. The general purpose of a job analysis is to document the requirements of a job and the work performed. Task-oriented procedures focus on the actual activities involved in performing work. This procedure takes into consideration work duties, responsibilities, and functions. Workeroriented procedures aim to examine the human attributes needed to perform the job successfully. These human attributes have been commonly classified into four categories: knowledge, skills, abilities, and other characteristics (KSAO). Knowledge is the information people need in order to perform the job. The job requirements job analysis I would use for the store managers and coffee servers in order to identify tasks are as follows: 1) ability to direct the work of others; 2) ability to learn quickly; 3) effective oral communication skills; 4) knowledge of the retail environment; 5) strong interpersonal skills; 6) ability to work as part of a team; 7) ability to develop relationships and last but not least, 8) strong work ethics and integrity. Store Managers

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{Discus how you will conduct a job analysis for this position and identify the most critical factors you will use in staffing these positions.} Coffee Servers {Discus how you will conduct a job analysis for this position and identify the most critical factors you will use in staffing these positions.}

STAFFING ORGANIZATIONS References Heneman, H., Judge, T., & Kammeyer-Mueller, J. (2012). Staffing organizations. Boston, MA: McGraw-Hill.