CH 16 Staffing and staff structure

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CH 16Staffing and staff structure

• Tzu-Ching Chang
• Tourism School
• Ming Chuan University

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Structure

• The changing labor force
• Staff and staffing structure in leisure
  organization
• Staffing and principles of management
• Formal and informal organization
• Line and line-and-staff organization
• Mechanistic and organic organizational models
• Staffing and legislation
• Staff recruitment and selection

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Structure

• Staff appraisal
• Staff handbook
• Leisure service and facility guidelines

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16.1 Introduction

• Excellent staff are as important as excellent
  facilities
• Managers in leisure services must have
• Knowledge, experience and understand of staff
  matters
• Selection, staff relations, staff motivation,
  organizational structures
• Different types of staff in the leisure services
• Full-time, part-time and voluntary
• To be employed, trained, nurtured and enabled to
  perform well for their organization for themselves

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16.1 Introduction

• Staff and staffing structure with leisure service
  organization
• The principle management with concern staffing
• The formulation of organization and staffing
  structure
• Legislation issues related to staff employment
• Analysis of the recruitment and selection of
  staff and staff appraisals
• The production and use of a staff handbook

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16.2 Staff and staffing structure in leisure
organizations

• The staff structure represents
• The way in which the work is organized and shared
  out and the manner in which an organization is
  mongered
• Can be helpful to achieve organizational
  objectives
• Characteristics
• Staff and structures vary
• Inadequate staff structures
• Staffing flexibility

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16.2 Staff and staffing structure in leisure
organizations

• Staff and structures vary
• According to different organization, authority,
  center
• Different type of staff
• Full time, part-time, temporary, casual, and
  voluntary
• Different titles
• Recreation executives, senior, middle and line
  mangers, recreation offices, wardens,
  park-keepers, coaches, teachers, community
  workers, youth workers, play leaders, artists,
  caterers, supervisors

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16.2 Staff and staffing structure in leisure
organizations

• Staff and structures vary
• Different requirement
• Working hours
• Work with different leisure facilities
• Different means towards achieving objectives

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16.2 Staff and staffing structure in leisure
organizations

• Inadequate staff structures
• In many public leisure and recreation
  organization, the staffing structure is
  inappropriate to the needs
• New leisure center require
• Managers with considered decision making power
• To take full responsibility
• The flexible structure enough to respond to
  changes

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16.3 Staffing and principles of management

• Three basic principles of management must be
  considered in establishing an organizational
  structure
• Unity of command
• Logical assignment
• Span of control
• With authority and power

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16.3 Staffing and principles of management

• Unity of command
• Each individual in an organization should be
  responsible to only one supervisor
• This establishes a precise chain of command
  within the organization
• Logical assignment
• Staffing doing the same work should be grouped
  together
• The work is planed and scheduled in a logical
  order
• Without this, there will be duplication, overlap,
  confusion, resentment, power struggles.POOR
  PERFORMANCE

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16.3 Staffing and principles of management

• Span of control
• There are limiting factors which must be
  considered in deciding the number of subordinates
  a member of staff can effectively handle
• Including
• The number of people that can be supervised
• Depending on the quality of staff and level of
  delegation
• The distance over which control can be exercised
• The amount of time in which to exercise control
• The number of activities that a manager can
  effectively manager

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16.3 Staffing and principles of management

• Span of control
• Example 1 an organization with narrow spans of
  control
• Figure 16.1 P497
• Example 2 an organization with wide span of
  control
• Figure 16.2 P497

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16.4 Organization and staffing structure

• The type of staffing structure will depend on
  several important factors
• The nature of the controlling body (local
  authority, commercial entrepreneur, private club)
• Aims and objectives of the organization
• Profit making, service organization
• The stability of the environment in which the
  organization operates
• Distribution of facilities
• Financial targets
• Subsidy, break-even, profit-making

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16.4 Organization and staffing structure

• Scale and nature of the facilities and resources
• Layout and design of facilities
• Nature of the service to be provided
• Levels of performance
• Quality of management and staff and the level of
  delegation possible
• The hours of operations

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16.4 Organization and staffing structure

• Scale and nature of the facilities and resources
• Layout and design of facilities
• Nature of the service to be provided
• Levels of performance
• Quality of management and staff and the level of
  delegation possible
• The hours of operations

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16.4 Organization and staffing structure

• Formal structure
• Clearly defined structure that establishes
  relationships and differences in status, role,
  rank and levels of authority
• In a controlled environment where rules exist
  with regard to channels of communication,
  accepted forms of behavior and the manner in
  which key tasks have to be undertaken
• Informal structure
• Must smaller in size, have a shorter life span
  and on occasions be composed of individuals who
  have made no conscious effort in forming a group

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16.4 Organization and staffing structure

• Formal structure
• Clearly defined structure that establishes
  relationships and differences in status, role,
  rank and levels of authority
• In a controlled environment where rules exist
  with regard to channels of communication,
  accepted forms of behavior and the manner in
  which key tasks have to be undertaken
• Informal structure
• Must smaller in size, have a shorter life span
  and on occasions be composed of individuals who
  have made no conscious effort in forming a group

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16.4 Organization and staffing structure

• Designing formal structures six distinct tasks
  in setting up the staffing structure
• Dividing the work or tasks into jobs
• Grouping similar tasks usually for forming
  departments
• Specifying and controlling the relationships
  between the groups
• Delegating authority for carrying out the jobs or
  group of jobs
• Specifying the authority or control over the
  groups, which can be centralized or decentralized
  to varying levels
• In organizations like a large leisure center,
  local authority department, theater or park,
  creating the line-and-staff relationship

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16.4 Organization and staffing structure

• Departmental structures
• Four revenues managers can follow in creating
  departments
• Function
• There are departments in which staff are grouped
  according to function, for example sports
  coaching arts and crafts and maintenance
• Clientele
• These departments are grouped according to the
  clientele they are to serve, for example junior,
  youth and senior citizens

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16.4 Organization and staffing structure

• Departmental structures
• Geographic
• Staff are grouped according to the area in which
  they work, for example a large borough could
  have area or district departments
• Process
• Service-giving departments and grouped according
  to the process used in providing the particular
  services, for example an information service or
  counseling

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16.4 Organization and staffing structure

• Departmental structures
• Time or shift
• Staff are grouped in shifts to cover all the
  hours that a service or facility is open

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16.4 Organization and staffing structure

• Line and line-and-staff organizations
• Line organization
• Authority is passed on from the highest to the
  lowest levels via a chain of command
• Line-and-staff organization
• Line personal to carry out the regular work the
  use of the resources and the facilities by the
  public
• Staff personal to be responsibility of certain
  specialist functions

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16.5 Mechanistic and organic organizational models

• Two extreme with the various organization
  structures
• Rigidly structure VS Flexibly structure
• Figure 16.4 P505

Bureaucratic
Flexibly structured organization
Rigidly structured organization
Vertical structure
Horizontal structure
Decentralization
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16.5 Mechanistic and organic organizational models

• Mechanistic organization Rigidly structured
  organization
• Operates more effectively when the environment is
  stable
• Formal structure
• Control, authority and communication is
  hierarchical
• The work is broken down into differentiated task
  with precise instructions
• The supervisors will issue all the instructions
  to the staff

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16.5 Mechanistic and organic organizational models

• Organic organization flexible structured
  organization
• Operated better when the environment is changing
• Informal structure
• Communication move through a wide network and
  information shared with people from different
  departments
• Leadership will be assigned to the person with
  the most appropriate expertise and ability in
  that field

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16.5 Mechanistic and organic organizational models

• Leisure service delivery

Chief executive
Leisure service
Finance
Technical services
Personnel
Project A Feasibility study
Project B
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16.7 Staff recruitment and selection

• There are many methods or combinations of methods
  for selecting staff
• Promotion internally
• On recommendation
• Head hunted
• Written presentation
• Discussion groups
• Personality testing
• Agency recruitment
• Consultancy advice
• Interview

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16.7 Staff recruitment and selection

• The interview remains the primary method of
  assessing and selecting staff
• The task is to match the person to the job
• Three thing to making a staff recruitment and
  selection
• The right man or woman for the right job
• The job description, conditions and person
  profiles
• Learning from professional selectors

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16.7 Staff recruitment and selection

• The right man or woman for the right job
• Very time consuming, expensive business
• Some problems choosing a poor candidate or
  finding a good candidate
• The job description, conditions and person
  profiles
• To describe the job, its functions,
  responsibilities
• The employees expectations
• The achievements necessary to meet the goals of
  the organization

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16.7 Staff recruitment and selection

• Learning from professional selectors
• Use the guideline from outside or informal help
• Through a good agency or consultancy service
  company

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16.7 Staff recruitment and selection

• A selection process
• Five steps
• Describe and define the job
• Specify or profile the person whose qualities are
  likely to meet the requirements of the jobs
• Set out the conditions of the job
• Choose methods of communicating and publicizing
  the job vacancy, seeking to match the person to
  the job
• Select sensitively, carefully and methodically

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16.8 Staff appraisal

• Different appraisal system
• The system is to meet the organization objectives
• Comparative system
• Absolute system
• Peer group appraisal system
• Result-orientated appraisal system

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16.8 Staff appraisal

• Comparative system
• Compare one employees performance with others
• They do not allow two-way communication
• Absolute system
• They include writing a report on the employee,
  which is limited by subjectivity
• Appraising an individual against specified traits
  such as initiative
• Rating an employee on a numerical scale

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16.8 Staff appraisal

• Peer group appraisal
• Employees need to band together in collectives
  supporting each others
• It is perceived as disloyal to single out work
  colleagues
• Results-oriented appraisal
• Focus on the performance against each objectives
• Try to improve the job performance
• The key point is the objectives for each employee

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16.8 Staff appraisal

• The benefits of the staff appraisal
• To the employees
• To the appraiser
• To the oranization

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16.8 Staff appraisal

• The benefits of the staff appraisal
• To the employees
• They can know how well they have done
• Overall achievement can be organized and
  documented
• Be sure the staff are clear with their objectives
• To the appraiser
• Provide a feedback to each team
• Managers can explore opportunities, resolve
  problems, obtain commitment

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16.8 Staff appraisal

• The benefits of the staff appraisal
• To the organization
• Helpful for measuring the strengths of the staff,
  whether the right people are in the right jobs
• Whether they can fill vacancies
• Who is right for promotion

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16.8 Staff appraisal

• The staff appraisal should include
• Measurement of current duties
• Professional and technical competence
• Approach to work
• Loyalty
• Supervision of staff
• Upward and download communication
• Interpersonal skills
• Overall performance

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16.9 Staff handbook

• A right staff need to be employed, trained,
  nurtured and enabled to perform well for the
  organization and themselves.
• A staff handbook
• Useful communication document
• A variable sources of reference for managers and
  staff
• Support the staff training
• Should be clear, unambiguous and authoritative

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16.9 Staff handbook

• A guideline with 20 key sections P518
• Introduction and welcome
• General aims of organizations
• The products and services
• The organization structure and different
  department
• Recruitment and selection
• Document required
• Personal records and notification of changes
• Probationary or trial periods

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16.9 Staff handbook

• Contract of employment
• Inform new employees with a written statement
• Inform staff of their legal rights
• Induction, training and assessment
• Induction
• Essential employee training
• Job evaluation and review
• Career development

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16.9 Staff handbook

• Salaries and wages
• Statement on payment system
• Deduction, additional payment
• Expenses
• Incentive pay or bonus
• Hours of work
• Normal working hour
• Overtime, and other special hours
• Meal and rest entitlements

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16.9 Staff handbook

• Time off and absence
• Procedures for notification of absence
• Time off and under what terms for public duties
• Sick pay
• Hospital, dental and other personal appointments
• Holidays
• Annual holiday entitlement
• Holiday pay and special pay on termination of
  employment

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16.9 Staff handbook

• Fringe benefits
• Housing scheme, insurances, medical scheme
• Car purchase
• Educational and training opportunity
• Amenities and facilities
• Use of telephone
• Use of company facilities and products
• Free membership or use of leisure facilities
• Use of amenities by family members and friends

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16.9 Staff handbook

• Trade unions
• The right to join or not to join a trade union
• Health and safety
• Policy statement including safely officer role
• Safety regulation, fire precautions
• Emergency procedures
• Property
• Security of the business plant, supplies,
  equipment, money and property
• Security of personal belongings

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16.9 Staff handbook

• Disciplinary rules and procedures
• The rules are needed for safety, fairness and
  efficiency
• Grievances
• The law sets out procedures to enable staff to
  seek redress of any grievance
• Staff counseling, mentoring and personal problems

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16.9 Staff handbook

• Staff involvement
• Shares in the success of the organization
• Joint consultative committees
• Staff representation
• Meetings
• Retirement and pensions
• Retirement policy and entitlement
• Voluntary early retirement and benefits
• Retirement courses

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16.9 Staff handbook

• Termination of employment
• Notice entitlement
• Redundancy
• Discharge
• New clauses and changes

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16.10 Leisure service and facility guidelines

• Some suggestions for improving leisure service
  staffing
• Understanding the aims and objectives of the
  organizations
• Select staff wisely and logically
• Train and deploy
• Study legislation
• Create formal structures
• Flatten hierarchies
• Permit informal structures
• Construct department and decentralize
• Start with essential staff

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16.10 Leisure service and facility guidelines

• Some suggestions for improving leisure service
  staffing
• Create team management
• Use line-and-staff
• Make conditions flexible
• Consider alternative structures
• Produce staff handbook
• Establish management information systems
• Establish an appraisal system
• Use structures as means, not ends
• Empower staff
• Reward staff collectively for success