Compliance with Staffing Practices

Compliance with Staffing Practices




Compliance with Staffing Practices

The company being analyzed in this situation is called Vodacom Limited. This organization deals with telecommunications hardware and software. It has over 1,000 employees across two continents. Staffing by the book approach is commonly used in companies that demand a high level of integrity and standardization in their employment procedures. The informal approach where “anything goes” holds the potential to create several ethical loopholes and complications within the organization. This approach may be successful in increasing profits for Vodacom Limited in the short run, but it may foster unconstructive complications in terms of the company’s standing. Implementing policies that adopt a cutthroat style in staffing similarly fail to acknowledge the ethical consequences of the association between a company and its employees. One of the critical consequences of such an approach is that such companies lose their competence to draw in and keep first-class applicants (Heneman, Judge, & Kammeyer-Mueller, 2012). However, legal regulations on organizations become an issue only in instances where they are perceived so. Flexible companies discover that such regulations can work to their advantage by integrating such elements of employee ethics into their corporate culture (Heneman et al., 2012).

Formal and Informal Problems of the Organization

One of the major formal problems within Vodacom Limited is the big man mentality. This top-down approach ensures that the manager is always the reference point for the employees. This approach might be highly effective in a routine context since such kind of tasks demand a limited amount of creativity. However, this style of leadership and perception is disastrous within the software industry. The responsibility for most employees at Vodacom is to develop products that are new to the market. This makes it difficult to succeed in software development that is highly diverse and vastly different from an assembly line. Therefore, restricting the employee’s freedom has a massive, negative effect on their productivity. An informal problem within Vodacom Limited is the alarming rate of unprofessional conduct among the employees. While there are clearly defined rules and regulations governing different functions in the office, most employees violate these measures and implement them selectively. The result is chaos, disorganization, and failure in the control systems.

Implementing Staffing Changes in Organizational Culture

Structural change is concerned with making changes to the underlying structure of an organization. It is closely linked to organizational growth. In the case of Vodacom Limited, implementing structural change will commence by involving all the employees from different departments into the planning process. Any form of feedback should be collected from line managers to assist in guiding the practical aspects of the change. Proper and regular communication should be conducted throughout the process (Ployhart, Schneider, & Schmitt, 2006). All stakeholders need to be briefed on the importance of the structural changes. The leaders of the organization should also show a positive attitude and pave the way for change by embracing it in their operations and behavior. Lastly, it is imperative to implement such changes in a sequential manner to ensure continuity and ease of logistics (Ployhart et al., 2006). Implementing behavioral change in the organization will require an introduction or enhancement of the existing motivational factors. This can include salaries, wages, bonuses, and other tertiary incentives. Managers can commit themselves to checking up on the progress of the employees during the transition period until the behavioral change targets are achieved. Technical changes can include changing the method of staffing to effective ones such as computerized or internet-based interviews (Ployhart et al., 2006). Technical changes need the contribution and consent of the major stakeholders particularly if they include massive investment regarding finances and human resources.

Possible Target Systems and Interventions

One of the possible target systems is the recruitment process. It is clear that the current method being used to add new members to the organization is flawed. Employees are not particularly keen on maintaining high levels of professionals, ethics, and etiquette in handling staffing functions (Ployhart et al., 2006). This is a very important function of the whole organization as it determines the quality of the employees and other strategic needs such as continuity and competence. By interfering with the proper channels for staffing and employment, such employees destroy the reputation of the company. An appropriate intervention would be to hire a third-party company to carry out the staffing tasks (Schmitt, 2014). This technique is already rampant in most progressive companies seeking to separate the functions of their employees or reduce instances of interference. Such companies are normally qualified to carry out the recruitment process and may have the jurisdiction to liaise with the job applicants.

Another target system is the management departments. These sections of the organization are tasked to ensure that change is implemented smoothly and correctly (Schmitt, 2014). However, the managers have failed to ensure that change is administered progressively and effectively. Therefore, the best intervention for managers is to conduct a mandatory refresher course. This training process will allow the managers to revise their initial training and have a new understanding of the changes made at the organizational and industrial level (Schmitt, 2014). This intervention is also an excellent way of carrying out appraisal exercises designed to evaluate the competence of current managers.



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Heneman, H. G., Judge, T., & Kammeyer-Mueller, J. D. (2012). Staffing organizations. Middleton, WI: Mendota House.

Ployhart, R. E., Schneider, B., & Schmitt, N. (2006). Staffing organizations: Contemporary practice and theory. Mahwah, N.J: Lawrence Erlbaum Associates.

Schmitt, N. (2014). The Oxford handbook of personnel assessment and selection. Oxford: Oxford University Press.

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