Not for Profit Organization (NPO)
A not for profit organization, like any other organization, requires a sufficient number of employees to achieve its objectives. The operations of such organizations are also focused on efficiency and productivity and require the workers to be competent at their tasks. Effective staffing in any organization is focused on the ability to ensure that all operations are given maximum attention. The services offered by NPOs also require competence and high levels of skills and performance. A key challenge experienced by employers in NPOs relates to the difficulty involved in hiring and retaining employees.
Contrary to employer expectations that employees should work out of free will, most of those who are engaged by NPOs expect an outcome from their engagement. It is critical that in addition to training the workers, the employees should be made to understand the nature of their jobs and to work within the constraints of their employment environments. Staff rationalization is one of the ways through which managers can ensure effective employee performance in NPOs (Beissinger and Mark 103).
The staff rationalization process is used by managers to determine the relevant organizational staffing capacities. The recruitment process has to involve consideration of staff qualifications and past experience and evaluation of their relevance to the available opportunities. A strategic plan is used to implement staff rationalization. The plan has to involve provision of information relevant to the NPO operational areas, a detailed base information, the targeted groups and workforce combination.
The initial stages of staff rationalization has to involve collection of information regarding the master plan, the projected performance levels based on the rationalized output, demographic information of employees, available and minimum staffing levels in all departments, laws that are applicable to the NPO and performance gaps and the relevant training needs to fulfill those gaps. The consideration of these factors implies that local governments and other authorities have to be consulted during the worker recruitment processes.
After collection of the relevant information by the project manager, the next stage of employee rationalization involves the production of work schedules and collection of relevant resources for task completion. The scheduling is done to incorporate all the suggested activities, proper work timelines and the responsible personnel. On the other hand, the collection of resources involves pre-determination of the costs that will be incurred in the entire process of work rationalization (Arvgerou and others 187). The process involves hiring new workers, laying off other works and assignment of the new reformed work force to various tasks. It is essential for managers to consider the specialization of each of the employees before assigning work specifications.
Staff rationalization aims at increasing organizational efficiency, particularly where an organization had experienced reduction in performance in terms of service delivery. Reduced productivity is a sign of poor planning and utilization of resources within the organization. Through staff rationalization, employee performance can be improved through elimination of redundancy and increased employee retention in the organization. It is also essential for all departments to have the most appropriate number of workers for the achievement of organizational goals.
Due to the strategies involved in staff rationalization, the process may not be easy as it requires application of skill and accurate measurement of strategic plans. It is expected that the end of the process should see the organization fulfilling most of the requirements. However, this is difficult to achieve as hiring the most proficient workers also comes with additional costs. If all the strategies are put in action, it is expected that all NPOs will be able to meet high expectations in service delivery.
Beissinger, Mark R. Scientific Management, Socialist Discipline and Soviet Power. London: Tauris, 1988. Print.
Avgerou, Chrisanthi, and la R. R. Lèbre. Information Systems and the Economics of Innovation. Cheltenham [u.a.: Elgar, 2003. Print.
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