Q.Human resources are the most important asset of an organisation. The ability of an organisation to achieve its goal depends upon the quality of its human resources. The General Manager of 'Allied and Sons' appointed an IIM graduate, Pawan Rai, specialised in finance as Marketing Manager. On monthly evaluation, it was found that Pawan Rai's performance was not up to expectations and he was not able to meet the monthly targets of the organisation. The Chief Executive Officer (CEO) of the company asked for investigation into the matter. The CEO was told that Pawan Rai has a specialisation in finance but was appointed as a Marketing Manager. The CEO discussed this matter with the General Manager and explained to him the importance of putting the right person at the right job. He further explained that it would not only lead to higher performance but would also provide many other benefits. Besides the benefits of putting the right man at the right job, state the three other benefits which the CEO might have explained to the General Manager that are not given in the above para.
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Start your 14-day free trial to unlock the full solution →The question asks for three staffing benefits beyond "right person at the right job." The CEO would have highlighted: (1) improved employee morale and job satisfaction, (2) reduced labour turnover and associated costs, and (3) optimum utilisation of human resources across the organisation.
This is a question about the staffing function in management, specifically the broader benefits of sound recruitment, selection, and placement practices. The case already mentions one core benefit—placing the right person in the right job leads to higher performance. The question asks you to identify three additional benefits the CEO might have discussed.
The staffing function is not just about filling vacancies; it is a strategic process that shapes the entire human resource architecture of an organisation. When done well, staffing delivers multiple organisational and individual benefits that go far beyond immediate task performance.
Let me walk through the three most important benefits the CEO would likely have emphasised:
1. Improved Employee Morale and Job Satisfaction
When employees are matched to roles that align with their skills, qualifications, and interests, they experience a sense of competence and achievement. Pawan Rai, a finance specialist, was placed in marketing—a mismatch that likely led to frustration, stress, and a feeling of inadequacy.
Proper staffing ensures that employees feel valued and capable, which directly boosts morale. High morale translates into:
- Greater enthusiasm and commitment to work,
- A positive work environment,
- Lower absenteeism and grievances.
Job satisfaction is not a soft metric—it is a driver of productivity and organisational loyalty.
2. Reduced Labour Turnover and Associated Costs
Mismatched placements are a leading cause of employee exits. When someone like Pawan Rai is set up to fail in a role that does not suit his expertise, he is far more likely to leave—either voluntarily (seeking a better fit elsewhere) or involuntarily (due to poor performance).
High labour turnover is expensive. It involves:
- Recruitment and selection costs for replacements,
- Training and induction expenses,
- Loss of productivity during the transition period,
- Damage to organisational reputation.
Effective staffing minimises turnover by ensuring employees are placed where they can succeed and grow, reducing the churn that drains both financial and human capital.
A common mistake in staffing is to focus only on filling a vacancy quickly, rather than finding the right candidate. This short-term thinking often leads to long-term costs in the form of turnover and re-hiring.
3. Optimum Utilisation of Human Resources …
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