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HUMAN RESOURCE MANAGEMENT

WELCOME WELCOME LECTURE ONE LECTURE - FOUR


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WELCOME
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HR PLANNING

4.1: THE BASIC MODEL.

ORGANISATIONAL HUMAN

4.2: WHAT IS MEANT BY RESOURCE PLANNING?

4.3: OBJECTIVES OF HUMAN RESOURCE PLANNING. 4.4: THE MODEL FOR HUMAN RESOURCE PLANNING AND ITS COMPONENTS.
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4.5: HR PLANNING FRAMEWORK. 4.6: 4.7: THE LINKING ORGANIZATIONAL STRATEGY TO HUMAN RESOURCE PLANNING. STRENGTH, WEAKNESSES, OPPORTUNITY AND THREAT ANALYSIS (SWOT).

4.1.

THE

BASIC

ORGANISANAL

MODEL ORGANIZATIONS ARE NETWORKS OF RELATED PARTS. EACH ELEMENT WORKS TOGETHER TO SUPPORT EFFICIENT OPERATIONS
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Culture Strateg y

Thoughts

Climat e

Feelings

Behavio rs

Policies & Procedur es

INDIVIDUAL

System s

ORGANIZATION

Structu re

NOTEWORTHY

FEATURE

OF

THE

DIAGRAM IS THAT THE THE CENTER. ORGANIZATIONS INDIVIDUALS.

INDIVIDUAL IS AT
AFFECT THOSE

AS SHOWN IN THE DIAGRAM, DIAGRAM, THERE ARE SIX ELEMENTS THAT DEFINE ORGANIZATIONS. ORGANIZATIONS.


1.STRATEGY: STRATEGY: DESCRIBES AN

STRATEGY EXPLICIT OR

IMPLICIT PLAN FOR SUCCESS IN THE MARKETPLACE. MARKETPLACE.


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EXAMPLE: EXAMPLE: WHEN AN AIRLINE DECIDES TO LURE CUSTOMERS WITH EITHER LOWER PRICES OR BETTER SERVICE THAT IS A CORPORATE STRATEGY. STRATEGY.

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2.POLICIES AND PROCEDURES: PROCEDURES:

PROCEDURES ARE THE OBSERVABLE WAYS IN WHICH A COMPANY CONDUCTS BUSINESS. BUSINESS.

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3.ORGANIZATIONAL STRUCTURES: STRUCTURES:


STRUCTURES HIERARCHY OF ACCOUNTABILITY ORGANIZATION. ORGANIZATION. RELATIONSHIPS DIAGRAMMED CHARTS. CHARTS.
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DESCRIBE AUTHORITY IN THESE ARE

THAT AND AN FORMAL

FREQUENTLY

IN

ORGANIZATIONS

4.SYSTEMS 5.CLIMATE 6.CULTURE


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4.2. WHAT IS MEANT BY HUMAN RESOURCE PLANNING?


IT IS A PROCESS BY WHICH AN ORGANIZATION ENSURES THAT IT HAS THE RIGHT NUMBER AND KIND OF PEOPLE, AT THE RIGHT PLACE,
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AT THE RIGHT TIME, CAPABLE THAT OVERALL OBJECTIVES. OBJECTIVES.


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OF WILL

EFFECTIVELY THOSE HELP TASKS THE

COMPLETING

ORGANIZATION ACHIEVE ITS STRATEGIC

ACCORDING TO VETTER: VETTER:

"HRP

HAS DEFINED THE PROCESS

BY WHICH MGT. DETERMINES HOW MGT. THE ORGANIZATION SHOULD MOVE FROM ITS CURRENT TO ITS MANPOWER DESIRED POSITION

MANPOWER POSITION." POSITION.


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ACCORDING TO CASCIO: CASCIO:

HRP IS AN EFFORT TO ANTICIPATE


FUTURE ENVIRONMENT MANPOWER BUSINESS DEMANDS ON AND THE

ORGANIZATION AND TO MEET THE REQUIREMENTS DICTATED BY THIS CONDITION." CONDITION.


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4.3. OBJECTIVES OF

H RP;

OBJECTIVES : 1. TO ENSURE OPTIMUM USE OF HUMAN RESOURCES. RESOURCES. 2. TO FORECAST FUTURE SKILLS. SKILLS.

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3. TO PROVIDE CONTROL MEASURES. MEASURES. 4. TO DETERMINE RECRUITMENT S LEVEL. LEVEL. 5. TO ANTICIPATE REDUNDANCIES. REDUNDANCIES. HAVE TO TRAIN THESE REDUNDANT FOR HUMAN RESOURCE TO ANTICIPATE. ANTICIPATE.

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6. TO DETERMINE TRAINING LEVELS.


7.

TO

ARRANGE

MANAGEMENT

DEVELOPMENT PROGRAM. PROGRAM.

8.

TO ASSESS FUTURE ACCOMMODATION.

9. TO INDICATE ABOUT LEAD-TIME. LEAD-TIME.


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4.4. THE MODEL FOR HUMAN, RESOURCE PLANNING

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1. Personal values and norms of strategic managers and internal organization practical environment
Social, economic legal, political environment

2. Determine organizational growth / retrenchment objectives


3. Determine Human Resource Objectives

Perceived market opportunities

Change in Technology

4. Examine the job structure and design

Change in aspiration and skill level.

5. Examine the future skill retrenchment by occupation or job category 6. Estimate human resource shortage or surplus for each occupational category 7. Establishing specific objectives, plans, policies for recruiting, selecting, placement, training promotion, retrenchment, layoff.

FIG: A MODEL OF HR PLANNING:

 1.

IT STARTS WITH

OBSERVATION FROM THE PRACTICAL ENVIRONMENT THE VALUES AND NORMS PREVAILING WITHIN THE CONCERNED PEOPLE OF THE ORGANIZATION.
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 2.WHILE DETERMINING GROWTH OR RETRENCHMENT OBJECTIVE ANALYSIS ON SOCIAL, ECONOMICAL ENVIRONMENT AND IS POLITICAL

REQUIRED ALONG WITH PERCEPTION OF MARKET OPPORTUNITY.

 3. IT IS NEEDED TO DETERMINE THE HUMAN RESOURCE


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OBJECTIVES.

 4. CARE IS TO BE TAKEN TO CONSIDER TECHNOLOGICAL CHANGE AS WELL AS CHANGE IN ASPIRATION AND SKILL LEVEL OF THE EMPLOYEES. EMPLOYEES.  5. THIS IS TO BE FOLLOWED BY FUTURE

SKILL RETRENCHMENT BY OCCUPATION OR JOB CATEGORY. CATEGORY.  6. IT IS NEEDED TO EXAMINE THE

SHORTAGE AND SURPLUS OF EMPLOYEES FOR EACH OCCUPATIONAL CATEGORY. CATEGORY.


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 FINALLY, ESTABLISHING SPECIFIC OBJECTIVES,  PLANS, POLICIES,  FOR RECRUITING,  FOR SELECTION,  PLACEMENT, TRAINING, PROMOTION, RETRENCHMENT, LAYOFF ETC.
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FRAME WORK OF HR PLANNING


1. Mission
2. Objectives and Goal

3. Strategy 4. Structure 5. People

1. MISSION: MISSION: AT THE BEGINNING THE OF THE

PROCESS,

ORGANIZATION'S

MAIN EMPHASIS IS TO DETERMINE

WHAT BUSINESS IT IS IN. IN.


THIS IS COMMONLY REFERRED TO A DEVELOPING THE MISSION
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STATEMENT. STATEMENT.

2. OBJECTIVES AND GOALS:


3. STRATEGY:
AFTER REACHING AGREEMENT ON WHAT BUSINESS THE COMPANY IS IN AND WHO ITS CONSUMERS THEN ARE, BEGINS SENIOR TO SET MANAGEMENT

STRATEGIC GOALS. DURING THIS PHASE, THESE MANAGERS DEFINE OBJECTIVES FOR COMPANY FOR THE NEXT PERIOD.
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4. STRUCTURE: ESTABLISHMENT STRUCTURE OF IN THE THE

ORGANIZATION ASSISTS IN DETERMINED THE SKILLS, KNOWLEDGE AND ABILITIES REQUIRED FOR JOB
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5. PEOPLE: PEOPLE: FOR THE IMPLEMENTATION HR NUMBER OF OF AND


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PLANNING

REQUIRED BE

SKILLED PEOPLE SHOULD RECRUITED PLACED. PLACED.

THE STEPS INVOLVED IN LINKING ARE AS FOLLOWS:

1.

ASSESSING RESOURCES: RESOURCES:

CURRENT

HUMAN

2. THE DEMAND FOR LABOR: LABOR:

3.

ESTIMATING

THE

FUTURE
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SUPPLY OF LABOR: LABOR:

4.

ESTIMATED

CHANGES

IN FUTURE SUPPLY; SUPPLY; 5. MATCHING THE

DEMAND AND SUPPLY OF LABOR: LABOR:


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4.7. STRENGTHS, OPPORTUNITIES (SWOT) ANALYSIS: ANALYSIS:

WEAKNESSES, AND THREATS

SWOT

ANALYSIS

IS

METHODOLOGY OF EXAMINING POTENTIAL OF EFFICIENCY


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STRATEGIES ORGANIZATIONAL

DERIVED FROM THE SYNTHESIS

SWOT. S - STRENGTHS, W - WEAKNESSES, O - OPPORTUNITIES T - THREATS LOW


INTERNAL

HIGH W T HIGH LOW


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S
EXTERNAL

REVIEW

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4.1: THE BASIC ORGANISATIONAL MODEL. MODEL. 4.2: WHAT IS MEANT BY HUMAN

RESOURCE PLANNING? HRP BROADLY IS AN EFFORT TO ANTICIPATE FUTURE BUSINESS AND ENVIRONMENT DEMANDS ON THE ORGANIZATION AND TO MEET THE MANPOWER REQUIREMENTS
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DICTATED BY THIS CONDITION." CONDITION.

4.3: OBJECTIVES OF HUMAN RESOURCE PLANNING: 1. TO ENSURE OPTIMUM USE OF HUMAN RESOURCES. 2. TO FORECAST FUTURE SKILLS. 3. TO PROVIDE CONTROL MEASURES. 4. TO DETERMINE RECRUITMENT S LEVEL.
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5. TO ANTICIPATE REDUNDANCIES. REDUNDANCIES. 6. TO DETERMINE TRAINING LEVELS. LEVELS. 7. TO ARRANGE MANAGEMENT

DEVELOPMENT PROGRAM. PROGRAM. 8. TO ASSESS FUTURE

ACCOMMODATION. ACCOMMODATION. 9. TO INDICATE ABOUT LEAD-TIME. LEAD-TIME.


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4.4:

THE MODEL FOR HUMAN, RESOURCE PLANNING AND ITS COMPONENTS: COMPONENTS:

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4.5: HR PLANNING FRAMEWORK: FRAMEWORK:

1. Mission 2. Objectives and Goal

3. Strategy

4. Structure

5. People

4.6: THE LINKING ORGANIZATIONAL STRATEGY TO HUMAN RESOURCE PLANNING:


1. ASSESSING CURRENT HUMAN RESOURCES: 2. THE DEMAND FOR LABOR:

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3. ESTIMATING THE FUTURE SUPPLY OF LABOR: LABOR: 4. ESTIMATED CHANGES IN FUTURE SUPPLY; SUPPLY; 5. MATCHING THE DEMAND AND SUPPLY OF LABOR: LABOR:
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4.7:STRENGTH OPPORTUNITY ANALYSIS: ANALYSIS:


SWOT. SWOT. S- STRENGTHS, W- WEAKNESSES,

WEAKNESSES AND THREAT

O - OPPORTUNITIES T - THREATS
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