HRM: CHAPTER 2 MIDTERMS

30問 • 1年前

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is the process of systematically reviewing human resource requirements to ensure the number of employees matches the required skills. It is the process of matching the internal and external supplies of people with job openings anticipated in the organization over the specific period of time.

Human Resource Planning

is the determination of the overall organizational purpose and goals and how they are to be achieved.

Strategic Planning

Forecasting human requirements involves determining the number and types of employees needed. The level of skills has to be determined and matched with the plan operations. The analysis will reflect various factors such as production plans, and changes in productivity together with the introduction of new technologies if there is any.

Recruitment

When employee requirements have been analyzed, the firm determines whether there is a surplus or shortage of manpower. If there is a surplus, ways must be instituted to reduce the number of employees.

Availability

On the basis of business conditions and forecasts, manpower needs are planned and monitored closely

Systematic Forecasting of Manpower Needs

Analyzing improving and monitoring the performance of each employee and of the organization as a whole.

Performance Management

Determining, planning and monitoring the career aspiration each individual in the organization and developing them for improved productivity

Career Management

Assessing and determining the developmental needs managers for future Succession requirements.

Management Development

This approach involves the listing of all the skills possessed by the workforce, and they are made to relate to the requirements of the organization. This technique requires detailed information of the experience and training of every individual in the organization

Skills Inventory

This is a technique wherein the personnel who are promotable to the higher positions are identified together with their backup or understudy. There should be a ratio that will ensure that promotions will not create any void. To accomplish this, recruitment must support the backup requirements. At the same time, training must be done to develop the backup ratio.

Ratio Analysis

Under this approach the setting of objectives flows from the top to bottom in the organization so that everyone gets a chance to make his contribution. This approach results in the formulation of a plan wherein the objectives of the rank and file get included in the blueprint for action. The plan is then a participatory planning outputs

Cascade Approach

Under this approach, HRP is done to have a body of manpower in the organization that is ready to take over existing jobs on a one-to-one basis within the organization. This approach calls for year-round acceptance of applications for possible replacements

Replacement Approach

This technique involves the supervisors and personnel in every component of the organization on the identification of manpower needs in terms, skills, replacements, policy, working conditions and promotion so that human resource in the organization may be up to the challenge of current and future operations. The units thus become conscious of their needs and aware of the ways the human resource requirements can be met

Commitment Planning Approach

The approach known as successor planning takes into consideration the different components of the old plan and increase them. Proportionately by the desired expansion rate stated by management as to the total manpower needs

Successor Planning Approach

A plan is likely to fail through an inherent weakness of having covered too many aspects of personnel management at the very early stage of HRP in the firm or government office

Over-planning

The use of so many techniques sometimes leads to the gathering of so much information. Then the techniques do not get to be applied effectively. This makes the techniques serve as a trap rather than a means for action.

Technique Overload

There are planners in HRP who sometimes make the mistake of being drawn towards emphasizing the quantitative aspects of personnel management to the neglect of the qualitative side

Bias for the Quantitative

When top management has a low regard for human resource activities and for the HR staff, they give little encouragement to HRP activities, ignore the plan and withdrawn support for plan implementation

Isolation of the Planners

When HRP is pursued for its own sake or for narrow viewpoint of concentrating on HRD, the effort leads to the formulation of a plan that does not interphase with organizational development.

Isolation fron Organizational Objectives

Inputs Any plan to develop the personnel and to improve the conditions of work must use the feedbacks from the line supervisors, since they are the ones who are handling the personnel in the organization

Lack of Line Supervisors

Long term forecasting is usually done for a period of five years or more depending on the company operations and customer demands.

Long term Trend

This refers to reasonable and predictable movement that occur over a period of one year or more. This cyclical movement may be due to economic conditions, political instability, peace and order, loss in customer demands and societal pressures. These variations typically last for one to five years

Cyclical Variations

This is a reasonable prediction change over a period of one year. This covers firms who manufacture seasonal products and hire temporary workers for temporary increase in demand, like Christmas and other special occasions

Seasonal Variations

This is one occasion when there is no special pattern and is quite difficult to predict or determine.

Random Variations

consist of strategies that evolve from the grassroots of the organization and can be thought of as what the organizations actually do.

Emergent Strategies

Information must be systematically arranged and contain the needed data

Systematic

The and information are essential tools for effective manpower planning, retention, development, and separation of employees

Management Oriented

The data and information stored in file must be applicable in making human resource decisions. Irrelevant data must be discarded. Information must be updated from time to time to be relevant to the current manpower needs requirements. A manager must be able to rely on the accuracy of the information provided

Applicable

The results from the information and the decisions derived thereat must be both acceptable to management and the employees' concern. The end results must contribute to greater company productivity and employees' satisfaction.

Result-Oriented

- Relevant human resource information are necessary for effective decision-making. The need for timely decisions are crucial to the effective management of human resources

Time Bound

HRM: CHAPTER 8

WENDY FEDELIN · 19問 · 1年前

HRM: CHAPTER 8