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Description
Flashcards by Dilek Senturk, updated more than 1 year ago
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Created by Dilek Senturk
over 7 years ago
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| Question | Answer |
| Human Resource Planning: | 'the bridge between HR strategies and HR functions is the formulation of Human Resource plans that incorporate the desired outcomes of HR strategies, are responsive to continual changes in dynamic national and global industry environments, and can be implemented through efficient and effective HR functions' |
| HRP: | - ensure organizaitonal objectives are met through effective utilisation of HR -takes into consideration changing circumstances with and outside the organization -is an ongoing process, focused on the long-term -sometimes called 'workforce planning' -ensures organisations have the right people, in the right place, with the right skills, at the right time and at the right price -estimates future supply of and demand for human capital -translate organisational plans into HR plans that guide the long-term acquisition, use and development of intellectual capital and knowledge assets |
| Failure to use HRP: | result in losses in efficiency and substantial costs to the organisation |
| HRP & Strategic organizational planning: | - a definition of the corporate philosophy -scanning of environmental conditions -evaluation of the Strengths and Weaknesses -development of objectives and goals -formulation of suitable strategies -SWOT analysis -PEST analysis -strategic capability anlaysis |
| The process of HRP: | 1. labour demand forecasting 2. labour supply analysis 3. balancing supply and demand considerations 4. formulation of staffing strategies to meet organisational needs |
| Quantitative- Indexation | -forecasts of employment requirements in relation to one or several fixed organizational indices -the production function model (Leontieff's model) assumes a continuing relationship between output and employment numbers |
| Qualitative- Trend Analysis | -forecasts of employment requirements are based on a study of past human resources growth -'same as before' (SAB) approach -reactive method -fails to take into account of changing requirements or opportunity for greater employee efficiency |
| Scenario Planning | a process of posting several informed, plausible and imagined future environments in which decisions may be played out for the purpose of changing current thinking, improving decision-making, enhancing human and organizational learning, and improving performance |
| Qualitative - Trend Analysis | -qualitative approaches attempt to involve employees and their supervisors and managers in HR forecasting - 3 varieties of this forecasting model are the Delphi technique, the managerial judgement model and the nominal group technic |
| The Delphi Technique | 1. the forecasting problem is identified. Relevant data is collected. 2. Specialists are consulted, using a structured and weighted questionnaire. These experts have deliberately kept apart. 3. All responses are collated and returned to the individual experts for further comment. 4. This process continues until consensus is achieved |
| Managerial Judgement | - supervisors and managers assess their own labour requirements -each section, division and branch of an organisation develops its own labour targets, which are then consolidated into an overall HR plan - A bottom-up approach |
| The Nominal Group Technique | -'group process' techniques - expert participants are invited to a meeting and involved in brainstorming activities, followed by analyses of each listed idea or prediction -group decisions are then made on the most realistic ranked predictions |
| Labour Supply Analysis | -determine if the number and types of employees required are available, and when and where they will be needed -labour supply can come from either internal or external sources |
| Internal Supply | - skills inventories: derived from organizational audits that represent comprehensive analyses of the current level of employee competencies and skills in relation to desired future HR plans |
| External Supply | -used when the organization lacks sufficient internal supply and for entry-level positions -is influenced by many complex factors -casual and part-time positions, job-sharing and contract positions can be considered |
| HRIMS | - originally manual -increasing complexity of legislation -the complexity of payroll systems -development of increasingly sophisticated computer hardware and software systems -the growth of government legislation -a strategic tool for HR planning and cost-effective HRM |
| Benefits and feature of HRIMS | -Improved planning and program development -More rapid information processing and improved response times -reduced administrative and HR costs -enhanced accuracy of information -more comprehensive communication at all levels -standardised HR processes -closer links between HR practices, policies and strategies -capacity for greater global orientation for multinational companies |
| Types of HRIMS data | -Administrative functions: industrial awards, HR policies, salary, and leave -Operational data: personal and job histories, records on recruitment and selection - strategic planning information: all of the above, plus wastage, staff positions and labour market trends |
| Successful HRIMS | -contain accurate employee and job data -are flexible and adaptable -clearly, link with and contribute to HR plans - are modular and integrated -allow clear control of HR costs |
| HRP Drawbacks: | -time-consuming -difficult.complex -costly -inadequate support -obstruction |
| HRP Benefits: | - a better match between employee and organizational objectives -increased productivity and profitability -better integration -timely staffing and skill requirements |
| Effective HRP: | -top management understanding and commitment -recognition of the equal importance of human and other resources -an understanding of the critical links between external and internal environmental and organisational strategies -the effective linkage between HRP and Hrm -effective HRIS |
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