HRM Lecture (5)

HRM Lecture(5) - 1 Chapter 6 Human Resource Planning Human Resource Planning CHAPTER OVERVIEW This chapter will look at the transition from a

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CHAPTER OVERVIEW This chapter will look at the transition from a traditional manpower planning approach, driven by top-down planning (HRP) based on numeric techniques, towards human resource planning as a feature of HRM. The emphasis on quantities, flows and mathematical modelling, which appeared to be the main concern of manpower planning in the 1960’s and 70’s, is at least complemented by and integrated with a qualitative view of people whose performance lies at the core of business strategy. Performance lies at the core of the HRM cycle composed of an arrangement of human resource (HR) activities. HRP is therefore concerned with the development and provision of a framework that allows an organization to integrate key HR activities so that it may meet the needs of employees, enhance their potential and meet the performance needs of business strategy. Chapter objectives After studying this chapter, you should be able to: 1. Understand the place of planning in HRM 2. Understand the different approaches to manpower planning 3. Explain the difference between manpower planning and HRP 4. Understand key ideas in human resource accounting 5. Give details of developments in e-HR 6. Understand developments in the idea and practice of flexibility 7. Explain the importance of career management CHAPTER OUTLINE Introduction At the start of the 2000s there are increasing claims that the route to competitive advantage is achieved through people. A crucial element in this is the degree to which a link exists between HR practices and performance of the business, or the so-called ‘bottom line’. [Type text] 1 Chapter 6 Human Resource Planning
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The HR function faces a dilemma in becoming more strategic. A ‘hard’ version of HRM puts stress on a plan for people that should ‘fit’ the plan for the business. A ‘soft’ version emphasizes people as assets who can be developed and through whose commitment and learning an organization might achieve competitive advantage. Manpower planning and HRP represent attempts to reconcile the tension between these versions of HRM. The genesis of human resource planning: manpower planning Manpower planning owed its importance to the importance of business strategy and planning in many organizations, where a plan represents one of the outcomes of a process that seeks to find a solution to a defined problem. Business strategy and plans find their expression in measurable financial, marketing and production targets with an implicit or explicit demand for people. The manpower plan represents a response by the personnel function to ensure that the necessary supply of people is forthcoming to allow the targets to be met. (See Figure 6.1) The manpower plan is expressed to fit the overall business strategy and plan, showing how the demand for people and their skills within an organization can be balanced by supply. The rationalized approach leading to a balance of demand and supply can be found in some of the definitions and explanations of manpower planning over the past 30 years.
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This note was uploaded on 10/24/2011 for the course HR 121 taught by Professor Staff during the Spring '10 term at S.F. State.

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HRM Lecture(5) - 1 Chapter 6 Human Resource Planning Human Resource Planning CHAPTER OVERVIEW This chapter will look at the transition from a

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