Analyzing the implications of estimates of educated manpower requirements for

Analyzing the implications of estimates of educated

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Analyzing the implications of estimates of educated manpower requirements for educational
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Quantitative Approach It is also known as top down approach of HR planning under which top level make and efforts to prepare the draft of HR planning. It is a management-driven approach under which the HR planning is regarded as a number's game. It is based on the analysis of Human Resource Management Information System and HR Inventory Level. On the basis of information provided by HRIS, the demand of manpower is forecasted using different different quantitative tools and techniques such as trend analysis, mathematical models, economic models, market analysis, and so on. The focus of this approach is to forecast human resource surplus and shortages in an organization. In this approach major role is played by top management.
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Qualitative Approach This approach is also known as bottom up approach of HR planning under which the subordinates make an effort to prepare the draft of HR planning. Hence, it is also called sub-ordinate-driven approach of HR planning. It focuses on individual employee concerns. It is concerned with matching organizational needs with employee needs. Moreover, it focuses on employee's training, development and creativity. Similarly, compensation, incentives, employee safety, welfare, motivation and promotion etc. are the primary concerns of this approach. In this approach, major role is played by lower level employees.
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Mixed Approach This is called mixed approach because it combines both top-down and bottom-up approaches of HR planning. In fact, the effort is made to balance the antagonism between employees and the management. Hence, it tends to produce the best result that ever produced by either of the methods. Moreover, it is also regarded as an Management By Objective(MBO) approach of HR planning. There is a equal participation of each level of employees of the organization.
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IMPORTANCE OF HRP 1. FUTURE PERSONNEL NEEDS Surplus or deficiency in staff strength Results in the anomaly of surplus labor with the lack of top executives 2. COPING WITH CHANGE Enables an enterprise to cope with changes in competitive forces, markets, technology, products & government regulations 3. CREATING HIGHLY TALENTED PERSONNEL HR manager must use his/her ingenuity to attract & retain qualified & skilled personnel Succession planning 4. PROTECTION OF WEAKER SECTIONS SC/ST candidates, physically handicapped, children of the socially disabled & physically oppressed and backward class citizens.
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IMPORTANCE OF HRP 5. INTERNATIONAL STRATEGIES Fill key jobs with foreign nationals and re-assignment of employees from within or across national borders 6. FOUNDATION FOR PERSONNEL FUNCTIONS Provides information for designing & implementing recruiting, selection, personnel movement(transfers, promotions, layoffs) & training & development 7. INCREASING INVESTMENTS IN HUMAN RESOURCES Human assets increase in value 8. RESISTANCE TO CHANGE AND MOVE Proper planning is required to do this
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IMPORTANCE OF HRP . OTHER BENEFITS Upper management has a better view of the HR dimensions of business decision
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  • Fall '16
  • Mr das

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