VIEW
Strategic Human Resource Management
Taken from:
Strategic Human Resource Management, Second Edition by Charles R. Greer
Copyright © 2001, 1995 by Prentice-Hall, Inc. A Pearson Education Company Upper Saddle River, New Jersey 07458
Compilation Copyright © 2003 by Pearson Custom Publishing All rights reserved.
This copyright covers material written expressly for this volume by the editor/s as well as the compilation itself. It does not cover the individual selections herein that first appeared elsewhere. ii Permission to reprint these has been obtained by Pearson Custom Publishing for this edition only. Further reproduction by any means, electronic or mechanical, including photocopying and recording, or by any
…show more content…
301 OVERVIEW OF HUMAN RESOURCE PLANNING ......... 307 MANAGERIAL ISSUES IN PLANNING........................ 314 SELECTING FORECASTING TECHNIQUES ................ 319 FORECASTING THE SUPPLY OF HUMAN RESOURCES.......................................................... 326 FORECASTING THE DEMAND FOR HUMAN RESOURCES.......................................................... 348 SUMMARY............................................................. 363 NOTES.................................................................. 370
viii
STRATEGIC HUMAN RESOURCE MANAGEMENT Table of Contents
SECTION FOUR ...........................................................384 Strategy Implementation: Workforce Utilization and Employment Practices ....................385 EFFICIENT UTILIZATION OF HUMAN RESOURCES ... 386 DEALING WITH EMPLOYEE SHORTAGES ................. 397 SELECTION OF EMPLOYEES ................................... 406 DEALING WITH EMPLOYEE SURPLUSES .................. 416 SPECIAL IMPLEMENTATION CHALLENGES ............... 440 SUMMARY............................................................. 446 NOTES.................................................................. 451 Strategy Implementation: Reward and Development Systems...................................................................452 STRATEGICALLY ORIENTED PERFORMANCE MEASUREMENT SYSTEMS
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
No part of this book may be reproduced in any form, without written permission from the publisher.
Please note: APA referencing style is required for all students commencing study in Semester 2, 2014 or later.
Contemporary globalization of businesses and growing global market competition has made effective human resource planning as one of the major strategies to forge ahead and remain proactive. It can be said that an organization 's success lies to a great extent to the knowledge, skills, creativity, and dedication of its workforce. Every aspect of an organization needs human capital to drive its activities or operations to achieve individual strategic goals and objectives towards its purpose of existence, growth, and competitive status. Companies can compete at all levels of the marketplace through improved commitment not only through creativity, innovation, and research, but also human resource development (Truong, Heijden, & Rowley, 2010). In this regard, the human resource planning is needed to ensure a systematic analysis of human resource needs so that the right quantity and quality of employees are always available when required. Fundamentally, organizations are looking for the best people that would help drive them to their desired destination of achieving their missions. Therefore, it is important to develop human resource strategies to support organizational strategies, through measures such as forecasting human resource requirements, and effective strategic staffing. Technically, an organization 's mission, goals, and objectives drive its strategy and human resource (HR) and staffing strategy in an interactive manner. The purpose of this
The author hereby grants to Marylhurst University permission to reproduce either electronically or in print format this document in whole or in part for library archival purposes only.
Kroenke, David M. (2013). Using MIS (6th edition). Upper Saddle River, New Jersey, United States of America: Pearson Education, Inc., publishing as Prentice Hall.
Copyright © 2015 by McGraw-Hill Education All rights reserved. No reproduction or distribution without the prior written consent of
The magazine publisher is the copyright holder of this article and it is reproduced with permission. Further reproduction of this article in violation of the copyright is prohibited.
According to E.Geister (2006,P30) “Human resource planning is the process that includes forecasting, developing and controlling by which a firm ensures that it has proper number of employee and right kind people at right place and right time for which they are economically most useful”. R.K Sharma and S.K Gupta explains the various objectives of human resource planning. Some of them are Assessing skill requirement in future, Controlling the wages and salary, Cost ensuring higher labour productivity, Ensuring proper and efficient use of Human resources in an organisation.
Circle the correct multiple choice answer; or check () the correct answer for True or False statements
There are several important reasons of human resource planning that business organisation carry out regardless their size and it is important for the continuity of any business organisation to plan. However, in many business owners may not include human resource planning at the beginning of their business but later realise the importance of human capital and no business can survive without having competitive human capital.
It is necessary for human resource management to have a proper human resource planning. “Human resource planning involves planning that assure a firm’s needs for employees”, says Madura. She also includes that human resource planning consists of three tasks which are forecasting staffing needs, job analysis (Madura, 2007). Recruiting and selecting the right employee is not enough. There is a necessity to provide continuous training and development to the employees to be more productive and efficient. With great training, it enables the employees to be more innovative, creative, motivated and thus increase their working performance. Training can be through various types such as on the job training, off the job training, job rotation and scholarships.