...Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. But if we try to look from closer, Mothers are the best managers if one wants to learn from. Here I am taking example of my own mother. She is a doctor so she handles her hospital work and daily routine activities of my house. I have divided the activities performed by my mother on daily routine basis (weekdays) and tried to put them into management functionalities comprises planning, organizing, staffing, leading /directing, and controlling our organization (in this case my house). All this is done by resourcing, encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. |My Mother “The Best Manager” | |Time |Activity |Functionality |Learning | |0500-0530 Hrs |Waking up on time despite of |Planning |Time management | | |working late last night |Organising |Organisational commitment | | | |Leading |Consistency ...
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...Human Resource Planning ^ Brian J. Smith, John W. Boroski, and George E. Davis - INTRODUCTION Human Resource (HR) planning is the formal process of linking business strategy with human resource practices. Approaches to human resource planning can be arrayed along a continuum ranging from an "add-on" to business strategy to a separate planning process (Figure 1). At one end of the continuum, HR planning is little more than a postscript to a business planning process. After engaging in an extensive business planning process in which business product, market, and technological directions are defined, questions about HR practices are raised. These questions deal with the structure, competencies, accountabilities, organization, and leadership required to make the strategy work. At this end of the continuum, HR issues are an afterthought to business strategy. They receive relatively little attention and become an appendage to business planning. In the extreme, line managers consider the HR questions as an afterthought to "real" planning efforts. At the other end of the continuum, HR planning is a distinct and separate planning process. The HR department not only initiates the effort for HR planning, but executes and administers the plan. In this case the HR plan is more a process for shaping priorities for the HR function than for the business. In extreme cases, HR plans are created with little or no awareness or input by line managers. While the outcome may be an elegant document...
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...IMPORTANCE OF Human ResourceS PLANNING IN ORGANIZATIONS by Nyamupachari Vareta HUMAN RESOURCES ASSISTANT. DIP PM; HND DIP HRM; DIP TM (IPMZ. BRAZZAVILLE, CONGO E-MAIL: VARETAN@YAHOO.COM InTroduction Planning is very important to our everyday activities. Several definitions have been given by different writers what planning is all about and its importance to achieving our objectives. It is amazing that this important part of HR is mostly ignored in HR in most organizations because those at the top do not know the value of HR planning. Organizations that do not plan for the future have less opportunities to survive the competition ahead. This article will discuss the importance of HR planning; the six steps of HR planning that is : Forecasting; inventory, audit, HR Resource Plan; Actioning of Plan; Monitoring and Control. Definition of HR Planning Quoting Mondy et (1996) they define it as a systematic analysis of HR needs in order to ensure that correct number of employees with the necessary skills are available when they are required. When we prepare our planning programme, Practitioners should bear in mind that their staff members have their objective they need to achieve. This is the reason why employees seek employment. Neglecting these needs would result in poor motivation that may lead to unnecessary poor performance and even Industrial actions. Importance of Planning Planning is not as easy as one might think because it requires a concerted...
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...IMPORTANCE OF Human ResourceS PLANNING IN ORGANIZATIONS BY NYAMUPACHARI VARETA HUMAN RESOURCES ASSISTANT. DIP PM; HND DIP HRM; DIP TM (IPMZ. BRAZZAVILLE, CONGO E-MAIL: VARETAN@YAHOO.COM InTroduction Planning is very important to our everyday activities. Several definitions have been given by different writers what planning is all about and its importance to achieving our objectives. It is amazing that this important part of HR is mostly ignored in HR in most organizations because those at the top do not know the value of HR planning. Organizations that do not plan for the future have less opportunities to survive the competition ahead. This article will discuss the importance of HR planning; the six steps of HR planning that is : Forecasting; inventory, audit, HR Resource Plan; Actioning of Plan; Monitoring and Control. Definition of HR Planning Quoting Mondy et (1996) they define it as a systematic analysis of HR needs in order to ensure that correct number of employees with the necessary skills are available when they are required. When we prepare our planning programme, Practitioners should bear in mind that their staff members have their objective they need to achieve. This is the reason why employees seek employment. Neglecting these needs would result in poor motivation that may lead to unnecessary poor performance and even Industrial actions. Importance of Planning Planning is not as easy as one might think because it requires a concerted...
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...Strategic Human Resource Management Student Name Student ID Table of Contents Introduction 3 LO: 02:1 Be able to develop human resource plans for an organization 3 2.2 Assess the human resources requirements in a given situation 5 2.3 Develop a human resources plan for an organisation 7 2.4 Critically evaluate how a human resources plan can contribute to meeting as organisation objectives 8 LO: 03: Understand human resources policy requirements in an organization 9 3.2 Analyses the impact of regulatory requirements on human resource policies in an organisation 10 4.1 Analyses the impact of an organisational structure on the management of human resources 11 4.2 Analyses the impact of an organisational culture on the management of human resources 12 4.3 Examine how the effectiveness of human resources management is monitored in an organisation 14 4.4 Make justified recommendation to improve the effectiveness of the human resources management in an organisation 15 Conclusion 15 References 16 Figure 1 HR Planning 4 Figure 2 HR Planning process 7 Figure 3 Balance score card in practical 15 Introduction Organisations within today’s labor markets cannot be pretermission on increasing position of managing human resources. It is appreciated that the ways in which human resources are accomplished in employing organisations is energetic for the employer. Human resource (HR) system encirclements all the policies and performs that will ensure that right personnel...
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...HUMAN RESOURCE PRACTISE EFFICIENCY IMPACT OF IMPLEMENTATION HRMS IN TENAGA NASIONAL BERHAD (TNB) -THE CASE STUDY- Abstract Although there is no official link connecting organizational performance and HR practices, there is still that link. It does not matter the lack of a physical connection, so as long as the connection does exist. Firstly, managing people the right way helps any organization achieve improved performance over time. When organizations manage their people well, the organization's performance itself will also improve over time. But if organization wants a more tangible basis for measuring HR performance and efficiency, then here are some commonly used metrics for that purpose. HR management starts with selection and recruitment. When a company has vacant positions, it will look for applicants for that position, in the hopes of finding the best one to suit the job. The measurement dimension to look out for here then is the level of sophistication that the processes of recruitment are at. Are the selection and application processes up to par? Do they come with appropriate psychometric tests? Does the department make use of clear criteria when it comes to selecting qualified people from its pool of applicants? Are the interviews as structured as they should be? The next process to look into is induction and training. Induction is the process of officially introducing newly hired employees into the company or the organization. Metrics here would still pertain...
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...Human Resources Management Contents Executive Summary 3 Strategic Functions of HR 4 Recruitment & Selection 4 Safety 5 Relationship with Employees 5 Performance Management 5 Benefits and Compensation 6 Training and Development 6 Strategy based HRs 6 HR Planning and Organization's Objectives 7 HR Purpose Statement 7 HR Mission Statement 8 HR goals 8 Action Plan for each Functional Area 10 Reference...................................................................................................................................... 11 Executive Summary Company ABC is a large company based in the US. The company has been targeting the business of Human Resources Outsourcing nearly for 30 years now since it was established. It is now ranked one of the leading firms in Human Resources Outsourcing industry in US. All these achievements have been achieved due to its ability to provide comprehensive human resources outsourcing solutions not only to large firms but also to the small to medium-sized companies. This is the core competitiveness of Company ABC The company is currently experiencing growth which enhances its current dominance in the domestic market due to expansion in operations. Due to this expansion, the company has been consistently experiencing an increase in operational cost. This is due to numerous branches that have been opened across the country. This brought difficulty in management and as a result the department decided to establish a shared center where...
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...A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HR Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HR strategy should aim to capture "the people element" of what an organisation is hoping to achieve in the medium to long term, ensuring that:- • • • • it has the right people in place it has the right mix of skills employees display the right attitudes and behaviours, and employees are developed in the right way. If, as is sometimes the case, organisation strategies and plans have been developed without any human resource input, the justification for the HR strategy may be more about teasing out the implicit people factors which are inherent in the plans, rather than simply summarising their explicit "people" content. An HR strategy will add value to the organisation if it: • • articulates more clearly some of the common themes which lie behind the achievement of other plans and strategies, which have not been fully identified before; and identifies fundamental underlying issues which must be addressed by any organisation or business...
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...How Can an Effective Human Resource Department Help Management in a Strategic Operational Change Delores Carlsen UMUC MBA Fundamentals Section 9048 Dr. Mona Envig February 7, 2010 Executive Summary Human resource (HR) as a department has changed dramatically in the last 13-15 years. What was once perceived as and administrative job has become a partner in strategic planning. When companies are facing strategic operational change, knowing their workforce becomes all-important. Knowing the extent of their talent pool internally and externally can mean the difference between success or failure. In business today HR is focused on the company workforce, they spend much time recruiting, training, and evaluating them, this places them in constant communication with them. They are aware of the weaknesses and strengths of the workforce, and have access to knowledge that management needs to succeed in a strategic operational change. An effective HR included in managements objectives can analyze the company’s future needs also determine if the company will have access to the type and number they will need to sustain their change. HR is focused on training the workforce, and can develop the programs for training and development the company will need for their strategic change. An effective can be of great assistance to management in a strategic operational change. Introduction The role of Human Resource (HR) has changed greatly during the last 10-15 years; previously viewed...
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...Developing personnel/HR strategies and policies. * Employee Resourcing: * Incorporates HR planning, recruitment and selection, deployment and termination of employment, redundancy management. * Employee Development: * Includes training and development * Management development * Career development * Performance management. * Reward Management: * Incorporates the selection of reward strategies * Administration of payment and benefit systems. * Employee Relations: * Includes IR * Employee involvement and participation * Communication * Health, Safety and Welfare * Employee Services. * Employment and Personnel/HR Administration: * Incorporates administration of employees’ records * Employment policies and practices * Working conditions * Personnel/HR information systems * Data protection. Impact of Scale * Larger Organisations: * Broader range of HRM activities and more complex HR administration * Greater formality and sophistication in HR policies and procedures * Basic objectives and activities remain the same * Usually employ either a specialist HR department or an extensive HR department with a large amount of task specialisation * Specialist HR function normally operates in a staff capacity. Hr processes The modern Human Resources Organization and the effective HR Management is based on strong,...
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...Human Resource Planning (3rd Class) Definition: The ongoing process of systematic planning to achieve optimum use of an organization's most valuable asset - its human resources. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply. Rigorous HR planning links people management to the organization's mission, vision, goals and objectives, as well as its strategic plan and budgetary resources. A key goal of HR planning is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost. The process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives. [pic] Meaning and Definition: In simple words, HRP is understood as the process of forecasting an organization's future demand for and supply of, the right type of people in the right number. It is only after this that the HRM department can initiate the recruitment and selection process. HRP is a sub-system in the total organizational planning. Organizational planning includes managerial activities that set the company's objectives for the future and determine the appropriate means for achieving...
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...Introduction……………………………………………………….pages 3-4 The Problem: HR is not aligned with strategic planning……….....pages 4-7 The Solution: Aligning HR with organizational strategy………....pages 7-12 Conclusion…………………………………………………………pages 12-13 References……………………………………………………….…page 14 John P. Righeimer Maverick Energy PH: 815-498-3855 2 Introduction Most organizations view the department of Human Resources (HR) as an administrative function and ignore the need and opportunity to align it with its strategic plans. In circumstances where HR is included in the strategy of an organizatio n, its alignment does not go beyond a forecasting function. The main reason that HR is not aligned with the strategy of an organization is that it does not hold a seat at the strategic planning table. The irony with HR being left of out of strategy planning is that by its nature, HR is about people, which is the core of an organization and its strategic plan. The HR function not aligned with an organization’s strategy. My hypothesis is that it is hard to measure HR success and thus it is considered “soft” and not important in the strategy development. What gets measured gets done and/or receives the authority to contribute to an organization’s strategy. HR is often viewed as the organization’s “cop”, ensuring that benefits are properly administered and hiring/firing is handled to the letter of the law. In contrast to the HR administrative function, strategic HR practices are more contemporary concepts. Consequently...
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...HR Planning and Staffing: How are they connected? We hear the statement: “HR Planning is the foundation of staffing under the new PSEA”. But what does this mean and how do we make it happen? Background HR planning is a generic term that can have many different meanings. For the purposes of this discussion, we mean the following: HR planning is a process that identifies current and future human resources needs for an organization to achieve its goals. It means forecasting an organization’s future demand and supply for employees, based on its business needs; and subsequently developing and employing the strategies required to meet these needs. It involves a gap analysis between current HR supply and future demand. Strategies are then developed to address the gap and may involve recruitment, internal staffing, development, training, contracting and partnering, and activities relating to downsizing. “Forecasting future needs” implies understanding the future business directions of the organization so that the HR needs can be appropriately identified. HR planning can be conducted at the organization level or at any component level but a key to success is always understanding and linking to business direction. HR Planning always starts with understanding the business needs of the organization. There may also be a need to further develop and refine plans for the strategies that are going to be employed and this may result in separate, or integrated, staffing plans, training plans etc...
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...Author’s note: Executive summary Business issues have been one of the major contexts of HR. This has contributed effectively on organizational development. The major focus of the researcher in this topic will be to assess key features on performance appraisals and other areas of business. The researcher has studied major forces that shape the HR agenda. In order, with Harvard and Ulrich model, the researcher has studied organizational effectiveness on business ethics and accountability positions. Moreover, the researcher has studied core aspects of organizational and HR strategy on business environment and planning attributes. Thus, through SWOT analysis, the researcher has initiated vertical and horizontal aspects of business planning and strategies on major policies and plans. Table of Contents Introduction 4 Identification and analysis of the major forces shaping the HR agenda in the organization (AC 3.1) 4 Examination of HR roles within the organization that contributes to organizational effectiveness, business ethics and accountability (AC 3.2, 3.3, 3.4) 5 Flow of human resource 7 Reward systems 7 Employee influence 7 Work systems 7 HR contribution to design and implementation of organization’s business and HR strategies in describing the techniques and tools required to analyze the business environment on planning purpose (AC 4.1, 4.2, 5.2) 9 Management capability 9 Enabling system 9 Cost and control 10 Competition 10 SWOT analysis 11 ...
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...Contents Introduction in nawaloka construction Nawaloka Construction Company is a truly Sri Lankan construction organization that could offer multi-disciplinary service to suit your requirements and which has been in existence for over 65 years. It has the Category M1 for Building Works and Highways in the ICTAD Grading and is a Member of the NCCASL. It has the capacity to handle any type of construction work namely Piling Work of any magnitude, High rise Buildings & Factory Buildings, Land Development & Irrigation Works, Roads & Bridges, Water Supply Schemes & Elevated Water Tanks etc. It has a qualified and experienced staff in-house and the construction sites are well supervised and managed until the projects are completed. It has always met the requirements of the Clients and the Consultants and has proven it by completing the Projects on time to their entire satisfaction. The year was 1942, a turbulent period, the second world war was raging in Europe, the country under British occupation, industry in the modern sense was virtually non existent, the local entrepreneur class in a formative stage. This was the prevailing atmosphere when Deshamanya H.K. Dharmadasa made his entry in to the field of business in Sri Lanka. Nawaloka Timber Stores came into being and very soon made a household name in the country. Under his able stewardship and also with the assistance of his two sons, Nawaloka has grown into a group of companies covering many fields including...
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