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HUMAN RESOURCE PLANNING $ ORGANIZATIONAL STRATEGY Human Resource Planning $ Organizational Strategy Calvin Dillard MGT601: The Functions of Modern Management Dr.: Nils Ohrberg September 15, 2014 HUMAN RESOURCE PLANNING $ ORGANIZATIONAL STRATEGY 2 Introduction It is indeed true that change is inevitable especially when it comes to the world of business and administration. Unlike in the past 20 years or so where the human resource department had a lot of personnel administration, our current ideal world has given the human resource department a well defined strategic role, thus the Human Resource personnel or leader is the bottom line in the organization. This paper will assess the relationship between human resource planning activities and the strategic development and implementation within the organization. In addition to this, the paper will describe the eight elements of staffing process as well as the relationship between these elements of staffing and other four activities that are related to human resource planning. Relationship between human resource planning activities and organization’s strategic development and implementation The term human resource planning refers to the process whereby leaders of the human resource department take the initiative of estimating the future demand and supply of the human resources in the organization. It is quite evident that, without human resource the organization will not be able to meet her goals and objectives, thus human resource planning includes: recruitment of new employees, training new employees, collecting information in regard to these individuals and above all is the motivation of employees. On the other hand, strategic planning refers to a step by process whereby leaders or members of the human resource department take the initiative of coming up with ways in which the organization will achieve her long term goals by utilizing the available human and other resources within the organization (Plunkett, 2013). Studies show that, human resource planning and strategic planning are closely related to one another and they cannot be separated from one another, thus their relationship can be HUMAN RESOURCE PLANNING $ ORGANIZATIONAL STRATEGY 3 analyzed two different aspects. Partner relationship of the Human Resource plan depends on human resource planning and strategic planning. Without any doubt, the human resource manager and the HR are two vital or valuable resources in the organization however the whole process of formulation of the business plan. This means that, the core purpose of human resource planning and strategic planning in an organization is to ensure that, human resource management formulates clear and precise organizational goals during the whole process of formulation of business plan. Secondly is the follower relationship of the Human Resource plan. It is quite evident that, the human resource planning and strategic development within the organization are two integral parts in the entire process of preparation of genuine guidelines followed so that the overall corporate plans and goals of the organization to be achieved. In addition to this, the relationship between human resource planning and strategic development and implementation is aimed at meeting established mission, vision and the overall objectives of the business enterprise or of the whole organization. Elements of effective staffing The idea of staffing in an organization is a strategy use by stakeholders and managers of different organizations and it is usually seen from the angle of ensuring that, the organization has adequate employees in all departments. Professionals and scholars have identified elements needed in order for the organization to meet the requirements of her staffing process. The first element is human resource planning and it involves the process of assessment of the current number of employees within the organization as well as making the necessary future process in which the organization will meet her future needs. Secondly is recruitment and under this element, stakeholders and members of the human resource department engage themselves in an HUMAN RESOURCE PLANNING $ ORGANIZATIONAL STRATEGY 4 exercise of employing new workforce or human resource in the organization (Secord & Secord, 2003). The next element is selection and in this stage stakeholders and the whole panel go through the application forms of the potential employees, they interview them and the most successful or those who qualify for the advertised position are taken or employed by the organization. This is followed by the orientation element whereby the newly selected employees are taken around the organization in order for them to be familiar with the whole structure as well as with the way in which the whole system is ran. This element goes hand in hand with training and development, however training and development of staff members will be a process whereby all employees whether newly employed or those who are veterans are taken for a seminar whereby their skills and knowledge is sharpened and improved. Sixth on the list is performance appraisal and at this level human resource managers and other stakeholders come up with a clear criteria under which each employee will be evaluated in terms of his/her workload or respective responsibility that he/she has been assigned as per his/her qualification and area of specialization. In addition to this, is the element of compensation whose aim is giving employees or members of staff additional benefits as per their performance within the organization. Lastly is the element of employment decisions and under this element are a number of issues or decisions made by the Human Resource manager of the business or organization. Some of these decisions include: promotions firing of employees who are lazy, transferring employees to other departments as well as demotion of other employees. Activities related to Human Resource planning As mentioned earlier, human resource planning is a vital element in our contemporary society, thus for this process to be effective then a number of activities should be involved. One HUMAN RESOURCE PLANNING $ ORGANIZATIONAL STRATEGY 5 of these activities is forecasting future manpower that is required in the organization. All these projections are made in terms of economic developments and mathematical changes or trends in the industry or in the market. Secondly is planning all the necessary programs needed for the success of the organization and they include: training employees, promotion, motivation and transferring employees from one department to the other. Thirdly is assessment of how resources are maximized by employees and lastly is anticipation, projection and analysis of problems facing the business enterprise. It is quite evident from the above discussion elements of human resource planning goes hand in hand with activities that are related to human resource planning. This can be seen in the perspective of employee promotion, retrenchment, rewarding employees who are among the best performers in the organization. This means that , in order for all activities that are related to human resource planning then the eight elements of planning should be put into consideration as well as into practice by stakeholders or by those who have been given this responsibility in the organization (Plunkett, 2013). Relationship between the four activities of human resource planning and organization’s strategic planning, development and implementation It is quite evident that, the four activities of human resource planning and organizations strategic planning, development and implementation are all closely linked to one another. At no point will the organization or the business enterprise achieve her goals without integrating all these mentioned players. Without well established or set activities related to human resource then no strategic planning and effective staffing will be seen in the organization. To this effect, neither of all these factors will be left out by managers of the organization. HUMAN RESOURCE PLANNING $ ORGANIZATIONAL STRATEGY 6 References Beekun, R. I. (2006). Strategic planning and implementation for Islamic organizations. Washington [D.C.: International Institute of Islamic Thought. Plunkett, W. R. (2013). Management: Meeting and exceeding customer expectations. Mason, OH. Secord, H., & Secord, H. (2003). Implementing best practices in human resources management. Toronto: CCH Canadian.
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