People in an Organization - Literature review Example

According to Armstrong (2008), the need for planning generally results from the fact that a contemporary organisation requires to survive, grow as well as operate in a highly competitive market where change is inevitable. Such changes include technological change, change in population, change in the behaviour and attitudes of employees and change in economic structures among others. If not addressed, such changes create management problems through challenges and threats. As a result, managers need to identify such issues and in a tactful way in order avoid as well as reduce the effect of such problems on the growth of the organisation. This essay analyses the role of human resource planning by focusing on conduction of human resource planning and organisational planning, the advantages and disadvantages as well as the parties involved in human resource planning. An efficient manager will be in a condition to foresee the likelihood of such problems and successful deal with them. They need to foresee in order to make a favourable future to the organisation as well as achieve its goals in an effective way. This calls for introduction of action, prevention of uncertainties, adjusting the goals as well as all the resources in order to achieve their goals. Thus, for an organisation to look forward and stay alive as well as prosper in the changing world there is a dire need for planning in order to that the organisation is dynamic in changing the uncertainty situation (Gabarro, & Harlan, A 1992). As Adkins (2005) add, organisational planning involves creating a clear as well as a compelling picture in regard to the future of the organisation and then putting the necessary procedures and actions into place for achievement of the future of organisation. It focuses on the resources and works of the entire organisation, identifies the real needs of the clients, reveals what the organisation should no longer deliver legitimated organisational work and provide direction to the progress of the organisation. Human resource planning involves a series of activities which include forecasting the future requirements of manpower, anticipating the problems of manpower, and planning the necessary programmes in regard to the requirements, selection, development, training, motivation and promotion in order to ensure that the requirements of future manpower are met properly (Bordoloi, & Matsuo, 2001). The success of the organisation is directly linked to the workers and underachievement leads to failures in the workplace. Given that hiring of the wrong personnel or failure to anticipate the changes in the hiring needs can lead to high costs, it is human resource planning is very important. Major objectives of the planning of human resource include ensuring optimum use of the currently employed human resources, avoid balances on allocation and distribution of human resources, and assess the requirements of future skills of the overall organisation objectives, provide control measure in order to ensure that the necessary resources are available when in need, control the cost aspect in regard to human resources, and formulate policies on promotion and transfer. For example, these human resource planning objectives are essential in order to address the shortage of a variety of skills or special categories, the rapid technological change, management, marketing and the consequent need for new employees and skills, changes in the design and structure in the organisation that affect the demand of manpower, demographic changes, government policies in regard to working conditions, political pressure and trade unions (Bechet, 2000). From the above definition of organisational planning and human resource planning, human resource planning is an integral part of organisational planning meaning that they work concurrently with organisational planning (Mamoria, & Gankar, 2004). As a decision process, human resource planning involves a combination of three activities namely identification and acquiring of the right number of personnel with the right skills, motivate the employees in order to ensure high performance and creating an interactive link between the objectives of the organisation and resource planning activities. As an integral part of organisational planning, human resource planning also serves the purpose of the organisation in various ways. For example, it assists the organisation to determine the levels of recruitment, to capitalise on the strengths of its manpower, anticipate redundancies, determine the optimum levels of training, assist productivity bargaining, serve as a basis for programs on development management, decide whether their a need to subcontract certain activities and study the cost overheads as well as valuing of service functions (Armstrong, 2008). Thus, in regard to human resource planning (HRP) and organisational planning, it can be concluded that if anything unpredictable in organisational plan exist, then there will be various difficulties in HRP. Whether or not HRP will meet the requirements depends on the clarity of the set goals as well as the timeframe in determination of the future. Linking of the processes, policies and systems of human resources with the overall strategic planning of the organisation can lead to immediate advantages. Thus, effective human resource planning provides a roadmap to the organisation for forecasting the by documenting the skills and talents of the people in place, it considers the current abilities and skill set required by the organisation in order to meet its future needs as well as the new capabilities that they may need recruit in future. It checks the organisational plan and offset change and uncertainty thus enabling the right personnel at the right time and place. HRP provide scope for development and advancement of employees through various activities such as training and development. It helps in foreseeing the cost of salary, better benefits as well as all the cost of human resource that facilitate budget formulation within the organisation. The plan anticipates the need for redundancy as well as planning to check it or even providing an alternative employment in consultation with the other organisations through economic and industrial plans (Bechet, 2000). It is essential for planning for of working conditions, physical facilities, and the volume of benefits such as hospitals and quarters among others as well as anticipating the changes in attitude, values and aptitude of human resources. It also provides various test required for selection on the basis of qualifications, skills and intelligence of human resources in future. Through HRP, various sources of human resources are developed in order to meet organisational needs. It also helps in taking steps in order to improve the contributions of human resource in various forms such as increased sales turnover and productivity among others as well as controlling all operations, functions and cost of human resources (Castley, 1996). However, HRP has some disadvantages. For a human resource planning to be effective and worthwhile, it takes dedication, time as well as organisation. If it has not regularly occurred within an organisation, it may be overwhelming to start. Once regular planning occurs, it is essential that items are recorded and updated in order to keep information organised and current. It also leads to unexpected influences in regard to external outcomes such as economic downturn. It may be time consuming, complex and costly and the strategies as well as techniques can be complicated (Bordoloi, & Matsuo, 2001). Consequently, Armstrong (1999) add that budgeting for human resources functions should be carefully considered given other start-up costs and expenses for your business. The return on investment for your human resources department may not be measurable for quite some time; however, as your business matures and your human resources department contributes to the dynamics of your workforce, you will realize the return on your investment. Employees usually have a different perception in regard to human resource department as they usually relate it to coaching or disciplinary action. This perception may be a challenge in HRP given that the department is essential for strengthening the relationship between the employer and employees where workforce is crucial for the overall success of the organisation. Currently, the field of human resource is strength to the organisation which is responsible for a reliable and proficient workforce. However, human resource is facing challenges in executive board based on traditional executives who does not understand the importance and the value of human resources in the strategic planning of an organisation. Human resource planning process involves various bodies and individuals within an organisation. The department of human resource has the great responsibility in human resource planning process. The human resource manager is the most important person as he or she ensures that the organisation has the right people as well as the right number in the right time and place. He or she ensures that the right people are motivated and trained to perform the right work at the right time. It is through the human resource managers and the line managers that the functions such as recruitment, training, selection, replacement among others reach the employees who are very essential in implementation of the plan (Adkins, 2005). The board of directors is very essential as it provides a green light to process and provides oversight in order to ensure that the mission of the organisation is met, the organisation is effectively operated and it is in the best interests of the stakeholders such as employees, members and the clients among others. Its responsibility in strategic planning and human resources is overall (Mamoria & Gankar, 2004). The executive is also essential as through coordination of various departments such as finance among others, the department of human resource is able to implement the process. Conclusion Since employees play a very important role in the success of the organisation, it is essential for the management to ensure careful planning in its human resource practices. As an ongoing process, it is important to monitor and forecast the needs as well as concerns of the personnel. Just as failure for the management to address potential threat in the market place can lead to putting the viability of the business into a risk, failure to foresee the needs of the personnel can impact the overall success of the business. Human resource planning is the integral part of organisational planning. This means that human resource planning works concurrently with organisational planning. An effective human resource planning provides a roadmap to the organisation, considers the current abilities and skill set required by the organisation in meeting its future needs as well as the new capabilities required to recruit in future. However, HRP may be time consuming, complex and costly and the strategies as well as techniques can be complicated. The process of HRP planning involves the department of human resource, the executive as well as employees who plays a crucial role for the success of the organisation. \ References Adkins, C L 2005, “Staffing organizations: A comprehensive applied exercise”, Human Resource Management Review, Vol. 15, pp. 226– 237 Armstrong, M 1999, A Handbook of Human Resource Management Practice (7th ed.), Kogan Page Limited, 120 Pentonvelle Road, London. Armstrong, M 2008, Strategic Human Resource Management: A Guide to Action (4th ed.); Publisher: Kogan Page, Ltd. Bechet, T 2000, “Developing Staffing Strategies that Work: Implementing Pragmatic Non-traditional Approaches”, Public Personnel Management, Vol. 29, No. 4 Bordoloi, S, Matsuo,H 2001, “Human Resource Planning in Knowledge-intensive Operations: A Model for Learning With Stochastic Turnover”, European Journal of Operational Research, Vol. 130, pp. 169-189 Castley R 1996, “Policy-focused Approach to Manpower Planning”, International Journal of Manpower, Vol. 17, No. 3, pp. 15-24. Gabarro, JJ, & Harlan, A 1992, "Understanding and Influencing Group Process." In Managing People and Organizations, edited by J. J. Gabarro, Boston, MA: Harvard Business School Press Mamoria CB, & Gankar, SV 2004, Personnel Management, Himalaya Publishing House Read More