Category: Human Resource Management

Human Resource Management Content, Performance, and Productivity! HRM or HR is the management of human resources. It designing to maximize employee performance in service of an employer’s strategic objectives. HR primarily concerning with the management of people within organizations, focusing on policies and on systems.

HRM departments are responsible for overseeing employee-benefits design, employee recruitment, training and development, performance appraisal, and rewarding (e.g., managing pay and benefits systems). HR also concerns itself with organizational change and industrial relations, that is, the balancing of organizational practices with requirements arising from collective bargaining and from governmental laws.

Also learn, Human resources focus on maximizing employee productivity. HRM professionals manage the human capital of an organization and focus on implementing policies and processes. They can specialize in recruiting, training, employee relations, or benefits. Recruiting specialists find and hire top talent. Also, Training and development professionals ensure that employees train and have continuous development.

This is done through training programs, performance evaluations, and reward programs. Employee relations deals with concerns of employees when policies are defective, such as in cases involving harassment or discrimination. Someone in benefits develops compensation structures, family-leave programs, discounts, and other benefits that employees can get.

  • What is the Process of Manpower Planning?

    What is the Process of Manpower Planning?

    Manpower planning is the process of estimating. The optimum number of people required for completing a project, task, or goal within time. Manpower planning includes parameters like the number of personnel, different types of skills, time period, etc. It is a never-ending continuous process to make sure that the business has the optimized resources available. When required taking into consideration the upcoming future projects and also the replacement of the outgoing employees. It is also called Human Resource Planning. Also learn, The Steps of Manpower Planning with Features!

    Explain is, What is the Process of Manpower Planning?

    What is the process of Manpower Planning? The HR department of every company has to constantly keep an eye on the human resources that the company has. With every possible event like change industry dynamics, increase in business requirements, skills required for a particular technology, etc. The need for having better resources increases.

    The process of manpower planning involves the following steps.

    First of all the objectives and strategies regarding the diversification, expansion innovation, production, marketing, and finance of the organization are analyzed. So that a fair idea could make regarding the future HR needs of the organization. Because the organizational plans are based on labor, economic, sales, and expansion forecasts. It serves as a good foundation for manpower planning.

    The next step is forecasting the demand for human resources. There are many techniques available for forecasting the HR demand like managerial judgment, ratio-trend analysis, and mathematical models. The supply of manpower is also taken into consideration from internal and external sources. The difficulties faced during the process of manpower planning are uncertainties that can be caused by absenteeism; seasonal employment and labor turnover.

    As well as, The other uncertainties that make the manpower planning process less reliable are technology changes and market conditions. Sometimes the employees and their unions also resist the manpower planning process because they erroneously feel that manpower planning could increase the workload of the employees. Another limitation faced by the process of manpower planning is that the information system regarding the human resources of an organization is not fully developed in some countries.

    The Main Process and Steps for having manpower planning.

    The Main Process and Steps for having manpower planning are as below:

    Understanding the existing workforce:

    The HR department has to thoroughly understand the manpower available to the company. They should examine the background, skill set, qualification, location, etc of the entire workforce so that they have a good idea regarding the pool of talent which the company has.

    Forecasting for the future:

    With constant changes in business requirements, companies must understand the future trend and which type of employees would best suit their organization. Hence, companies must examine, evaluate and forecast the type of employee workforce they want in the future years

    Recruitment and selection:

    Depending on the business requirements, manpower planning leads to a much better thought-out recruitment and selection pattern. This totally depends upon the forecasts made and the business requirements. Hence, candidates with better qualifications, skill set, experience, etc are shortlisted as employees to best suit future needs.

    Training the employees:

    Employees who are a part of the organization are training to have the best skills, knowledge, and understanding about the current job as well as the future requirements.

    All these above-mentioned manpower planning steps help organizations become better prepared to adapt to new technology, future industry developments and even to face off with competitors.

    Multi-Steps Process of Manpower Planning:

    The planning process is one of the most crucial, complex, and continuing managerial functions which, according to the Tata Electrical Locomotive Company, “embraces organization development, managerial development, career planning, and succession planning”. The process has gained importance in India with the increase in the size of business enterprises, complex production technology, and the adoption of professional management techniques. Also learn, Case Study on Debt Collection Management!

    It may rightly regard as a multi-step process, including various issues, such as:

    • Deciding goals or objectives.
    • Auditing of the internal resources.
    • Formulation of the recruitment plan.
    • Estimating future organizational structure and manpower requirements, and.
    • Developing a human resource plan.

    A. Deciding Goals or Objectives:

    The business objectives have been determining; planning of manpower resources has to fully integrate into the financial planning. It becomes necessary to determine how the human resources can organize to achieve these objectives.

    For this purpose, a detailed organization chart is drawn and the management of the company tries to determine. “How many people, at what level, at what positions and with what kind of experience and training would require meeting the business objectives during the planning period”. The management of this company considers a time 5 pan of five years as an optimum period for this purpose.

    It stresses the specific and standard occupational nomenclature that must use without. “Which it would not be possible to build a firm-cum-industry-wise manpower resources planning”. It suggests the adoption for this purpose of the international coding of occupations. For sound manpower planning, it considers as a prerequisite the preparation of a manual of job classification and job description with specific reference to individual jobs to perform.

    B. Audit of the Internal Resources:

    The next step consists of an audit of the internal resources. A systematic review of the internal resources would indicate persons. Within the organizations that possess different or higher levels of responsibilities. Thus it becomes necessary to integrate into the manpower planning process a sound system of performance appraisal as well as an appraisal of the potential of existing employees.

    C. Formulation of the Recruitment Plan:

    A detailed survey of the internal manpower resources can ultimately lead to an assessment of the deficit or surplus of personnel for the different levels during the planned period. Whilst arriving at the final figures, it is necessary to take them into account. “The actual retirements and estimate loss due to death, ill-health and turnover, base on experience and future outlook about company’s expansion and future growth patterns”.

    D. Estimating Future Organisational Structure and Manpower Requirements:

    The management must estimate the structure of the organization at a given point in time. For this estimate, the number and type of employees needed have to determine. Many environmental factors affect this determination. They include business forecast, expansion and growth, design and structural changes, management philosophy, government policy, product, and human skills mix, and competition.

    E. Developing of Human Resource Plan:

    This step refers to the development and implementation of the human resource plan. Which consists in finding out the sources of labor supply with a view to making an effective use of these sources. As well as, The first thing, therefore, is to decide on the policy— should the person hire from within through promotional channels or should it obtain from an outside source.

    Also, The best policy which is following by most organizations is to fill up higher vacancies by promotion and lower-level positions by recruitment from the labor market. The market is a geographical area from which employers recruit their workforce and labor seeks employment.

    What is the Process of Manpower Planning - ilearnlot
    What is the Process of Manpower Planning? Thanks, Also, Credit Photo pixabay.com/
  • The Steps of Manpower Planning with Features!

    The Steps of Manpower Planning with Features!

    Steps of Manpower Planning with Features in HRM; Manpower Planning which also calls Human Resource Planning consists of putting the right number of people, the right kind of people at the right place, the right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and carry out in a set procedure. Also learn, What is Manpower Planning? Example, with Importance.

    Explain is, What is the Steps of Manpower Planning with Features?

    The procedure is as follows:

    • Analysing the current manpower inventory.
    • Making future manpower forecasts.
    • Developing employment programmes, and.
    • Design training programmes.

    Steps of Manpower Planning!

    1. Analysing the current manpower inventory:

    Before a manager makes the forecast of future manpower, the current manpower status has to analyze. For this, the following things have to note:

    • Type of organization
    • Number of departments
    • Number and quantity of such departments
    • Employees in these work units

    Once these factors registering by a manager, he goes for future forecasting.

    2. Making future manpower forecasts:

    Once the factors affecting the future manpower forecasts know, planning can do for the future manpower requirements in several work units.

    The Manpower forecasting techniques commonly employed by the organizations are as follows:

    • Expert Forecasts: This includes informal decisions, formal expert surveys, and Delphi technique.
    • Trend Analysis: Manpower needs can project through extrapolation (projecting past trends), indexation (using base year as the basis), and statistical analysis (central tendency measure).
    • Work Load Analysis: It is dependent upon the nature of workload in a department, in a branch or in a division.
    • WorkForce Analysis: Whenever production and time period has to analyze, due allowances have to make for getting net manpower requirements.
    • Other methods: Several Mathematical models, with the aid of computers, are using to forecast manpower needs, like budget and planning analysis, regression, new venture analysis.
    3. Developing employment programmes:

    Once the current inventory comparing with future forecasts, the employment programs can frame and developed accordingly, which will include recruitment, selection procedures, and placement plans.

    4. Design training programmes:

    These will be based on the extent of diversification, expansion plans, development programs, etc. Training programs depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers.

    As well as Manpower planning helps in ensuring that an organization has the right kind of employees in sufficient numbers doing the right kind of job. It also makes sure that the employees doing a particular job are capable of performing the job efficiently and effectively. Coleman has described the process as “The process of determining manpower requirements and the means for meeting those requirements to carry out the integrated plan of the organization”.

    The main Features of Manpower Planning are:

    1. It future-oriente and involves the forecasting of manpower requirements so that these demands can fulfill with the timely and adequate supply of personnel.  
    2. It is a continuous process as the manpower demands of the organizations keep on changing with its needs and environment.  
    3. Manpower planning aims at the optimal use of the present and future workforce of the organization, thus it is requiring for getting maximum results from the investment in human resources.
    4. Manpower planning involves both quantitative and qualitative aspects. While the quantitative aspects deal with the right number of people at a job, the qualitative aspect involves the search for the right kind of people for a particular job.

    Manpower planning is done at both the macro level and the micro-level. It influences by environmental factors like employment rate, demographic changes, legal control, and organizational policies at the macro level, the factors like technological changes, trade union pressure, the gap in skill and competency, and recruitment and selection affect the process of manpower planning at the micro-level.

    The Steps of Manpower Planning with Features - ilearnlot
    The Steps of Manpower Planning with Features; Thanks, Credit to pixaby.com/
  • What is Manpower Planning? Example, with Importance!

    What is Manpower Planning? Example, with Importance!

    Manpower planning helps in ensuring that an organization has the right kind of employees in sufficient numbers doing the right kind of job. It also makes sure that the employees doing a particular job are capable of performing the job efficiently and effectively. Coleman has described the process as “The process of determining manpower requirements and the means for meeting those requirements to carry out the integrated plan of the organization”. Also learn, about International and Comparative Human Resource Management.

    Define, What is Manpower Planning? Example, with Importance!

    Manpower Planning which is also called Human Resource Planning consists of putting the right number of people, right kind of people at the right place, right time, doing the right things for which they are suiting for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and carry out in a set procedure.

    Definition of Manpower Planning!

    Manpower planning is the process of estimating the optimum number of people required for completing a project, task, or goal within time. Manpower planning includes parameters like the number of personnel, different types of skills, period, etc. It is a never-ending continuous process to make sure that the business has the optimized resources available when required taking into consideration the upcoming future projects and also the replacement of the outgoing employees. It is also called Human Resource Planning.

    Large businesses often work on forecasting and upcoming opportunities in the pipeline. If these opportunities convert into an actual business, they would need manpower to start working on them. But the dilemma is that what if they hired a large number of people to work on an almost sure project but at the last moment the project didn’t start on time. What would the business do with the additional skilled manpower? The other dilemma is that if they kept waiting until the last moment for a project and when the project starts they might not have enough manpower to work and deliver. These questions solving by the process of manpower planning.

    Manpower planning also includes the details of how and when will new employees acquire. This whole process is done keeping in view the goals of the organization. The future predictions for business and changing technology trends. This helps the organization prepare for the future with the correct manpower at its disposal for business prosperity.

    Example of Manpower Planning!

    IT companies are often facing the business problem of hiring the right people for upcoming projects as well as attrition. These companies have multiple projects going on at a single time and upcoming projects in the pipeline. If they hire more people without planning they would end up with many resources on the bench which would eat into profits and if they keep waiting until the last. They would not have enough skilled people to set up the project and start delivering eventually leading to customer dissatisfaction and losses.

    So these companies keep on forecasting and planning as per the market requirements, latest skillset, and their project pipeline. Most of the time, hired resources cannot be productive straight away so they need to train them which would require further planning and time.

    Importance of Manpower Planning!

    Manpower planning is an essential requirement for any business. It helps the company to prepare well in advance for the type of employees. They would require in their organization in the future. With constantly changing business requirements, technological advancements, etc. The skills and knowledge of employees tend to become obsolete over some time. Also, if a business is growing, then the workforce needs to expand. If the company wants to have its business at different locations, different business domains, etc. If a company fails to prepare beforehand. It can create issues in the future and can collapse the business model for a company. Hence, timely preparation of manpower planning would always help a business grow.

    What is Manpower Planning Example with Importance - ilearnlot
    What is Manpower Planning? Example, with Importance!
  • International and Comparative Human Resource Management

    International and Comparative Human Resource Management

    What is Difference between International and Comparative Human Resource Management? Meaning and Definition!

    International Human Resource Management (Human Resource Management)

    Due to increased globalization and easy mobility and communications between countries, companies operate at international level. The major task for organizations which operate across international boundaries is to manage. The dissimilar stresses of the drive for integration and differentiation. In the broader sense, International human resource management process has same activities as in Domestic HRM such as planning and staffing. However, domestic HRM is operated in one nation And IHRM activities are involving in different countries. International Human Resource Management is a branch of management studies that examine. The design and effects of organizational human resource practices in cross-cultural contexts.

    It occupies an exciting position in the interstices of international business. Human resource management and organizational behavior, scholarships. The theoretical study explains that International HRM is the interplay between three dimensions: HR activities, the types of people being employed in the organization and the different countries that an organization is operating in (Dowling, 1999). Complexities caused by these last two variables are what differentiates international HRM from domestic HRM, as the HR activities themselves are relatively similar.

    Comparative Human Resource Management (Human Resource Management)

    The meaning and impact of comparative human resource management. Many scholars of HRM have to focus on a narrow definition of the topic that fits the liberal market agenda widespread in some countries but fails to capture the reality of any country – a problem brought into stark relief by comparative studies of HRM. On the basis of that analysis, it will be argued that multiple stakeholder perspectives focused on the long-term benefits to organizations. Employees and the wider community is a more powerful analytic tool. New Roles of Human Resource Management in Business Development.

    As an increasing number of organizations seek to operate in foreign markets. It is vital that management practitioners develop a better understanding of, and sensitivity to, the impact of different national settings on the management task. In the field of cross-cultural management/organization, scholars have sought to assist practitioners in achieving. This by conducting research that has generally guiding by two key questions: (1) what is general and universal in the management of organizations, and (2) what is peculiar or specific to one nation or culture?

    Difference between international and comparative HRM

    International Human Resource Management has defined as HRM issues, functions. Policies and practices that result from the strategic activities of MNEs. International Human Resource Management deals principally with issues and problems associated with the globalization of capitalism. It involves the same elements as domestic HRM but is more complex to manage. In terms of the diversity of national contexts and types of workers. The emphasis is on the MNCs’ ability to attract, develop and deploy talented employees in a multinational setting and to get them to work effectively despite differences in culture, language, and locations. International HRM tends to mitigate the impact of national culture and national employment practice against corporate culture and practices.

    Comparative Human Resource Management, on the other hand, is a systematic method of investigation. That seeks to explain the patterns and variations encountered in cross-national HRM rather than simply describe HRM institutions and practices in different societies. Different national business systems arise from differences in specific historical, cultural and institutional heritage in certain countries. Comparative differences occur due to decisive historical events such as the process of industrialization or due to the legacy of pre-modern forms of social organization. Hofstede adopted the ‘culturalist’ perspective where he argued that national business styles emerge due to ingrained cultural attitudes and mental schemas. He described culture under five dimensions which are power distance, individualism, masculinity, uncertainty avoidance and long-term orientation.

    Human Resource Management policies and practices are becoming universal and that country-of-origin effects are no longer relevant. The pressure to build standardize operations internationally is strongest in sectors. Where competition is highly internationalizing, and where firms compete on the basis of a similar product or service across countries. Such as in cars and fast foods. They have put forward several reasons to explain this trend.

    Firstly, all MNCs operate in one global market and therefore have to respond to the same environmental pressures such as globalization and technology. The growth in international trade and the move towards an internationally-integrated financial system.

    Secondly, the widespread practice of benchmarking ‘best practice’ in terms of cost. Quality and productivity may also have contributed to the convergence of international HRM models for e.g. Japanese style ‘lean-production’ system in the 1980s and 1990s. Moreover, these pressures towards convergence stem in part from the influence of MNCs themselves through. Their ability to transfer practices across borders and erode country-of-origin effects.

    Finally, the formation and development of like-minded international cadres mostly from American or European business schools. May have contributed to homogenize international HRM policies and practices.

    Since the early 1990s, the international HRM literature has dominated by models and typologies aim at identifying how international HR fits with organizational strategy. The main issue for all multinational companies is the need to trade-off the advantages global efficiency namely. The coordination of its operations to achieve economies of scale and scope as opposing to the need to differentiate its products and services to meet the local demands. They also identify a third pressure, namely worldwide innovation and learning. Whereby firms are encouraging to support innovation and learning across. Their network of subsidiaries rather than simply relying on research and development at the headquarters. MNEs then follow the appropriate HRM policies and practices according to the structure of the organization. The competitive strategy is chosen or stage of corporate evolution reach.

    Taylor’s model of strategic international HRM has described below

    Exporting: This is essentially a model where the HQ management takes home country management approach and try to implement them in their foreign subsidiaries in order to achieve economies of scale. In this model, there is a system of hierarchy and a centralized control. This is especially useful in instances of an uncertain political environment and high risks demanding greater control from corporate parents. Given this pattern of centralization, there is a considerable amount of ‘forward policy transfer’ and less ‘reverse transfer. From subsidiaries to the HQ, i.e. they rely mainly on the technical know-how of the parent company. Strategic Role of e-HR (Electronic Human Resource).

    Global firms offer products or services that are standardizing to enable production to carry in a cost-efficient way. Their subsidiaries are not subject to rigid control except over the quality and the presentation of the product or service. This structure is normally associate with the American firms with their formalize. Bureaucratic control and a dominant finance system to internalize risks. What is Need? The Do and Don’t in Diversity Management.

    Adaptive: Differences in the host environment demands and conditions mean that overseas subsidiaries have to operate independently. This is common where departing from established practices in host environments is unlawful. For example, in some Germany, there is a legal obligation to negotiate with employee representatives concerning major organizational changes. In other cases, transferring practices may be legal but would go against traditional practices at the risk of losing goodwill from staff. Firms may decide to forgo HQ control if there is the possibility to exploit most efficiently the local labor markets. For example, MNCs which origin from high-cost highly regulates economies such as Germany may well choose not to transfer important elements of their HR systems. Such as collective bargaining or apprenticeship if they move to lower wage, lightly regulated economies such as China.

    Integrative: It is also argued that the more management processes and activities can integrate across geographical boundaries. The easier it is to share resources and knowledge. They can identify and best use the skill and management talent. That exists across the MNC network allowing for both global integration and local differentiation.

    As mentioned previously, international HRM processes consist of the same activities as domestic HRM but applied in an international context. These include an accurate human resource planning to ensure that the MNCs have the right people at the right place around the world. Good staffing policies that capitalize on the worldwide expertise of expatriates and locals. Performance appraisals that fit with the competitive strategies of the HQ. Adequate training and development to ensure that expatriates. Do not suffer from ‘culture shock‘ and compensation policies that are strategically and culturally relevant. The focus in international HRM strategy is how MNEs coordinate. Their geographically dispersed operations strengthening the organizational culture. Promoting commitment and encouraging willingness in employees to act in the interests of the firm.

    What is Difference between International and Comparative Human Resource Management - ilearnlot

    Reference

    1. International Human Resource Management – https://www.civilserviceindia.com/subject/Management/notes/international-human-resource-management.html
    2. Comparative HRM – https://answers.yahoo.com/question/index?qid=20110221002250AApRjIq
    3. Difference between International and Comparative HRM – https://www.ukessays.com/essays/business/difference-between-international-and-comparative-hrm.php

  • What is the Concept of Career Planning?

    What is the Concept of Career Planning?

    Concept of Career Planning; Career is viewed as a bunch or collection of jobs or positions. Generally, it describes an applicable career path within the structure of the organization. It shows the principal personnel development paths within the organization. The etymology of the term derived from the Latin word career, which means race. All the jobs, that are held together during one’s working life, constitute the career. It is also viewed as the sequence of positions held by an individual during his employment life. Edwin B. Flippo defined a career, as a sequence of separate but related work activities that provide continuity, order, and meaning in a person’s life.

    The Concept of Career Planning: Definition, Objectives, Process, and Benefits.

    A career may be viewed as the amalgamation of the changes in values, attitudes, and motivation an individual embraces, as he or she grows older. This constitutes a subjective element of the concept “career”.

    Concept And Meaning Of Career planning:

    Career planning is a process by which one selects career goals and the path to those goals. It involves a clear selection of career goals and career paths.

    • Career goals: Career goals are the desired future positions an employee strives to reach as a part of the career.
    • Career path: Career path is the sequential pattern of jobs during a career. It can cover 30 years or more until the retirement of the employee. It takes a long-term perspective of the job.

    Career planning is a continuous process. HRM should facilitate it by providing career education, information, and counseling to employees for career planning purposes.

    1. Career education: Career education increased employee awareness about career planning through a variety of educational techniques, such as:
    • Workshops and seminars about career planning
    • Memoranda and position papers about career planning
    • Speeches about career planning
    1. Career information: Career information provides information to employees about career planning. Such information can be available through Human Resource Information System. HR specialists can advise about career goals and alternative career paths.
    2. Career counseling: Career counseling is done by professional counselors. They listen to employees and provide job-related information. They help employees to uncover their career interests. Employee self-assessment and environmental assessment are made during career counseling. Roles of HR Management in Organizations on Difficult Times. What is the concept of career planning?

    Definitions of Career Planning:

    A career may be defined as,

    “A sequence of jobs that constitute what a person does for a living.”

    According to Schermerborn, Hunt, and Osborn,

    “Career planning is a process of systematically matching career goals and individual capabilities with opportunities for their fulfillment.”

    Career planning is the process of enhancing an employee’s future value.

    A career plan is an individual’s choice of occupation, organization and career path.

    Career planning encourages individuals to explore and gather information, which enables them to syn­thesize, gain competencies, make decisions, set goals and take action. It is a crucial phase of human resource development that helps the employees in making the strategy for work-life balance. New Roles of Human Resource Management in Business Development.

    Features of Career Planning and Career Development:

    1. It is an ongoing process.
    2. It helps individuals develop the skills required to fulfill different career roles.
    3. Strengthens work-related activities in the organization.
    4. Defines the life, career, abilities, and interests of the employees.
    5. It can also give professional directions, as they relate to career goals.

    Objectives of Career Planning:

    The major objectives of career planning are as follows:

    1. To identify the positive characteristics of the employees.
    2. Develop awareness about each employee’s uniqueness.
    3. To respect the feelings of other employees.
    4. Attract talented employees to the organization.
    5. To train employees towards team-building skills.
    6. To create healthy ways of dealing with conflicts, emotions, and stress.

    Benefits of Career Planning:

    1. Career planning ensures a constant supply of promotable employees.
    2. It helps in improving the loyalty of employees.
    3. Career planning encourages an employee’s growth and development.
    4. Discourages the negative attitude of superiors who interest in suppressing the growth of the subordinates.
    5. It ensures that senior management knows about the caliber and capacity of the employees who can move upwards.
    6. It can always create a team of employees prepared enough to meet any contingency.
    7. Career planning reduces labor turnover.
    8. Every organization prepares succession planning towards which career planning is the first step.

    Career planning is the process by which one selects career goals and the path to these goals. The major focus of career planning is on assisting the employees to achieve a better match between personal goals and the opportunities that are realistically available in the organization. Career programs should not concentrate only on career growth opportunities. Practically speaking, there may not be enough high-level positions to make upward mobility a reality for a large number of employees. Hence, career-planning efforts need to pinpoint and highlight those areas that offer psychological success instead of vertical growth.

    Career planning is not an event or end in itself, but a continuous process of developing human resources for achieving optimum results. It must, however, note that individual and organizational careers are not separate and distinct. A person who is not able to translate his career plan into action within the organization may probably quit the job if he has a choice.

    What is the Concept of Career Planning - ilearnlot
    What is the Concept of Career Planning? Image form Online.