International Journal of Commerce and Management Studies (IJCAMS)

Volume 5, Issue 2
ISSN 2456-3684

Impact of Human Resource Planning & Development in

Organization
Dr. Prashant Manusmare
DMSR J M Patel College, India
[email protected]
Asst. Prof. Dipak Vijay Bhivgade
DMSR J M Patel College, India
[email protected]

Abstract: John Gennard according to him Human Resource

Planning as a strategy for the acquisition
Human resource planning is one of the most utilization, improvement and preservation of an
important human resource practices in the organization’s human resources.
organization. Human resource planning is help to Mary L. Tanke who explain that Human Resource
organization for analysing current as well as future Planning as implementation of strategies, plans and
want of human resource. The purpose of this paper programs required to attract, motivate, develop,
is to examine the impact of HRP to the reward and retain best people to meet
organization by survey on human resource organizational goal and objective of enterprises.
planning, therefore this paper recommends that We may conclude that: HRP is concerned with
organizations should continue to practice and having the right people, with the right skills, in the
maintain effective human resource planning as it right place and at the right time.
impact in achieving the objectives of the
organizations. The paper covers an insight into 1.1 Merits of HRP:
some key perspectives, on which HRP has been
studied. The present work addresses in a clear and HRP assist the management to anticipate personnel
simple way, the management of human resources in shortages and surpluses and grow ways to keep
service organizations where staff is relevant to the away from or correct HR problems before they
promotion. Human resource planning is also become serious. HRP helps a proper forecasting of
assisting improvement of people and employment personnel requirements enables the organization to
so as to develop organizational efficiency and decide proper sources of recruitment. The
effectiveness. organization can also embrace a proper selection
practices depending upon the needs of the jobs. It’s
Keywords: Human resource planning, facilitates proper placement of the employees in the
Organization, Strategies, Employee, Promotion, organization. Proper placement shows job
HRP Practices. satisfaction to the employees and increase
employee efficiency. HRP also assists in the
1. Introduction: performance appraisal of the employees in the
organization, as it assists in the identification of
HRP is the initial step in the HRM process. It is the strengths and weaknesses of the employees in
procedure of examine and point out the need of connection to their job. It is ensures right
human resources so that the organization can meet promotion of the employees in the organization by
its goals. The focal point of HRP is to ensure that identifying the employees who merit higher
the organization has got the right number of human position, power and pay with identifies the training
resources, with the right capabilities, at the right needs of the personnel. It is also helps in solving
times, and in the right places. In HRP, an the condition of excess personnel in one
organization must contemplate the obtainable and department and shortage of personnel in the other
allocation of people to jobs over long periods of by effecting transfers at the right time. It is act
time, not just the next month or even the next year. taking into deliberation, the long range plans of the
Additionally, as part of the examiner, HR scheme organization. The plans are made known to the
can include several approaches. The human people of the organization, which in turn assist the
1

resource department work include laying of employees to plan for their careers, once they come
Page

persons, retraining persons , move employees from to know the qualifications and qualities which the
one job role to another job role in the organization. organization need of them to execute the long range
 International Journal of Commerce and Management Studies (IJCAMS)
Volume 5, Issue 2
ISSN 2456-3684

plans. HRP keep away from surplus or shortage of Edwards (1983) - Who explained that the study
personnel in the organization. It is concerned not relevant to manpower planning rest on three pillars.
only with the identification of the personnel in The first pillar is the prediction of future demand of
terms of quality and quantity, but also with the human resource; the second pillar is the prediction
improvement and motivation of the human of future supply in the human resource; and, the
resources by assigning to them the jobs that are third pillar is about closing the gap between the
equivalent with their qualifications and skill set. first and the second pillar and making policies for
that. For demand, prediction author highlights the
1.2 Demerits of HRP: models based on organization output and for supply
prediction stock and flow concept. The different
HRP, while being of immense benefit, also has got
models used for manpower planning especially in
its drawbacks, including the time required and the
the UK were Markov Chain Model, Renewal
difficulty in achieving accuracy and the correct
Model, KENT Model, WASP, PROSPECT,
focus.
FORMASY, CAMPLAN and MANSIM. The
2. Review of Prior Work: author also put weight on the scope available for
further development of models.
Kidder (1969) - The author studied HRP for
engineering firms in the context of India. He Castley (1996) - He argued that a policy focused
expresses that, other than government approach to manpower planning should be
interventions, the organizations should invest in implemented rather than the traditional measures
secondary school level education especially in used for manpower planning in which the HR
elementary science & technology and less on costly analyst plays the most important role as he sits in
separate technical schooling. One of the important the centre of whole policy making process from its
findings of the study was that, low relationship was inception to close.
evident between employer’s, behaviour in formal Khoong (1996) - Who provided an analysis of the
HRM process and his market perception about the interactions between different perspectives
human resource. (manpower requirement forecasting, career
Cummings (1970) - discusses, the strength and progression planning, staff movement planning,
weaknesses of the five approaches to estimation of personnel assignments, posting projections,
workforce which includes: extrapolation (past succession planning and a combined variable taken
trends), employer estimates (asking employer or as recruitment, retention, staff promotion, posting,
representatives), gross analogy (historical or training) of manpower planning. From the few
international comparisons), multiplier approach literature above it is very much evident that the
(relationship between independent element like term ‘manpower planning’ was more frequently
Industry/ Sector output to occupational element) used in comparison to the term HRP.
and comprehensive sectoral approach (an Doving & Nordhaug (2010) - Worked on the
elaborated version of multiplier approach). The structure which works for HRP. Formal HRM
author also mentions manpower planning as an strategies and analyzing KSA’s development needs
instrument for predicting skills set and education as found by them were the two key variables which
required on the basis of given economic forecast. are the drives of firm’s HRP practices. Results
Gillespie, Leininger & Kahalas (1976) - used indicate that resources which included size, HRM
Markov model for certified public accounting firm department and corporate affiliation and to some
which presented a discounted economic valuation degree cost benefit considerations are the main
determinants of these human resource planning
of the staff.
arrangements.
Ghosh (1981) - defined two broad categories of
Eldridge (1998) - According to him, HRP is about
methods for measuring HR planning, the one being
igniting an organization learning process and is
systematic methods which include statistical
also about a generation of information which is
methods, work study and quantitative methods;
relevant to management decision making in staffing
whereas, the other being the non-systematic
based actives.
methods which include the opinion of managers or
head of the departments and imitation of existing
2

practices in similar concern.

Page
 International Journal of Commerce and Management Studies (IJCAMS)
Volume 5, Issue 2
ISSN 2456-3684

3. Objective of Research:
Figure – 5.1
The purpose of human resource planning is to
forecast organisational needs for employees taking
into account supply of people to meet staffing
requirements; that is, identifying the gap between From the Figure 5.1- 31.81 % said they are
what is needed and what is available. Human satisfied because there has not been any major
resource planning in any organization will largely challenges in the planning and implementation of
depend on its context. Human resources based on the objective over the years; 22.72% said they are
an established relationship between an fairly satisfied because at least promotions and
organization’s employment level and some training processes are properly managed; 9.09%
measurable factors of output such as motivation, said somehow satisfied because human resource
and compensation to ensure that future human division was recently set up in their organization,
resource requirements that are properly met. HRP 36.36% said they are not satisfied because enough
requires detailed analysis of the present and the motivation and measures to check staff with poor
future to ensure that the organization has the right attitude to work. This means that majority of
number of people available who possess the right Organization Staff are not satisfied with their
kinds of skills to perform the jobs required by the
human resource department.
organization when the work is needed. The Human
Resource Planning practices and procedures within Time Duration HRP Practices in organization
organization are functioning effectively.

HRP Practices
4. Research Methodology:
80
It is based on primary data. Primary data is
collected from Google form. A structures question 70
will be used to collect data. The target audiences
No. Of Respondants - 110

are 110 respondents which will be basically Email 60

contact audience. Secondary data will be collected
from various national & international case study & 50
research journals related to role of Human resource
planning in organization. Statistical tools used will 40
be like percentage, analysis, graphs etc. elementary
statistical tools are used & graphical presentation 30
for better understanding.
20

5. Data Analysis and Discussion of 10

Results:
0
Satisfaction with the human resource planning Within 3
Yearly Training
Years
practices in organization
Count 20 75 15
Percentage 18.18181818 68.18181818 13.63636364
Satisfaction HRP
No. of Respondants - 110

Figure – 5.2
50
40
30
20 From the above Figure 5.2 - Respondents were
10
0 asked how are these practices carried out in their
Some organization, 20% confirm that HRP Practices is
Valid Fairly Not
how done yearly, 75% said it’s done within three years
Satisfi Satisfi Satisfi
Satisifi and 15% said it’s done through training. 75% said
ed ed ed within three years because the job requires
ed
Count effective communication which can easily be
35 25 10 40
unearthed through HRP.
3

Percentage 31.8181822.727279.09090936.36364
Page
 International Journal of Commerce and Management Studies (IJCAMS)
Volume 5, Issue 2
ISSN 2456-3684

Effect of human resource planning in References:

organization
1. Vineeth George (2019), The Role Of Human
Resource Planning In The Human Resource
Network, Journal of Creative Research Thoughts,
(August)
Effect of HRP
2. K.Prashanthi (2013), Human Resource Planning
120 - An Analytical Study, Journal of Business and
No. of Respondant - 110

100 Management Invention, Vol.2 (January): p 63-68.

80 3. Ashish Arya (2017), Different Perspectives on

Human Resource Planning, Journal of IJMBS,
60
Vol.7 (March): p 47-49.
40
4. Yaw Opoku (2012), An Analysis Of Human
20 Resource Planning And Its Effect On
Organisational Effectiveness, Institute of Distance
0
Shorta Promo Unskill Learning Kwame Nkrumah University of Science
ge of tion of ed and Technology (September).
staff staff staff
5. Dr. Janes O. Samwel (2018), Human Resource
Count 5 101 4 Planning as an Important Practice to Anticipate
Percentage4.54545455
91.8181818
3.63636364 Future Human Resource Requirements of the
Organization, Journal of Research in Business
Figure - 5.3 Studies and Management, Vol.5: p 24-30.

Out of the 110 respondents, to the effect of human 6. Hassan Danial Aslam (2013), Human Resource
resource planning in the organization, 4.54% of the Planning Practice in Managing Human Resource,
respondents said the effects is shortage of staff; Journal of Human Resource Studies, Vol.3: p 200-
91.81% said the outcome is constant promotion; 212.
and unskilled staff represent 3.63% This implies
7. Atyeh Mohammed Alzhrani (2020), A Research
that majority of Organization Staff thought that
Paper on Human Resources Planning, Process and
Regular promotion is the main benefit of human
Developing, Journal of Recent Technology and
resource planning in Organization. The reason is
that in Organization, Human resource Planning is Engineering (IJRTE), Vol.8 (March): p 999-1003.
done mainly for promotion purposes

6. Conclusion:
Based on the information of various research
papers and above Google Form survey it can be
concluded that the Employee do know about
Human Resource Planning in organization. As far
as People are concerned, they are not really
satisfied with Human resource planning to their
organization because of poor attitude toward the
work in the organization. Human Resource
Planning is a vital tool to Promote Person, to
safeguard their future and for the overall
development of an individual. Therefore the study
like this show a lot of further scope for research
which can be carried out, may be by researchers
4

which would help Human Resource Planning to all

Page

the organization regularly.

 International Journal of Commerce and Management Studies (IJCAMS)
Volume 5, Issue 2
ISSN 2456-3684

About the Authors:

Dr. Prashant A. Manusamre is MBA and has
been awarded his PhD (Management) from
Rashtasant Tukadoji Maharaj Nagpur University,
Nagpur in 2010. He has 20 years of extensive
experience in academics. He is currently working
as Assistant Professor and Head, Department of
Management Science at J. M. Patel College,
Bhandara and has also worked with DMS, KITS,
Ramtek. He is specialised in subjects like
Operation Research, Cost & Management
Accounting, Financial Management, etc. He has
been actively involved in several Faculty
development programs, National & International
Webinar. He has published several Research Papers
in National & International Conferences.
Asst. Prof. Dipak Vijay Bhivgade is done B.
Tech. as well MBA in HRM and Operation
Management. He is presently working as Assistant
Professor at Department of Management Science at
J. M. Patel College, Bhandara. He has cleared NET
exam in 3 times on July 2018, Dec.2018, & July
2019 in Management Subject. He has also cleared
SET exam on June 2019. He has published several
Research Papers in journals, books. Also present
Research paper in International conference. He has
been actively involved in several Faculty
development programs, National & International
Webinar.

5
Page