HRM Reviewer Mods 4-7
HRM Reviewer Mods 4-7
The application
of personnel skills, time and efforts in the
HUMAN RESOURCE PLANNING pursuit of the objectives of the organization
LEARNING OBJECTIVES should not be marginal, a situation wherein the
cost of doing is only equalled by the output.
• Explain what is plan and planning.
2. HRP must improve the characteristics of the
• Identify the reasons on why to do human workplace. Renewal and improvement of the
resource planning. characteristics of the employees in the
organization is process that cannot be done
• Give the different planning techniques as well
overnight.
as the weaknesses in human resource planning.
3. HRP means developing job satisfaction. Job
• Enumerate vital factors that influence human
satisfaction is the psychological, physical and
resource planning and the skills required for
moral state of being contented with the terms
planning.
and conditions of employment.
4.2 Rationale for Human Resource Planning 7. HRP means allocating resource for human
resource development. The effort to bring
Human resource planning (HRP) is undertaken
about human resource development (HRD) is a
by the enterprise or the government agency for
process that involves the application of funds
the reason that the organization is supposed to
and other resources, which must be properly
do better than before in dealing with and using
allocated for the reason that they are factors of
the capacities of the personnel. This main
cost.
reason is supported by the following
justifications: 8. HRP means programming personnel
development. A plan to improve HRD cannot
be done properly by merely picking up what organization on the identification of manpower
appears to be in need of doing. needs in terms, skills, replacements, policy,
working conditions and promotions so that
9. HRP is to keep abreast of technological human resource in the organization may be apt
change. One continuing occurrence in the world to the challenge of current and future
of work is the change of technology, which has operations.
strong implication for the improvement of
employee skills. 6. Successor planning approach. The approach
known as successor planning, takes into
4.3 Planning Techniques in Human Resource consideration the different components of the
Management old plan and increase them proportionately by
Human resource planning as a specialized area the projected growth rate or by a desired
makes use of techniques derived from the expansion rate stated by management.
general planning concepts as well as from 4.4 Common Weaknesses in Human Resource
planning techniques developed by human Planning
resource development specialists especially
from application in the personnel management HRP is an area wherein the efforts to plan is
area. highly vulnerable to the inception of problems
that weaken the planning process and
1. Skill inventory. This approach involves the consequently the plan and its implementation.
listing of all the skills possessed by the
workforce and they are made to relate to the The weaknesses in HRP may be observed as
requirements of the organization. follows:
2. Ratio analysis. This is a technique wherein 1. Overplanning. A plan is likely to fail through
the personnel who are promotable to the an inherent weakness of having covered too
higher position are identified together with many aspects of personnel management at the
their backup or understudy. very early stage of HRP in the firm or
government office.
3. Cascade approach. Under this approach the
setting of objectives flows from top to bottom 2. Technique overload. There are so many ideas
in the organization so that everyone gets a available for HRP application that can be
chance to make his contribution. gathered from management books and
journals.
4. Replacement approach. Under this approach,
HRP is that to have a body of manpower in the 3. Bias for the quantitative. There are planners
organization that is ready to takeover existing in HRM who sometimes make the mistake of
jobs on one-to-one basis within the being drawn towards emphasizing the
organization. quantitative aspects of personnel management
to the neglect of the qualitative side.
5. Commitment planning approach. This
technique involves the supervisors and 4. Isolation of the planners. When top
personnel in every component of the management has a low regard for human
resource activities and for the HR staff, they for employment locally and abroad become
give little encouragement to HRP activities, available.
ignore the plan and withdraw support for plan
implementation. 5. New hiring arrangements. The emergence of
security agencies, janitorial service agencies,
5. Isolation from organization objectives. When and messenger service companies has resulted
HRP is pursued for its own sake or for a narrow in the abolition of new such jobs in the regular
viewpoint of concentrating on HRD, the effort roster of enterprises, and the government.
leads to the formulation of a plan that does not
interphase with organizational development. 6. Inception of foreign investors’ personnel
management style. The plan for human
6. Lack of line supervisor’s inputs. The handling resource development and utilization is
of personnel in the organization is by the line dependent in the management style of top
supervisors. They know the action and management.
personnel.
HRP is not solely dependent upon the condition Human resource should be the subject of
within the organization. There are also factors planning for management and development. In
from outside which bear upon the plans for the line with these two purposes behind personal
human resource. Some of these factors are as planning or principles that should be observed
follows: as follows:
1. Technological change. The general change in 1. Plan along organizational objectives. A plan
technology has an influence on the planning for human resource management and
done by an organization to align the skills of the development must necessarily contribute to the
personnel to the emerging technology even attainment of organizational development and
before the organization has actually come to to do so, it is essential that the objectives of the
use the latest machinery and methods. different units in the organization be
emphasized.
2. Labor legislation. Every time a new labor law
is passed the conditions of work is affected. 2. Plan within affordable extent. The human
resource management and development plan
3. Economic downtrend. When the demand for should provide for programs that can be
the product or service of the firm goes down, funded.
the activities need to be scaled down in
administration, production, and distribution. 3. Be guided by the previous plan. The
formulation of the plan for the human resource
4. Change in the supply of recruits. Even in should incorporate the good aspects of the
country where labor supply exceeds demand by previous plan and improve on the parts that
the employment sector, the supply of recruits could have worked well under better
will change as new opportunities conditions.
4. Plan for a reasonable period. The time
coverage for the plan should not be too long
lest the events render the plan useless in the P a g e | 39
long run.
5. Formulate action programs. The plan should 2. Affirmative action planning. There are times
consist of programs that can be carried out. The when the union becomes particularly
specification for the programs should be clear
as to the methods and the resources to be sensitized to protect itself from some practices
used. of management.
6. Clarify the expected outcome of the plan. 3. Anti-sexual harassment planning. Sexual
Merely stating what should be done and how harassment occurs in the workplace due to
they should be done does not make much sense
several causes which may include abuse of
in planning, hence, the need for HRP to provide
authority on the part of supervisors over female
for clear specification of the expected
outcomes. subordinates, suggestive behavior of
subordinates that may induce harassment and
7. Install a system of control. HRP must provide
mutual
for devices that can be applied to control the
cost, the process and the outcomes of the plan. attraction leading to abuse of position on the
part of the supervisor.
procedures.
action.
what the workforce will do, how the work is Give the importance of using job description.
done, the conditions that surround job
has to provide career guidance which must 10.To provide the conceptual basis for position
necessarily be related to the present and job classification so that
assignment appropriate job title can be assigned to doers of
of the worker. various function. Task, duties and
6. To secure the basis for method improvement responsibilities become the basis of job titles
in the shop or office. Supervisors and rather than mere tagging by officers who
technology specialists are interested in might give title unrelated to the functions of the
improving the method of doing things. position. An office aide might be wrongly
7. To obtain background material for working titled as administrative assistant without job
condition improvement. Management is analysis.
maybe called for by management. 4. The flow of works. The analyst is supposed to
scrutinize the job for the flow from
7. Job specialization. When management would
like to sharpen worker effectiveness one task to another.
worker must be well related to each other so 5. Motivational technique. The job analyst has
that efficiency can be acquired through to find out how the organization is
The crafting of the job of the individual in terms 6. Critical results. When the job design has to be
of the particular components of what set up by the job analyst, the outcomes
must be perform is termed job design. Its in term of worker productivity and workplace
components are as follows: condition are supposed to become clear.
1. The worker. The job analyst is tasked to 5.6 Common Problems Encountered in Job
gather the essential information about the Analysis
2. The tasks. The tasks are the breakdown of the preparation of the task list can do much to
activities in the performance of the job. weaken the work of the latter.
They have to be identified, examined for the 2. Unclear objectives. The job analysis is
skills needed to do them, and measured as to supposed to be done in line with the specific
3.Working environment. The workplace is an 3. Underqualified job analyst. The job analyst
environment of work, as well as of has to be a trained management
technologist or professional with more than Such reactions do not only affect the behavior
superficial preparation and experience in the of the workers but also the effort of the job
When the jobs concerned are analysed, the job activity. The following reactions of the worker
analyst may not have a clear perception of have been observed in business and
5. Multiple unrelated assignments. The job 1. Suspicion about management motive. When
analyst is supposed to provide a job title the job is analysed, the inquiry on how
and job description that adhere to a group and each task is done by the worker and how much
which could be described as a body of related time is spent in different tasks gives the
given to workers whenever possible, the result than effective on the job due to lapses which
has been to produce workers who can do they know they have committed may look at
well the few tasks given them, but where the job analysis as threat to being discovered by
specialization has resulted in the narrowing management.
down of the individual in his/her development 3. Exertion of effort to magnify the job. Some
as a technician or office worker. workers look at job analysis as an
5.7 How Employees React to Job Analysis opportunity for them to give impression that
their jobs are of wider magnitude and terms
1. The job description is the basic information in higher position when vacancy occurs. Vertical
the recruitment, selection and and horizontal movement in the
placement of the worker. The view of the job organization can be guided by the job
and the qualification and other characteristics description which will show relevance of
experience
of the worker are in the job description. This
view is vital to the HR staff whose knowledge through the content of the job description in
the vacancy and in the position from which a
on the relationship of the recruit to the job is
based on the job description as a recruitment, worker will come.
worker has a responsibility to know his job description to know the work and the worker
beyond superficiality. under a given work environment. When the
7. It guides management in identifying workers job description is at hand, the setting up of the
who need to be trained. Whether the evaluation criteria shall be job-related rather
purpose of training is for the improvement of than merely conjured by the evaluator from
performance on the job or for promotion to general ideas on the job evaluation.
a higher position, the basis of identification of 5.9 The Scope of Company Policy o Job Analysis
the worker will be the job description.
8. It aids in the preparation of the job rotation So important is job analysis in human resources
plan. There are business and management that within the public or
government organization that use job rotation private organization a policy has to be set up
as the means to prepare the workforce to covering its frequency, the coverage, the
respond to the need for multi-skilled workers. qualification of the job analyst, the propose for
9. It is a resource in career guidance and the job analysis, and the approach to be
counselling. The human resource utilized together with the guide on the
management function of guiding the worker in presentation of the job titles and their
his effort to have a career path to higher description.
organization.
•
Human Resource Management is most •
concerned with recruitment in the
•
provision of manpower for the organization.
Unless good applicants make themselves •
interview, skill and mental ability tests and Explain how employees are being selected.
health examination. Enumerate and explain the different test
Placement is the assignment of the worker to administered in worker
the job for which he or she applied selection.
after the worker characteristics have been
found to be what are needed for the job.
P a g e | 50
6.2 Job Description and Specification as
Recruitment Device
6.3 Vacancy and Recruitment List
created to support an expanded operation and In the screening interview, the applicant is
the positions that need to be filled in the near appraised for personality traits like
future due to notice of intention to retire or grooming and manner of speaking; family and
resign on the part of the incumbents. community background; relevance of the
6.4 Scouting and Inviting Recruits to Apply experience to the job applied for; and the
entries in the application which need first hand
could be lack of the minimum educational Once the screening interview has determined
qualification or necessary professional license; the inclusion of the applicant in the
being overqualified educationally; lack of list of those to take the employment test, he or
relevant experience; being too young or too old she is told to report for a mental ability test
for the job; being too short or too obese for the
job; lack of competence in a critically needed
P a g e | 51
skill in language or technology; and non-
acceptance of the negative aspect of the job.
6.5 The Screening Interview which will determine ability to cope with the
mental processes involved in the job. Another
kind of test involves the measurement of skill, for work, who has inherent physical disability,
usually in the use of equipment. who is prone to have bad reactions to
In some organizations, aptitude and other conditions in the workplace or who is already
psychological test are given to find out sick but may not appear as such.
how the applicant will behave under varied 6.6 Appointment to a Position
situations. These psychological tests are,
is not matched by their predictive value in 6.7 Job Placement of the New Worker
employment or business. Emotional quotient
(EQ) and Computer Quotient (CQ) are also The final stage in the entry process for the new
considered nowadays. worker is placement in the specific job
The Selection Interview or position for which he or she has been hired.
Another kind of employment interview is the This stage attests to the fitness of the worker
selection interview which is done to the job. It is here that characteristics as
after the applicant has passed the mental ability revealed during the selection will be tested.
and skill examination. This interview is 6.8 Scope of Recruitment Policy
sometimes done to deepen the background
check on the applicant and to find out how the
1. Intra-organization recruitment. In some
applicant views working in the organization. organizations, there is written policy
Physical and Medical Examination that preferential action is placed on recruitment
Once management is satisfied with the from within so that before applications
qualification and personality of the
4. Recruitment of applicants with experience. the job. Selection has far reaching implications
Experience is emphasized by to the interest of the enterprise or the
companies and offices that would not want to bureaucracy which are as follows:
spend much time, effort and money in the
1. The employer must avoid employing the
training of personnel. mediocre. Mediocre which is the
organizations make it a policy to lure workers of been hired unless the employer applies very
other companies to transfer to them. careful measures of selection.
3. The employer must preclude the hiring of the organization and etc.
problem workers. Applicants for jobs
6.11 Principles in Employee Selection
may have the skills for the job but they may also
have personal characteristics that may
bring problems to the organization. The use of pure discretion and personal
impression can be disadvantageous to the
4. The employer must get the best out of the
pay scale for the job. The applicants organization, thus, the following principle must
be applied:
and the employer are in the free market for
labor. The applicants prefer to be hired by high 1. Have more than one tentative choice for each
job. The selection process should
paying organizations which in turn would like to
get the best qualified for the salary level produce a number of prospects for a final
choice up to the time of decision to appoint
that they offer. who
When the selection process is not properly 3. Choose the worker with a career plan.
performed, the employer has to face Workers who merely want to be
some negative consequences. The new worker employed but who have no definite goal within
from whom much may be expected may the organization that he is joining rarely
turn out to be a bundle of problems, which may make good as workers due to lack of
include lack of aptitude for the job; poor commitment.
work habits like being careless, tardy, absentee, 4. Choose the worker who likes working with
and idling on the job; poor human behavior others. In selecting the worker to be
hired, the factor or personality is vital because 2. Language proficiency test. Language is basic
working in an organization means working to performance of work where
basis.
The following are the commonly used types of 6. Skills and manipulative tests. In some
tests in the selection of employees: organizations the applicant for operative
1. Intelligence test. This test is to find out how and clerical jobs are given practical trade tests
well the mind of the applicant in the absence of trade test certification from
•
The new employee shall go through three steps
of improving his fitness to the job •
This is to find out the worker’s weakness that Give the benefits of orientation.
need to be remedied and potentials that can be Give the scope of integration.
tapped through training, which is the process of
improving worker performance Explain the role of training in management.
are attained through knowledge of the 4. Self-directed orientation. The newly hired
prescribed operating methods; and that the employee who has genuine interest in his or
worker
her own performance takes the initiative to
is able to apply a range of initiative when he is familiarize oneself with the machines, methods
clear about his duties and responsibilities.
and relationships on the job.
In the face of so much to be gained through
orientation, it becomes important to 7.3 Benefits from Orientation
organization.
3. Orientation prevents accidents and wastage.
3. Job orientation conducted at the workplace. The new worker in the shop who is in the
The personnel staff using the orientation kit
process of getting mainstream of the operation 2. Providing company and policy knowledge.
must be informed of the safety procedures The new worker who has been oriented to do
selection the supervisor may get to know some 3. Introduction into the social groups in the
characteristics of the new worker. company. There is social life in the company
7.4 Meaning and Scope of Integration picnics, parties, tours and athletics.
The most used training method is the lecture- been justified by the outcomes. Moreover, the
demonstration method wherein the program components can be improved for
trainor explain the theory of work and better results in the future.
operation and then proceed to show how the
job is Trainee reaction is a source of information on
training results. The trainee is in the
done using the machine, materials and motion
required. position to state whether the activity has made
him better prepared for his work or has
The discovery method of training is a novel
approach applied to train intelligent changed his attitude for the better.