Essays on Importance of Human Resource Planning Coursework

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The paper "Importance of Human Resource Planning " is a great example of human resources coursework.   Human resource planning is the administrative function of the HR within an organization to evaluate and identify human resources requirements (Wong 287– 293). The process is geared towards meeting the organizational goals by recruiting the right person who will work towards increasing production within an organization (Abdul and Derek 343– 357). The process also involves activities geared towards assessing the availability of the needed qualified resources and making decisions on where to source from. Human resource planning has always played a key role in organizational management because it is a critical component of in identified strategic business planning for all organizations (Adnane, Shimon and Tania 207– 215).

In an effort to ensure competitive advantage within a marketplace, organizations work towards implementing innovative strategies designed to assist with the enhancement of their employee retention rate as well as recruiting fresh talent into the organizations (Huang, Tayles and Luther 4– 21). However, the availability of human resources is dependent on diverse factors, which in every context influence human resource planning.

This paper looks into environmental factors that impact on the availability of human resources for a given organization. Human resource planning has been used by organizations over a long period in ensuring that the right person is recruited for the right job. The planners also have the mandate to recruit these people at the right time. These efforts are ideal because they allow for a continuous flow of production within an identified workplace. Such planning is also recommended because they assign roles and responsibilities to individuals who are sure to deliver because of their competence in respective fields (Adnane, Shimon and Tania 207– 215).

Under past conditions of environmental stability and certainty, human resource planning had its main focus is on short term orientation. In this case, the organizations looked into the recruitment of workers within a workplace just to have the pending work done (Wong 287– 293). However, there has been increased environmental instability including changes in technology, demographic shifts, changing workforce and heightened international competition, which have affected the availability of human resources (Dunne and Lusch 67– 80). Organizations, therefore, have been challenged in that they have to strategize appropriately and handle the pressures emanating from the environmental changes in an effort to sustain human resource availability.

This has ultimately changed the nature of human resource planning within these organizations. Abdul and Derek noted that planning has become a product of the interaction between planners and line management (343– 357). In this context, organizations have realized that for them to adequately address human resource concerns, and do it in an appropriate manner they adjust to long-term strategies while sticking to short-term solutions (Dunne and Lusch 67 – 80).

Human resource planners have to involve themselves in diverse programs to ensure that they serve the business needs for human resources, and even influence the business direction positively. The changing nature of the workforce has featured in the modern-day. Workforce characteristics have changed, which forces human resource planners to seek for appropriate means of recruiting the right workers. Adnane, Shimon and Tania (207– 215) noted that between 1976 and 1980, the global labor force was estimated to experience a growth of 2.8% in average (Dunne and Lusch 67– 80). However, between 1991 and 1995, the growth rate experienced a drop to 1.1 % (Wong 287– 293).

This led to a highly competitive market for labor force and organizations had to seek appropriate strategies to attract employees and retain them. Abdul and Derek (343 – 357) also noted that with 3 million people joining the labor force in early 1978, the situation took a drastic change with less than 2 million people entering the labor force from 1987 to 1995 (Adnane, Shimon and Tania 207– 215). It was also noted that the proportions of younger people joining the labor force were much lower in 1995 compared to previous years (Wong 287– 293).

The decline in numbers meant that the retiring generation would strain the workforce in given organizations and this called for a skilled human resource management plan. The number of mothers with children joining the workforce increased from 42% in 1985 to 55% in 1990 (Abdul and Derek 343– 357). It was perceived that with such mothers increasing in the labor force, productivity would be affected because they could not devote ample time within the workplace due to other roles (Dunne and Lusch 67– 80).

On the same note, the ethnic mix of the labor force was viewed as changing. The United States Bureau of Labor Statistics estimated that ethnic minorities within the year 2000 accounted for 57% of the growth in the human resources within the market (Abdul and Derek 343– 357). The diversity challenged the human resource planners within organizations to seek for appropriate ways of recruiting them in the labor force and making appropriate use of the new talents and skills to increase organizational productivity (Wong 287– 293).

Works Cited

Abdul, Rahman and Derek Eldridge. Re-conceptualizing human resource planning in response to institutional change. International Journal of Manpower, 19.5 (1998): 343–357.

Adnane, Belout, Shimon, Dolan and Tania Saba. Trends and emerging practices in human resource management - The Canadian scene. International Journal of Manpower, 22.3

(2001): 207–215.

Dunne, Patrick and Lusch Robert. Retailing: Demographic Shifts. 5th Edition. Mason: South- Western, 2005.

Huang, Ching, Tayles, Michael and Luther Robert. Contingency factors influencing the availability of internal intellectual capital information. Journal of Financial Reporting and Accounting, 8.1 (2010): 4–21.

McCole, Patrick, Trevor, Morrow and Sharon Ponsonby. The potential training impact of technology on SMEs in Northern Ireland. Journal of European Industrial Training, 25.2: 90 – 97

Tsung-Hsien, Kuo, Li-An Ho and Ya-Jung Wu. The factors influencing employees' attitudes in high-tech environment. Industrial Management & Data Systems, 1107 (2010): 1054– 1072.

Wong, Kevin. Industry-specific and general environmental factors impacting on hotel employment. International Journal of Contemporary Hospitality Management,16.5

(2004): 287–293.

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