Conflict Management Business ManiyaConflict Management Business Maniya

Thursday, May 20, 2010

Nature of Planning

The following points indicate the nature of planning7:
1. Process: Planning is a process. Process is a step-by –step systematic way of doing things. It involves creative thinking and imagination.
2. Future-oriented: Planning anticipates future opportunities and threats. It decides in the present about what is to be done in future. It gives direction to the organization. It deals with uncertainty.
3. Pervasiveness: Planning is the function of every manager. Its nature and scope differ according to the level of managers. Top manager set mission and objectives. Lower managers execute the plans.
4. Goal –focused: Planning is goal focused. It not only sets goals but also selects actions to achieve them. It entails commitment of resources to selected actions. It is not based on hunch or guesswork. Actions are selected from among alternatives.
5. Decision-oriented: Planning involves decisions at all levels of management. It involves interdependent set of decisions. It coordinates various activities through decisions.
6. Efficiency-oriented: Planning is directed toward efficiency at all levels of management. Efficiency means greater output at lower costs. Alternatives are evaluated on the basis of efficiency.

Role of Information in Human Resource Planning

Information is a vital resource for managers because it enables them to establish objectives for the use of human resources and to measure the effectiveness of these resources with predetermined objectives. Without information it is difficult to establish links between corporate planning and HR planning. These corporate, objectives and strategies are created after the scanning of organizational environmental forces which latter on influences HR strategies and planning.
There are some other sources of information to prepare HR planning. Some of the important sources are the department of statistics, survey of labor markets, job analysis, and Internet Websites. The collected information is also useful in determining HR strategy, HR practice, and especially short-term and long-term plans for the human resources in the organization. Major roles of information in the Hr planning are as follows:
1. To make succession and replacement planning Information is useful for career plans in order to develop skills and enhance the knowledge employees. Both succession planning and replacement planning are processes of the development of HR for assuming future responsibilities.
2. To identify current and future manpower supply and demand: In big organizations it is essential to make timely forecasts of manpower demand and supply. The information regarding the probable future composition of the organizations ‘workforce is essential for predicting manpower requirements of different wage, occupational and industrial groups.
3. To determine current and probable productivity of labour: Information is used to measure performance for evaluating the productivity of specific programmes, offices, or positions. In this context, some related measures are, for example, absenteeism and turnover projection. This ultimately is important to determine the current and future HR needs.
4. To examine and project organizational structure: information is also useful for examining the current and probable structure of the organization. Organizational complexity is rising due to the increase in size, deployment of modern sophisticated technology and with the influence of the globalization process. Information is used to examine the current structure and also to predict the future shape of organizational structure keeping into account these rising organizational complexities.

Tuesday, May 11, 2010

Changing Role of Human Resource Management

Changing Role of HRMHRM roles are determined on the basis HR-related challenges that come from changes in external environmental forces. HRM role also influenced by the internal decisions of a company which changing its policy, strategy, structure, communication pattern etc. therefore, a company’s HR role is largely shaped by the changes in external and external environment forces.

In chapter 2, it has already been described in detail that the roles and responsibilities of HRM are gradually transforming from record keeping and procedural practices to contributing in strategy and policy marking to be competitive in the market by means of maximum utilization of people in organizations. In Anglo- American HR literature the role of HRM is taken as more action, individual, and future- oriented25. The literature highlighted that the new HR roles becoming more strategic influencing organizational bottom-line performance, such as productivity, motivation, commitment, return on investment, and so on. Its role can be extended to the extent that it can deliver rather than what it dose in the organization. In order to know the changing roles of HRM in Nepalese organizations it is imperative to understand major HR related issues, HR challenges and the roles required to meet these challenges. In the forthcoming paragraphs these dimensions are briefly examined.

Friday, April 30, 2010

Importance of Employee Training and Management Development

Importance of Employee Training and Management Development Learning is a vital route to effective work and organizational performance. “Training and development” is the usual phrase for the learning process in the organization. They are of critical importance to organizations because they provide skills needed both now and in the future. The explosion of technology, increasing shortage of skills and labour, pressure from the competition, the drive for quality and changing management styles, have all increased importance of providing training and development opportunities to employees . These developments have contributed to the establishment of training and development practices as a profession and as a continuing and necessary part of the HRM process.
There are different views regarding training and development. Traditional, the training function was regarded as distinct from the development function. Whereas lower-level employees were “trained”, higher- level employees were “development”. In fact, traditionally, training was not recognized as a means of identifying and solving problems related to the initiation of changes in work methods, and of taking responsibility for quality. It had a more immediate concern and was associated with improving the knowledge and skill of non-managerial employees in their jobs. Development, on the other hand, was seen as an activity normally associated with managers with the future firmly in mind.

Thursday, April 29, 2010

Issues and Challenges of Training

Issues and Challenges of TrainingTraining is a useful HR tool for improving the skills of employees and enhancing their capacity to cope with the ever-changing demands of the work situation. This is the best way to empower employees with enough skill and knowledge to perform jobs. This also means that, with the proper designing of training programmers, performance deficiencies of the employees will be reduced by making them able to perform as per the standard of performance. Thus, there is a need for designing and conducting training programmers to fill such performance gaps. The major issues in designing and conducting training programmed include:

1. The need for understanding corporate policies: Training is the essential contributor to organizational objectives. If HR experts do not understand the organizational mission properly, it is difficult to get benefits from the training programmed. Any mismatch between corporate objectives and training design may cause a waste of time and other resources on the part of organization.
2. The need for job need analysis: It is a challenge to accumulate information on jobs. Many organizations do not have a system of job analysis. In such a case it is difficult to design appropriate training programmers required by the jobs. Thus, it is imperative to undertake job analysis to prepare job description and specification so that the collected information is analyzed to develop training package scientifically, purely based on job requirement factors.
3. The need for person needs analysis: One cannot overlook the training need of a person in designing a training programme. This is directly related to the ability to perform on the job. Many training programmes fail to assess the type of training programme that is required for different levels of employees and the appropriate skills that need to be developed by organizing training programmes.
4. The need for support of top management: In fact, effective training programme must be the priority of the top management. Some organizations regard training as a cost matter. However, when an organization is in the modern manufacturing or service sector and when it needs to adapt in the changing competitive and technical circumstances, top management has to be convinced of the importance of providing.

Saturday, April 24, 2010

Meaning of Human Resource/ Manpower Planning

Human Resource/ Manpower Planning There has been increasing competition in the market to provide quality and low cost products and services. The capacity of a firm to compete in the market is largely determined by the proper planning for the deployment of qualified manpower. HR departments in organizations have to make such plans to ensure the availability of quality manpower in time and to support the company management to minimize operational costs and to gain a competitive advantage in the market. Many organizations pay less attention to the proper planning and utilization of human resources. So, they are facing critical problems relating to future requirement of quality manpower.

Human resource planning is the process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives. It ensures that the organization has the right number of employees in the right place at the right time so that critical HR planning problems can be solved as and when they occur. The HR department engages in determining the right number of manpower needed. The number of manpower in demand and supply is derived from environmental and operational analysis.



Approaches of Human Resource Planning

Approaches of Human Resource PlanningThis is a ‘hard’ HRM approach which makes sure that the organization has the right number of employees in the right place at the right time to achieve corporate strategy. It is called ‘hard’ approach because, using this approach, HR planning applies many qualitative and quantitative techniques to forecast the demand and supply of manpower to fulfills strategic needs of the organization. There are clear ways and agreed methods and techniques of working out HR planning. According to this approach HR planning comprises:

• Understanding business strategy
• Analysis of current human resources to fit with the current business strategy
• Estimation of manpower demand
• Estimation of manpower supply
• Ensuring number of employees in the right place at the right place at the right time so as to achieve strategic objectives of the organization.

Subscribe to: Posts (Atom)