Human resource planning begins with a forecast of the number and types of employees needed to achieve the organization’s objectives. Planning also involves job analysis, which consists of the preparation of job descriptions and job specifications. Of particular concern for today’s executives is the growing body of laws regulating the human resource management process.
Human Resource Management Process
The overall human resource management process comprises the following programs: human resource planning, recruitment, selection, professional development, performance appraisal, and compensation. In this article, I examine one of the human resource management processes (human resource planning), because it is such an important function that is often neglected.
The planning function, in general, involves defining an organization’s goals, establishing a strategy for achieving those goals, and developing a comprehensive set of plans to integrate and coordinate activities (Robbins & Judge, 2013). The necessity of this function follows from the nature of organizations as purposive (goal-seeking) entities (Gibson, Ivancevich, Donnelly, & Konopaske, 2012). Planning activities can be complex or simple, implicit or explicit, impersonal or personal. For example, a human resource manager forecasting demand for the firm’s human resources may rely on complex econometric models or casual conversation with human resource personnel in the field. Good human resource planning involves meeting current and future personnel needs. The manager ensures that personnel needs are met through ongoing analysis of performance objectives, job requirements, and available personnel, coupled with knowledge of employment laws.
INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION 2____________________________________________________________________________________
Human Resource Planning
Organizations typically plan their future needs for supplies, equipment, building capacity, and financing. Organizations must also plan to ensure that their human resource needs are satisfied. Human resource planning involves identifying staffing needs, forecasting available personnel, and determining what additions or replacements are required to maintain a staff of the desired quantity and quality to achieve the organization’s goals. The human resource planning function involves at least three different elements: job analysis, forecasting demand and supply, and legal restraints. Job Analysis
Company president, manager, director of personnel, legal counsel, labor relations specialist, college president, dean, and professor are all jobs. To recruit and select the appropriate personnel for specific jobs, it is necessary to know what the jobs entail. Job analysis is the process of obtaining information about jobs through a systematic examination of job content (U.S. Department of Labor, 2012). A job analysis usually consists of two parts: a job description and a job specification. The job description is a written statement that outlines the duties and responsibilities expected of a job incumbent. It usually includes a job title, the title of the incumbent’s immediate supervisor, a brief statement of the job goal, and a list of duties and responsibilities. The job specification is a written document that outlines the qualifications that a person needs in order to accomplish the duties and responsibilities set forth in the job description. Job analysis provides valuable information for forecasting future staffing needs and other personnel management functions. For example, the data produced by the job analysis can be used to develop appropriate recruitment and selection methods to determine dimensions on which personnel should be evaluated, to determine the worth of jobs for...
References: Ball, M. K. (2012). Supply and demand. New York, NY: Rosen Publishing Group.
Christal, R. E., & Weissmuller, J. J. (1977). New comprehensive data analysis programs
(CODAP) for analyzing task factor information
Cushway, B. (2011). The employer’s handbook: An essential guide to employment law:
Personnel policies and procedures
Gibson, J. L., Ivancevich, J. M., Donnelly, J. H., & Konopaske, R. (2012).
Henderson, H. D. (2010). Supply and demand. Kila, MT: Kessinger Publishing.
Kranz, R. (2012). Affirmative action (rev. ed.). New York, NY: Facts on File.
McCormick, E. J., Mecham, R. C., & Jeanneret (1972). Technical manual for the position
analysis questionnaire (PAQ)
Mintzberg, H. (1998). The nature of managerial work. Reading, MA: Addison-Wesley.
Mitchell, J. L., & McCormick, E. J. (1979). Development of PMPQ: A structured job
analysis questionnaire for the study of professional and managerial positions.
Moran, J. J. (2011). Employment law. Upper Saddle River, NJ: Prentice Hall.
Noe, R. A. (2012). Human resource management: Gaining a competitive advantage.
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14th ed.). Upper Saddle
River, NJ: Prentice Hall.
Tornow, W. W., & Pinto, P. R. (1976). The development of a managerial job taxonomy:
A system for describing, classifying, and evaluating executive positions
U.S. Department of Labor. (2012). Handbook for job analysis. Washington, DC: U.S.
Please join StudyMode to read the full document