Human Resource Managment

Topics: Human resource management, Human resources, Management Pages: 8 (2594 words) Published: April 2, 2013
HUMAN RESOURCE MANAGMENT
4/22/2011
Laurent Fontaine

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Table of contents

I. Introduction.............................................................................................................................3 II. HR Planning...........................................................................................................................3 a) Strategic HR planning.......................................................................................................4 b) Interrelationship with other HR functions........................................................................4 III. Dowsizing.............................................................................................................................6 IV. Case study: International Mining..........................................................................................6 a) History..............................................................................................................................6 b)Answers to the questions ..................................................................................................7 V. Limitations and alternatives...................................................................................................8 a) HR planning......................................................................................................................8 b) Dowsizing.........................................................................................................................9 VI. Bibliography.......................................................................................................................10 VII. Appendix..........................................................................................................................11

I. Introduction
Nowadays, human resource management (HRM) is presently rising in the organizations priority. We find in HRM all points that deal with recruitment, downsizing, motivation, wellness of people and so on. It is also in relation with the other firms’ parts. In the following paper, we will explore one of the most determinant HRM aspects: planning. We will give you a right definition of this concept, the role that it plays in an organization, the relation with the others functions of the HRM and we will give you some recommendations and limitations of the planning in an organization. In a second part, we will concentrate on one of the most important aspect in HRM planning: downsizing. That’s a concept that everybody knows but we will see its alternatives and its limits. We will study a case about the differences ways to downsize in a firm (International Mining). II. HR planning

From the traditional point of view, HR planning is all about balancing the projected demand and supply for labour in order “to get the right people in the right place at the right time” (Torrington, 2011, p.104). Today, experts consider that planning is also necessary for “the number of skills of employees, employee behaviour and organizational culture, organization design and the make-up of individual jobs and formal and informal systems” (Torrington, 2011, p.107). Strategic/ Business plan

Gap Analysis
Current State
Vision/ Values
HR strategies and Plans

Moreover, human resource planning should be a link between human resource management and the overall strategic plan of a company. So, strategic HR planning is an important element of HR management

Diagram: HR planning model
a) Strategic HR planning
Given the economic realities companies have to deal with, HR is expected to play, not only an administrative role as it used to do, but also a strategic role. In fact, to create a competitive potential, HRM must fit the firm’s strategy. Plans can either simply follow strategic goals or can contribute to develop the business...

Bibliography: * Torrington et al. (2011) “Workforce planning”, in: Torrington, D., Hall, L, Taylor, S. & Atkinson, C. (2011) Human resource management, London: Prentice Hall, 8th edition, pp. 103-126.
* Redman, T. & Wilkinson, A. (2009). “Downsizing”, in: Redman, T.; Wilkinson, A., Contemporary Human Resource Management. London: Prentice Hall, 3rd edition, pp. 381-404.
* Lam, S. S. K. and Schaubroeck, J. (1998). Integrating HR planning and organisational strategy. Human Resource Management Journal, 8: 5–19. doi: 10.1111/j.1748-8583.1998.tb00170.x Online: http://onlinelibrary.wiley.com/doi/10.1111/j.1748-8583.1998.tb00170.x/abstract
* Becker, B., Huselid, M. & Ulrich, D. (2001). The HR scorecard: linking people, strategy, and performance. Cambridge: Harvard Business School Press. Online : http://books.google.be/books?hl=fr&lr=&id=6VWKbcBwsbUC&oi=fnd&pg=PR9&dq=hr+planning+strategy&ots=utcfH4hgC9&sig=62uBNvbUmuoY1XksPVvzGtwuFPA#v=onepage&q&f=false
* Beardwell, J. & Claydon, T. (2007). Human resource management: a contemporary approach. 5éd., Harlow: Pearson Education Limited. Online: http://books.google.be/books?id=3W5fEzRWGM4C&pg=PA181&dq=hr+planning+limits&hl=fr&ei=5bmwTunFA4bPhAeG1pW9Ag&sa=X&oi=book_result&ct=result&resnum=9&ved=0CF8Q6AEwCA#v=onepage&q=hr%20planning%20limits&f=false
VII. Appendix
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Four methods of redundancy
1) Natural wastage It is considered as the most positive and human method of employee reduction. Indeed, people are free to choose if they want to stay or leave companies (personal reasons). This layoff depends on people’s choices. It’s independent of the company. | 2) Voluntary redundancy It is particularly appreciated by employers. Indeed, competent people tend to leave firms because it’s more attractive, particularly financially, in other companies. Moreover, it’s a method that can be enough expensive for firms if employers have long service | 3) Compulsory redundancyPeople haven’t choice. Their redundancy is based on a managerial decision. This method is often used at large-scale and in the private sector. It seems that it’s the most aggressive method. | 4) Retirement It consists in sending people earlier to retire. They use this to avoid the direct redundancy. It’s often people that have a bad health who are concerned. |
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