Mgt 2013 (2).docx

Faculty of Business, Finance and Hospitality

Key Information

Assessments

Programme

: Bachelor of Business Administration

Module Title

: HUMAN RESOURCE MANAGEMENT

Module Code

: MGT 2013

Module Leader

: Faiza Binti Omar

Group Members NO

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NAME

STUDENT ID

TABLE OF CONTENT No.

Content

Page

1.0

INTRODUCTION

3

2.0

ROLE OF HUMAN RESOURCE PLANNING

4

3.0

HUMAN RESOURCES MANAGEMENT ISSUES

4–7

4.0

HUMAN RESOURCE PLANNING STRATEGY

7 – 10

5.0

CONCLUSION

10 – 11

6.0

REFERENCES

12

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1.0 INTRODUCTION According to the Human Resources Department, human resource planning can be defined as a strategy of recruitment, utilization, repair and retention of an organization's human resources. According to Cascio (1995), human resource planning is a basic work analysis to predict needs for human resources as well as on plans for activities such as training, exchange, or increment. In general, we know that manpower is one of the most important components in ensuring the success of an organization's goals. In contrast, the definition of human resource planning is "an attempt to anticipate future business and environmental demand for an organization and to provide personnel to meet the business and satisfy the demand." It is an approach towards personnel management aimed at adding one dimension to the direction of human management within an organization Human resource planning encourages personnel managers to fully consider human resource issues as strategic. However, human resource planning is not a complete activity because personnel decisions are made in terms of corporate relationships, training, development and recruitment, and often made as if the activity was separate. Human resource planning emerged because of the cost of employment, i.e. the cost of training and the cost of wages increased. In some cases, these costs can increase rapidly as pressure generated by labor is coupled with external pressure. This pressure can be manifested in various ways, usually in the form of shortages, surplus or cost of manpower. It often happens due to the technological change in the office or the factory. This is because of the fundamental changes in social and political energies stimulated by resource and energy issues. In essence, companies are often trapped by a growing corporate relationship problem as managers fail to persuade workers to accept changes that need to be made, especially when facing sluggish economic performance and weakening competitiveness.

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2.0 ROLE OF HUMAN RESOURCE PLANNING The purpose of human resource planning is to ensure the suitability of the uncertain environment, with the task of policy development and current decision which will affect the workforce in the future. When human resources are regarded as the most important asset to bring the success of an organization, human resources need to be managed more efficiently, structured and organized. Otherwise, human resources cannot fully contribute to the organization's objectives. Miller (1987) has pointed out that human resource management policies are an important mechanism to be addressed in a large, complex and diversified organization. According to Ivancevich (2001), human resource planning is a process or action set that refers to the question of how the organization assessed the demand and supply of labor resources in the future. Prediction of future resource requirements and resource utilization competitiveness is important due to current economic instability, international competition, opportunities available and so on. Organizational human resource planning involves what employees, employers and organizations want to achieve as a result of the task. To achieve this, human resource managers play an important role in setting objectives, providing guidelines and determining strategies for achieving them. In addition, managers are also responsible for allocating organizational resources to ensure that all employee contributions within the organization are respected. 3.0 HUMAN RESOURCE MANAGEMENT ISSUES Human resource management is unique and complex as an organization deals with people called workers. This situation occurs for several reasons: -

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i.

Human is difficult to predict and expect. They are easy to do something beyond expectations and planning such as resignation, illness, refusal to do the mandated duties and so forth.

ii.

Each person has different views and tastes. With that in mind it is difficult to produce a uniform and uniform policy and approach for all and to satisfy all employees.

iii.

The need for an organization not only involves a working part but it is faced with a variety of problems and squabbles comprising the lowest positions ranging from machine operators, supervisors to executive levels including management itself.

iv.

Human needs at various places and times will involve the transfer of a workforce that can cause problems such as difficult employees to adapt to new places. One reason for this transfer factor is because of a more attractive payout.

v.

The surplus and the shortage of employees is difficult to manage. The number of staff or employees cannot be added or discarded as it involves time and cost.

vi.

Often humans need proper attention and care especially with respect to sensitive values. To manage mankind we need serious attention and diplomacy. This is the task and responsibility of the management of that organization.

The ability of the organization to meet the needs of its employees depends largely on the availability of competitiveness in the workforce of a society. Capable human resources planning depends on the factors of population, labor force development or reduction, the level of knowledge and expertise of labor force and the need to consider the factors of women in the labor force.

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Human resource planning is also influenced by the current economic situation. Economic changes can directly affect the supply and demand of human resources. For example, the effects of inflation led to a mess of spending patterns. An important balance in cost control for an organization is the increase in productivity. With no steady productivity improvement and economic expansion, the organization will face difficulties in controlling inflation and will then face the problem of competing effectively in the world market where business competition is fierce and based on the philosophy of "the survival of the fittest." Competition failure at the stage international will weaken the organization where the next impact is the standardization of the employee's standard of living as a result of employee wages reducing by management and the real downturn of the organization's wealth. Some factors affecting productivity include changes in technology, changes in rates and types of capital investment, effects of short-term business rounds and market demand as well as changes in the composition of industrial activity, recruitment and employment generation. The development and application of new technologies has become a significant force in shaping management organizations and practices. The creation and discovery of state-of-theart technology in the field of production and transport systems, communication systems, computers, energy sources, changes and life sciences and the use of substances and natural resources has brought great changes in the way and organizational patterns of an organization. Certainly the technological changes in the future will give new organizational challenges involving human resource planning. The extent to which a business organization is able to plan efficient and effective human resources to adapt to technological changes in the future. Practices involving human resource planning are largely influenced by legal factors and government regulations. These governmental laws and regulations directly alter the pattern of human resource demand and consequently affect human resource planning. Among the laws

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involving human resource planning are the tax laws, labor laws, health and safety laws of the employees and includes the direction of top management and organizational rules themselves. This means that in addition to meeting the needs and requirements of the organization in order to ensure the achievement of the mission and goals of the organization, the human resource planning of the organization must also be tailored to the laws and regulations of the government as well as regulations created by the organization itself. Human resource planning that conflicts with governmental laws and regulations will pose a legal problem that is not likely to favor the top management of the organization. The changes in the demographic composition among the workforce as well as the changes in the areas of technology, economy and legal and environmental conditions are followed by changes in the workforce's attitude towards work. For example, the rise in adult women in a society that chooses to work and not merely serves as a housewife, mother and a dependent group of men. This situation has led to two career families who are faced with problems of conflicting goals and conflicts of their respective roles. 4.0 HUMAN RESOURCE PLANNING STRATEGY The policy framework for human resource planning constitutes the four main phases in the human resource planning process; the first phase is the investigation phase where in this phase it seeks human resources while in the organization, opportunities and problems, external environment, productivity and work practices, ultimately, the marketing and financial goals of the organization. Before making any projections, or plans and policies to be achieved, there must be a clear picture of the organization. The effectiveness of planning depends on the detail and accuracy of the information used. Any failure to understand the problem at this stage will weaken the entire planning process. It is therefore very important to understand the various 7|Page

factors that affect the organization from both angles and opportunities or constraints, and problems with current policies and methods encountered. This does not mean that changes will be made, but they will be identified as strengths or weaknesses. The second phase is the projections phase, where it involves demand, namely human resource requirements, and supply, which provide human resources. Having identified a source of knowledge on all aspects of the firm's business, may we look at the attempt to ascertain which direction is being directed by human resources and which direction should be directed before the organization's objectives can be achieved. This distinction is important. The actual projection is not just a process to predict the future. It must be based on the clear purpose of which direction the organization deserves. Although in comparable fields have been developed such as marketing, sales, finance and economy, projections have no special predictive value. The point is that the prediction process gives us a picture of the problem that may exist later. It can show where there is a weakness in the organization or where the failure to override the organization has resulted in high costs. The purpose of the plan is to provide a clear strategy for various activities. In this way the achievement of projections can be monitored, and problems can be expected or responded when necessary. The third phase planning - control and implementation, when the policies that meet the future are agreed upon. Planning and control focus on the task of making projections on personnel policy to employ employees, training and development. Good planning practices lead to the coherence flexibility characteristics, with all interconnected policies in order to help one another.

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After assessing current human resources, business situations and projection requirements for supply and demand for human resources, attention will now focus on translated programs into practice. The purpose of the plan is to formulate clear and interlinked policies designed to achieve human resource objectives for an organization. There is no point in starting a labor recruitment policy if the salary and conditions offered are not equal or if there are insufficient training resources available. Planning must contain elements of flexibility. The wider knowledge and understanding of a manager about the strengths and weaknesses of human resources in his organization, the more likely the manager can know how to make an expectation or to respond to something unexpected. The final phase is use and implementation, the use of which is when the success of the bases is measured. Throughout the process, it shows the need to repeat what has happened, with the problems faced at the later stage requires decision at the early stage of review. It also shows feedback that allows managers to know whether their objectives are met. Therefore, each level interconnected and overlaps with others. If the policy is not implemented and the goal of using a better human resource cannot be achieved by any size, this effort would have been useless. There is much to do and have done in planning at the subordinate level in a firm's hierarchy. However, the support from top management is necessary if the daily decisions made are to be changed. Otherwise, the efforts required to implement successful human resource planning will be taken lightly and it is difficult to promote the network of engagement and commitment required. Measurement of human resource use will be required. First, the size needs to be determined. Cost reduction should not be objective if it results in falling production or poor 9|Page

service. There is no reason why the measure is incomparably proportionate, such as the desire to reduce working hours or to increase the duration of the holiday. Measurement of productivity is an area covered by many other management. Organizations must determine what criteria of success and build a system to determine success achieved. This hook is the essence of human resource design. Organizations are seen as a system with actions in one area impacting other fields. This is why hiring and training decisions cannot be addressed separately. Implementation of one aspect will lead to the needs of other aspects. This linking is certainly not static; it is also the case with the environment. The constant and rapid change will make a plan outdated. In practice, human resource planning is a stream of information that gives managers the awareness of human resources problems and opportunities within the organization. Through this awareness, managers are poised to expand alongside their colleagues with personnel policies to enable them to meet their economic objectives while fulfilling their social obligations. 5.0 CONCLUSION To address issues related to human resources is not an easy task. The question of hiring and selection of human resources is the first step that will determine the success or failure of an organization. Therefore, human resource managers must be sensitive to issues and environments about human resource aspects as it is an advantage to an organization. The preparation of a planned, organized, and all-related human resource planning will help the organization in the process of achieving its overall goals. Systematic and effective human resource planning requires an environmental or internal analysis. The predictions and projections of human resource requirements need to be made more scientifically by using quantitative and qualitative methods. Hence, it is not possible for an 10 | P a g e

organization to achieve its goals if it manages the efficient human resource and has a clear vision and mission.

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6.0 REFERENCES Ab. Aziz Yusof dan Intan Osman (2002). “Pengurusan Sumber Manusia: Konsep, Isu dan Pelaksanaan.” Edisi Pertama, Petaling Jaya : Prentice Hall. Akta Keselamatan dan Kesihatan Pekerjaan 1994 (Akta 514). Bohlander, G., & Snell, S. A. (2010). Managing human resources (15th ed.). Ohio: SouthWestern. Ivancevich, J.M. (2001). “Human Resources Management.” Boston : Irwin. Jabatan Keselamatan dan Kesihatan Pekerja (2000). Malaysia: Kementerian Sumber Manusia Mohd Yazam Sharif (2001). “Asas Pengurusan Sumber Manusia.” Edisi Pertama. Utusan Publications : Kuala Lumpur Mondy, R.W., dan Noe, R.M. (1993). “Human Resources Management.” Edisi Ke-5, Boston: Allyn and Bacon Wright, P. M., McCormick, B., Sherman, W. S., & McMahan, G. C. (1999). The role of human resource practices in petro-chemical refinery performance. International Journal of Human Resource Management, 10(4), 551-571.

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