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Chapter Overview
The need for human resource planning Purposes of human resource planning Relation to other human resource functions The human resource planning process Projecting human resource supply
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goals and objectives Examining the effects of alternative human resource policies and programs
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To increase company profits by 10% in the next fiscal year (profitability) To close 25 retail outlets in the next four years (downsizing) To bottle 10% more diet pop in the next year (production) To guarantee one-day delivery of all first-class mail within the province by 2001 (service level)
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of current supply Skills inventories Analysis of human resource flows Stochastic models
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for the status quo Rules of thumb Unit forecasting The Delphi method Scenarios Computer simulation
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2. A small group or panel of ten or fewer experts is identified. 3. Independent judgements about the issue are obtained from each expert through a questionnaire or structured interview. 4. An intermediary or facilitator collects, analyzes, and feeds back information from the first questionnaire or interview to each expert. 5. Steps 3 and 4 are repeated until there is a 4.10 consensus on the issue or problem.
List any jobs that have changed since the last forecasting period and any that will change in the next forecasting period. If vacancy can be filled with present employees, note whether training will be required. Specify nature of training needs. What percentage of employees are performing jobs up to standard? How many employees will be absent in the next forecasting period because of disability, 4.11 educational, or other leaves?
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Hire temporary full-time employees Hire permanent full-time employees Subcontract work to other firms Forgo increases in production Install equipment to perform some of the tasks that would be done by workers (capital substitution)
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Offer monetary incentives, e.g. bonuses, for higher productivity or performance levels Improve employees job skills to produce more in less time or at lower cost Re-design work processes and methods so greater outputs are achieved Use more efficient equipment so greater outputs are achieved
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Close plants Lay off some workers permanently Give incentives for early retirement Let the workforce shrink by attrition Retrain and transfer workers Shut down plants (or parts of them) temporarily Lay off workers temporarily Reduce the work week Use work sharing Cut or freeze pay and/or benefits 4.15
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Linear programming, e.g. to minimize total labour costs within certain constraints Goal programming, e.g. setting multiple goals such as increasing profits by 10% and hiring bilingual salespeople Computer simulation, e.g. to examine the effects of various programs to reduce surpluses or shortages
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Strategic-Level HRM determines the effectiveness of HRM functions in the overall strategic plan of the organization Managerial-Level HRM determines effectiveness of HRM functions within departments and units Operational-Level HRM determines the effectiveness of HRM functions throughout the organization
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When labour costs are large or the largest component of total product or service costs The personnel audit is used to justify the existence of budgets of staff and programs The personnel audit provides valuable feedback from employees and line managers The personnel audit may uncover problems such as unqualified HRM staff, lack of HRM policy compliance, or low employee satisfaction
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