23
Chapter Seven Human resource planning and human resource information systems
| Date post: | 27-Dec-2015 |
| Category: |
Documents |
| Upload: | dorthy-smith |
| View: | 223 times |
| Download: | 3 times |
Chapter SevenHuman resource planning and human resource information systems
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-2
Human resource planning (HRP)
Objectives
1 Discuss how to align a company’s human resource planning with its strategic direction.
2 Determine the labour demand of workers in various job categories.
3 Discuss the advantages and disadvantages of various ways of eliminating a labour surplus and avoiding a labour shortage.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-3
The human resource planning (HRP) process
The process through which organisational goals are translated into human resource goals, concerning staffing levels and allocation.
Human resource planning involves forecasting human resource needs for an organisation and planning the necessary steps to meet these needs.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-4
Figure 7.1 Overview of the HRP process
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-5
Forecasting
The attempt to determine the supply of and demand for various types of human resources, in order to predict future labour shortages or surpluses in areas within the organisation.• Determining labour demand• Determining labour supply
• Transitional matrices• Matrices showing the proportion or number of employees in
different job categories at different times.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-6
Table 7.1
A hypothetical transitional matrix for a car parts manufacturer
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-7
Goal setting and strategic planning
Reducing an expected labour surplus, for example:• Downsizing• Early retirement programs
or
Avoiding an expected labour shortage, for example:• Employing temporary workers• Outsourcing• Overtime and expanding worker hours
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-8
Downsizing
The planned elimination of large numbers of personnel designed to enhance organisational effectiveness. • Workforce reduction
• a type of downsizing strategy, using a cost-cutting approach emphasising short-term results and redundancies
• Organisational redesign• restructuring or delayering of the organisation, with
elimination of functions, layers and work processes
• Systemic change• a program of organisational cultural change involving all staff
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-9
Major reasons for downsizing
Cost reduction
Introduction of new technology
Globalisation and changing location of business
Mergers and acquisitions leading toreduced need for bureaucracy
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-10
Major reasons for the failure of downsizing
Initial cost savings but long-term negative effects
Loss of people who are ‘irreplaceable assets’
‘Survivor syndrome’: loss of motivation, self-absorption, risk-aversion
‘Survivors’ seek new employment
Reputational damage
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-11
Program implementation and evaluation
Accountability
Authority and resources available to accomplish the stated goals
Regular progress reports on implementation
Evaluation of results
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-12
Formal HRP is more likely in organisations that:
are larger
have greater overall business planning sophistication
have top-management support for human resource planning
have more involvement of human resource managers in the business planning process
have greater integration across human resource activities.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-13
A strategic approach to HRP includes the following:
Top management and HR managers that desire proactive involvement of HRM in the achievement of organisational goals.
The integration of employee needs and wishes for career development with organisational goals.
Coordination across HRM activities in light of organisational strategies and goals.
Adherence to principles of equal opportunity.
A focus on planning at the organisational level, not only at the industry level or regional level.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-14
Summary of human resource planning
When managed well, human resource planning can enhance the success of the organisation while minimising difficulties resulting from poorly anticipated labour surpluses or shortages.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-15
Human resource information systems (HRIS)
Objectives
1 Discuss the types of technologies that can improve the efficiency and effectiveness of HR.
2 Discuss human resource information systems and their various applications for HR activities.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-16
Human resource information systems (HRIS)
A system used to acquire, store, manipulate, analyse, retrieve and distribute information that is related to a company’s human resources.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-17
Factors leading to use of more sophisticated HRIS
Development of increasingly complex and comprehensive IT systems
Economic pressures
Increasing demands by government for organisations to collect employee data
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-18
HRISs are used for three broad functions
Transaction processing, reporting and tracking
Decision support systems
Expert systems
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-19
Information technology and HRM
• Technology: advantages or disadvantages?– Employees gain complete control over their training and benefits enrolments (self-service).– A paperless employment office can be created.– There is streamlining the HR department’s work.– Technology can provide knowledge-based
decision support.– Employees and managers select the type of
media they want to use to send and receive information.
– Work can be completed at any time, any place, day or night.– Enables closer monitoring of employees’ work.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-20
HR technologies
Interactive voice technology
Internet
Networks and client-server architecture
Relational databases
Imaging
Laser disc technology
Groupware, intranets and portals
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-21
HRIS: software applications for HRM
HR planning applications• Succession planning• Workforce profile analysis• Workforce dynamics analysis
Staffing applications• Applicant recruiting and tracking• Employee database development
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-22
HRIS: software applications for HRM (continued)
Performance management applications
Learning and career development applications
Compensation and benefits applications• Payroll• Job evaluation• Salary surveys• Salary planning• International compensation• Benefits management
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
7-23
Summary of human resource informations systems
Increasingly, organisations depend on more sophisticated HRIS in order to support human resource activities.
Key drivers are:• the increasing globalisation of business• the development of more flexible, non-traditional
organisation structures• the development of information technology.
