Week 6 Planning & HR PDF

1. Introduction to Planning De nition: Planning is the fundamental management function involving the development of action plans to achieve speci c business objectives by analyzing, evaluating, and selecting among opportunities (Jones, 197...

1. Introduction to Planning De nition: Planning is the fundamental management function involving the development of action plans to achieve speci c business objectives by analyzing, evaluating, and selecting among opportunities (Jones, 1974). Purpose: Establishes aims and objectives, bridging the gap between the current state and desired future state of an organization. It helps reduce uncertainty in organizational decision- making. 2. Types of Planning Strategic Planning: Long-term and broad in scope, focuses on overall direction and objectives of the organization. Tactical Planning: Shorter-term than strategic planning, focuses on speci c actions and the allocation of resources to achieve strategic goals. Operational Planning: Day-to-day planning aimed at speci c processes and tasks that support higher-level plans. 3. Hierarchy of Plans Organizational plans are arranged in a hierarchy from broad strategies to speci c operational actions: 1. Strategy: Broad, long-term plans aligned with an organization’s mission. 2. Tactical Plans: Medium-term, supportive of strategies. 3. Operational Plans: Short-term, focused on daily operations. 4. Business Strategy Strategic Thinking: Involves positioning the business distinctively in the market and differentiating from competitors through service quality, reliability, or other unique competencies. Competitive Strategy: Based on strengths (core competencies), high-quality staff, and maintaining customer loyalty. 5. Mission, Aims, and Objectives Mission: A statement re ecting the business's purpose, core values, and future direction, clear for stakeholders. Aims: General long-term goals, such as pro t generation in private sectors or adding value. Objectives: Speci c, measurable steps toward achieving aims. 6. Management by Objectives (MBO) Process: Involves setting clear, agreed-upon objectives for managers and employees to foster accountability and alignment. Advantages: Enhances motivation, clarity, and alignment within the organization. Disadvantages: Can be time-consuming, may limit exibility, and may focus excessively on quanti able objectives. 7. Managing Change Current Trends: Organizations face rapid change due to technological and economic shifts (e.g., "information revolution"). Change Management: Involves maximizing positive impacts of change while minimizing negative effects, requiring active efforts from both management and supervision. fi fi fi fl fi fi fl fi fi fi  8. Business-Level Planning Strategies Miles and Snow Typology: Classi es organizations into types based on strategic orientation. Porter’s Generic Strategies: Includes cost leadership, differentiation, and focus as competitive strategies. Product Lifecycle Approach: Strategy based on the stages of a product’s lifecycle (introduction, growth, maturity, decline), guiding resource allocation and marketing efforts. These notes summarize key points in planning, organizational strategy, and managing change, which should serve as a foundational overview for study. Let me know if you need more detailed breakdowns of any speci c sections! 1. Introduction to HR Planning De nition: HR Planning is essential for determining the types and qualities of employees required to achieve organizational goals. Mullins (1996) de nes it as “a strategy for the acquisition, utilization, improvement, and retention of an enterprise’s human resources.” Objectives of HR Planning: ◦ Ensure an organization has the right quantity and quality of human resources. ◦ Maximize effective use of current HR resources. ◦ Address and plan for surpluses and shortages in staf ng. 2. Stages in HR Planning Process 1. Stocktaking: Analyze the current HR situation by pro ling workforce attributes like age, experience, skills, and turnover. Data is collected using questionnaires, interviews, and performance records. 2. Forecasting: Predict future HR needs based on historical trends in staff movement, promotions, and turnover. Factors include: ◦ Internal aspects: job functions, performance reviews. ◦ External aspects: labor market, education trends, government policies. 3. Planning: Develop recruitment, training, and promotion strategies based on identi ed HR needs. 4. Implementation: Execute recruitment, development, and training plans, adjusting as needed. 3. Recruitment Process Job Analysis: Foundation of recruitment, involving: ◦ Job Description: Outlines main tasks and responsibilities. ◦ Person Speci cation: Details quali cations, skills, and experience needed. Recruitment Stages: ◦ Internal Recruitment: Transfers, promotions. ◦ External Recruitment: Sourcing candidates from online platforms, newspapers, and agencies. Cost Considerations: Each recruitment source has associated costs, impacting budget decisions. 4. Selection Process Begins after receiving applications and involves using selection tools such as: fi fi fi fi fi fi fi fi fi  ◦ Interviews: One-on-one, panel, or group interviews to assess candidate suitability. ◦ Selection Tests: 1. Intelligence Tests: Measure mental ability. 2. Aptitude Tests: Assess special aptitudes. 3. Pro ciency Tests: Evaluate speci c achievements. 4. Personality Tests: Gauge personal traits. 5. Reference Checks: Validate candidate history. 5. Compensation and Bene ts Pay and Bene ts: Key to employee satisfaction and retention. In uenced by factors like: ◦ Fairness in rewards (Lawlor, 1977). ◦ Recognition of performance. ◦ Alignment with organizational budget and employee expectations. 6. Performance Management and Appraisal Performance Management: Links individual, group, and organizational performance to strategic objectives. Involves continuous assessment and review against these goals. Performance Appraisal: Systematic evaluation of employee performance to guide pay, promotions, and development decisions. ◦ Bene ts of Performance Appraisals: ▪ For Managers: Insight into employee potential and productivity. ▪ For Employees: Clarity on performance expectations and developmental feedback. ▪ For Organizations: Identi es talent, informs HR planning, and aligns performance with strategic goals. Challenges in Performance Management: ◦ Perceived fairness in evaluations. ◦ Timeliness and constructiveness of feedback. These notes cover the key areas of HR management, including planning, recruitment, selection, compensation, and performance management. Let me know if you need deeper detail on any particular section! Exam - Planning and Business Planning topic Forcsating stuf ng etc. Successing planning Discuss the objectives of planning - slide 12 Planning HR fi fi fi fi fi fi fi fl