Human Resource Planning and Employee Relationship
The human capital is one of the most valuable assets of an organization. In the past, the focus of the majority of existing organizations was to deliver goods, services, and other types of outputs for the purpose of targeting the needs and demands of the clients. However, at present time, organizations have realized that organizational success is not only determined by the nature and quality of the output from organizational processes and operations. It has been apprehended that organizational success is also dependent on the several factors or features inherent within the organization, such as the human capital. Since then, organizations have began capitalizing on these factors or features, such as the facilities, continuous assessment or evaluation, and such, but most importantly, on the value and contributions of their human resources. These notions and ideas about the importance of capitalizing and taking advantage of an organization’s human capital has been the precursor to the development of the foundations of Human Resources Management. (Sims, 2002)
Planning, developing, and implementing Human Resources Management strategies, principles, and such is a difficult and complex process. It necessitates extensive knowledge on the value of organizing and managing the human capital, as well as skills and competencies in handling all the challenges and difficulties that might arise from the involvement of the employees to organizational processes and operations. (Renckly & Renckly, 2004) With these ideas in mind, the remainder of this discussion shall focus on dissecting Human Resources Management as a principle and a value to the organization, and exploring two major factors that build on its foundation, particularly Job Analysis and Human Resource Planning. A case study on employment relationships shall be utilized to accomplish the goals of this discussion.
“Temporary Employees: Car Show Turned Ugly”
The Case Study “Temporary Employees: Car Show Turned Ugly,” written by Gary Oddou (2001) was one of the many cases included in the book “Cases in Management and Organizational Behavior.” This particular case study focuses on Human Resources Management (HRM) within the context of employee relations, job analysis, and human resources planning. In “Temporary Employees: Car Show Turned Ugly,” the problems and complexities that arose during a car show was discussed due to some of the issues that had something to do with temporary employees hired specifically for that particular event. The remainder of this text shall focus on dissecting the various dimensions of employment relationships with said temporary employees, and then applying the concepts and strategies of job analysis and human resource planning in order to determine how the car show event should have been handled appropriately.
I. Employment Relationship
*summary of case
A. Nature of Relationships
*discuss dimensions of employment relationship (temporary employees)
II. Job Analysis and Human Resource Planning
Human resource planning and job analysis are one of the two most important processes prior to the implementation of the act of hiring and employment. The relevance of carefully planning how the hiring or employment process is to be administered, through thorough job analysis and human resource planning, lies in the capacity of such processes to guide or direct hiring and employment by allowing the HR department to make positive and desirable judgments and decisions, which shall consequently lead to the realization of the organization’s goals and objectives in hiring and employment. (Miller, 2009 & Van Der Wagen, 2007)
A. Definition and Importance
Human Resource Planning may be defined as process by which an organization’s goals and objectives in staffing are provided with a clear and thorough guide or direction. Furthermore, human resource is also governed by the principles that cover the overall mission and vision of the organization. Therefore, human resource planning may be utilized as a tool, capitalizing on the organization and management of the staff or employees of the organization, as a means to target strategically what the organization is aiming for. In terms of its role as a significant part of HRM, Human Resource Planning may be considered as a pre-implementation tool that builds on the foundations of HRM. It serves as the model or framework by which strategies and actions in HRM are to be carried out and realized. (Miller, 2009)
On the other hand, Job Analysis entails the research, analysis, and specification of the features and dynamics of a particular job or occupation. Job analysis is crucial in the efficient and successful implementation of all HRM functions and activities since it directly targets the goal of staffing and employment with considerations to the benefits, advantages, and contributions that the organization might obtain from its human capital. This process requires the consideration of the general and specific goals and objectives of the organization, its mission and vision, and most importantly the evaluation and assessment of the strengths, advantages, weaknesses, disadvantages, problems, and needs of the organization. These factors are important in guiding the HR department’s decisions in identifying the kind, features, and characteristics of staff and employees that the organization needs to hire and employ. (Caruth & Handlogten, 1997)
The accomplishment of Human Resource Planning entails the consideration of various factors. According to Miller (2009), Human Resource Planning requires the consideration of five important factors – the mission of the organization, the overall goals of managing and organizing human resources and the goals of staffing and employment, setting out the strategies by which determined goals are to be achieved, creating a map of the structural and organizational framework of the organization, and matching individuals with available jobs or positions within the organization efficiently. Following and addressing these particular considerations chronologically shall help an organization’s HR department in providing systematically and efficiently positive results and outcomes in the area of staffing and employment.
Aside from the five steps in accomplishing human resources planning, there are also different areas of human resources planning that must be considered. Miller (2009) identified nine areas of planning that the HR department should focus on during the planning process. These areas, as discussed by Miller (2009), shall be graphically illustrated by the image below:
Human Resources Planning: The Twelve Areas of the Planning Process
Based on Miller (2009)
Human Resource Planning may be applied within the organizational setting by its HR department by following the five steps proposed by Miller (2009), and in the process, considering how the twelve areas are to be planned, implemented, and assessed or evaluated.
The application of Job Analysis is more specific and less complex as opposed to Human Resources Planning simply because it focuses on a single scope or premise. Human Resources Planning covers a wider scope of HRM because it is guided by various areas and is developed through different considerations, goals, and objectives, while Job Analysis is simply focused on identifying and defining a job or position within the organization. The first step in conducting a job analysis is to identify the jobs that the organization requires or the vacant positions that necessitates the employment of a knowledgeable and competent individual. Furthermore, in this first step, members of the HRD who are tasked to conduct job analyses create a list of all the jobs or positions existing within the organization’s human capital, in all levels and departments. (Caruth & Handlogten, 1997)
After completing the list of needed and vacant jobs and positions, the HR department should be able to identify the roles and responsibilities that entail each job and position. From the definitions and descriptions of these roles and responsibilities, the HR department shall be able to set clear, realistic, and specific qualifications that an individual must possess in order to be hired or employed to a particular job or position within the organization. These constitute the job descriptions and specifications that shall be formally written down for the review of potential staff members or employees. (Caruth & Handlogten, 1997) The processes that constitute Job Analysis as a crucial HR process is illustrated in the following diagram:
The Process of Job Analysis
C. Application to Staffing Practices at Future Car Shows
Human Resource Planning and Job Analysis may be utilized as valuable tools in carrying out HRM practices and strategies by allowing them to become an influential part in the decision-making, planning, and implementation processes. In the situations discussed in the case study, Human Resource Planning
Obtaining a sufficient human capital to keep the organization up and running is not enough if the company expects to accomplish its set organizational goals and objectives timely and efficiently. In order to accomplish the goals and objectives of the organization, its leaders should be able to realize the important roles that the human capital plays in helping the organization carry out critical processes and operations that rely on human knowledge, skills, and competencies. For this reason, the organization should be able to strongly support the development of sound and significant HR practices and plans in order to make the right decisions during the staffing and employment process, and consequently take advantage of the contributions of individuals who are able to meet or exceed job qualifications necessitated by the organization. However, in return, the organization should also provide fitting or sufficient remuneration through the leadership and implementation of the HR department.
The case study serves as a significant example in the
Caruth, D. L. & Handlogten, G. D. 1997. Staffing the Contemporary Organization: A Guide to Planning, Recruiting, and Selecting for Human Resource Professionals, 2nd Ed. Westport, CT: Greenwood Publishing Group.
Miller, J. E. 2009. Supervision in the Hospitality Industry: Leading Hospitality Human Resources, 6th Ed. Hoboken, NJ: John Wiley and Sons.
Oddou, G. 2001. Temporary Employees: Car Show Turned Ugly, pp. 92-102 In Tompkins “Cases in Management and Organizational Behavior, Vol. 1. Upper Saddle River, NJ: Prentice Hall, Inc.
Renckly, R. G. & Renckly, R. B. 2004. Human Resources, 2nd Ed. Hauppauge, NY: Barron’s Educational Series.
Sims, R. R. 2002. Organizational Success through Effective Human Resources Management. Westport, CT: Greenwood Publishing Group.
Van Der Wagen, L. 2007. Human Resources Management for Events: Managing the Event Workforce. Oxford, UK: Butterworth-Heinemann.
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