Extract from: EXAMINE
THE VIEW THAT HUMAN RESOURCE PLANNING EMBRACES THE WHOLE OF
THE PERSONNEL FUNCTION DIRECTLY OR INDIRECTLY.
…The above activities of the personnel function are
all interrelated, e.g. there is little point in making recruitment
plans when there is a lack of the required training facilities.
HRP co-ordinates and combines personnel policies so that each
helps the others in order to meet organisational objectives.
The HRP is a foundation from which the organisation can respond
to development and change. It involves a flow of information
which increases knowledge and awareness of problems and opportunities.
Personnel activities become integrated together into a cohesive
strategy which is linked to overall organisational objectives.
Most writers (e.g. McBeath, Vickerstaff, Pratt & Bennett)
agree that the objectives of HRP (and the personnel function)
should not be seen as separate from corporate objectives,
since these are what create the work on which employment requirements
are based. Also, an appropriate HRP cannot be devised without
detailed information and analysis of the organisation’s
structure/culture, strategies and relationships with the external
environment. It also requires support from top management,
otherwise the effort required for successful HRP will be underestimated
and it will not be easy to gain the necessary commitment and
involvement from line managers.
Writers (e.g. Beach, Vickerstaff, McBeath, Pratt & Bennett)
tend to agree that HRP should be a continuous activity subject
to regular review and feedback, and that much of the work
of implementing a HRP forms most of the everyday work of the
personnel function. As Molander & Winterton (1994) conclude
‘HRP is all embracing’. It formulates personnel
policies and plans, and can be seen as both determining and
reflecting the corporate plan. It helps to maintain and improve
the organisations ability to achieve corporate objectives
through developing strategies to maximise the contribution
of employees, (Newton, 1974). As Cascio (1991) states, the
overall effect of successful HRP will be a wiser and more
efficient use of human resources.
However, according to Sisson & Timperley (1994), in
the UK, HRP is unlikely to be successfully implemented in
most organisations due to insufficient information in internal
records, and lack of top management commitment. There is also
the fact that HRP and personnel activities are not even considered
to be vital to corporate planning.
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