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Programme : Bachelor of Business Administration
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TABLE OF CONTENT
1.0 INTRODUCTION 3
5.0 CONCLUSION 10 – 11
6.0 REFERENCES 12
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1.0 INTRODUCTION
According to the Human Resources Department, human resource planning can be defined as a
According to Cascio (1995), human resource planning is a basic work analysis to predict needs
for human resources as well as on plans for activities such as training, exchange, or increment.
ensuring the success of an organization's goals. In contrast, the definition of human resource
planning is "an attempt to anticipate future business and environmental demand for an
organization and to provide personnel to meet the business and satisfy the demand." It is an
approach towards personnel management aimed at adding one dimension to the direction of
managers to fully consider human resource issues as strategic. However, human resource
planning is not a complete activity because personnel decisions are made in terms of corporate
relationships, training, development and recruitment, and often made as if the activity was
separate.
Human resource planning emerged because of the cost of employment, i.e. the cost of
training and the cost of wages increased. In some cases, these costs can increase rapidly as
pressure generated by labor is coupled with external pressure. This pressure can be manifested
in various ways, usually in the form of shortages, surplus or cost of manpower. It often happens
due to the technological change in the office or the factory. This is because of the fundamental
changes in social and political energies stimulated by resource and energy issues. In essence,
companies are often trapped by a growing corporate relationship problem as managers fail to
persuade workers to accept changes that need to be made, especially when facing sluggish
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2.0 ROLE OF HUMAN RESOURCE PLANNING
The purpose of human resource planning is to ensure the suitability of the uncertain
environment, with the task of policy development and current decision which will affect the
workforce in the future. When human resources are regarded as the most important asset to
bring the success of an organization, human resources need to be managed more efficiently,
structured and organized. Otherwise, human resources cannot fully contribute to the
organization's objectives. Miller (1987) has pointed out that human resource management
organization.
According to Ivancevich (2001), human resource planning is a process or action set that
refers to the question of how the organization assessed the demand and supply of labor
resources in the future. Prediction of future resource requirements and resource utilization
opportunities available and so on. Organizational human resource planning involves what
employees, employers and organizations want to achieve as a result of the task. To achieve this,
human resource managers play an important role in setting objectives, providing guidelines and
determining strategies for achieving them. In addition, managers are also responsible for
allocating organizational resources to ensure that all employee contributions within the
Human resource management is unique and complex as an organization deals with people
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i. Human is difficult to predict and expect. They are easy to do something beyond
expectations and planning such as resignation, illness, refusal to do the mandated duties
and so forth.
ii. Each person has different views and tastes. With that in mind it is difficult to produce a
uniform and uniform policy and approach for all and to satisfy all employees.
iii. The need for an organization not only involves a working part but it is faced with a
variety of problems and squabbles comprising the lowest positions ranging from
iv. Human needs at various places and times will involve the transfer of a workforce that
can cause problems such as difficult employees to adapt to new places. One reason for
v. The surplus and the shortage of employees is difficult to manage. The number of staff or
vi. Often humans need proper attention and care especially with respect to sensitive values.
To manage mankind we need serious attention and diplomacy. This is the task and
The ability of the organization to meet the needs of its employees depends largely on the
depends on the factors of population, labor force development or reduction, the level of
knowledge and expertise of labor force and the need to consider the factors of women in the
labor force.
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Human resource planning is also influenced by the current economic situation.
Economic changes can directly affect the supply and demand of human resources. For example,
With no steady productivity improvement and economic expansion, the organization will face
difficulties in controlling inflation and will then face the problem of competing effectively in the
world market where business competition is fierce and based on the philosophy of "the survival
of the fittest." Competition failure at the stage international will weaken the organization where
the next impact is the standardization of the employee's standard of living as a result of
employee wages reducing by management and the real downturn of the organization's wealth.
Some factors affecting productivity include changes in technology, changes in rates and types
of capital investment, effects of short-term business rounds and market demand as well as
The development and application of new technologies has become a significant force in
shaping management organizations and practices. The creation and discovery of state-of-the-
art technology in the field of production and transport systems, communication systems,
computers, energy sources, changes and life sciences and the use of substances and natural
resources has brought great changes in the way and organizational patterns of an organization.
Certainly the technological changes in the future will give new organizational challenges
involving human resource planning. The extent to which a business organization is able to plan
efficient and effective human resources to adapt to technological changes in the future.
Practices involving human resource planning are largely influenced by legal factors and
government regulations. These governmental laws and regulations directly alter the pattern of
human resource demand and consequently affect human resource planning. Among the laws
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involving human resource planning are the tax laws, labor laws, health and safety laws of the
employees and includes the direction of top management and organizational rules themselves.
This means that in addition to meeting the needs and requirements of the organization in order
to ensure the achievement of the mission and goals of the organization, the human resource
planning of the organization must also be tailored to the laws and regulations of the government
as well as regulations created by the organization itself. Human resource planning that conflicts
with governmental laws and regulations will pose a legal problem that is not likely to favor the
The changes in the demographic composition among the workforce as well as the
changes in the areas of technology, economy and legal and environmental conditions are
followed by changes in the workforce's attitude towards work. For example, the rise in adult
women in a society that chooses to work and not merely serves as a housewife, mother and a
dependent group of men. This situation has led to two career families who are faced with
The policy framework for human resource planning constitutes the four main phases in the
human resource planning process; the first phase is the investigation phase where in this phase
it seeks human resources while in the organization, opportunities and problems, external
environment, productivity and work practices, ultimately, the marketing and financial goals of the
organization.
Before making any projections, or plans and policies to be achieved, there must be a
clear picture of the organization. The effectiveness of planning depends on the detail and
accuracy of the information used. Any failure to understand the problem at this stage will
weaken the entire planning process. It is therefore very important to understand the various
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factors that affect the organization from both angles and opportunities or constraints, and
problems with current policies and methods encountered. This does not mean that changes will
The second phase is the projections phase, where it involves demand, namely human
resource requirements, and supply, which provide human resources. Having identified a source
of knowledge on all aspects of the firm's business, may we look at the attempt to ascertain
which direction is being directed by human resources and which direction should be directed
before the organization's objectives can be achieved. This distinction is important. The actual
projection is not just a process to predict the future. It must be based on the clear purpose of
Although in comparable fields have been developed such as marketing, sales, finance
and economy, projections have no special predictive value. The point is that the prediction
process gives us a picture of the problem that may exist later. It can show where there is a
weakness in the organization or where the failure to override the organization has resulted in
high costs. The purpose of the plan is to provide a clear strategy for various activities. In this
way the achievement of projections can be monitored, and problems can be expected or
The third phase planning - control and implementation, when the policies that meet the
future are agreed upon. Planning and control focus on the task of making projections on
personnel policy to employ employees, training and development. Good planning practices lead
to the coherence flexibility characteristics, with all interconnected policies in order to help one
another.
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After assessing current human resources, business situations and projection requirements for
supply and demand for human resources, attention will now focus on translated programs into
practice.
The purpose of the plan is to formulate clear and interlinked policies designed to achieve
human resource objectives for an organization. There is no point in starting a labor recruitment
policy if the salary and conditions offered are not equal or if there are insufficient training
resources available.
Planning must contain elements of flexibility. The wider knowledge and understanding of
a manager about the strengths and weaknesses of human resources in his organization, the
more likely the manager can know how to make an expectation or to respond to something
unexpected.
The final phase is use and implementation, the use of which is when the success of the
bases is measured. Throughout the process, it shows the need to repeat what has happened,
with the problems faced at the later stage requires decision at the early stage of review. It also
shows feedback that allows managers to know whether their objectives are met. Therefore,
If the policy is not implemented and the goal of using a better human resource cannot be
achieved by any size, this effort would have been useless. There is much to do and have done
in planning at the subordinate level in a firm's hierarchy. However, the support from top
management is necessary if the daily decisions made are to be changed. Otherwise, the efforts
required to implement successful human resource planning will be taken lightly and it is difficult
Measurement of human resource use will be required. First, the size needs to be
determined. Cost reduction should not be objective if it results in falling production or poor
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service. There is no reason why the measure is incomparably proportionate, such as the desire
to reduce working hours or to increase the duration of the holiday. Measurement of productivity
is an area covered by many other management. Organizations must determine what criteria of
This hook is the essence of human resource design. Organizations are seen as a
system with actions in one area impacting other fields. This is why hiring and training decisions
cannot be addressed separately. Implementation of one aspect will lead to the needs of other
aspects.
This linking is certainly not static; it is also the case with the environment. The constant
and rapid change will make a plan outdated. In practice, human resource planning is a stream
of information that gives managers the awareness of human resources problems and
opportunities within the organization. Through this awareness, managers are poised to expand
alongside their colleagues with personnel policies to enable them to meet their economic
5.0 CONCLUSION
To address issues related to human resources is not an easy task. The question of hiring and
selection of human resources is the first step that will determine the success or failure of an
preparation of a planned, organized, and all-related human resource planning will help the
analysis. The predictions and projections of human resource requirements need to be made
more scientifically by using quantitative and qualitative methods. Hence, it is not possible for an
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organization to achieve its goals if it manages the efficient human resource and has a clear
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6.0 REFERENCES
Ab. Aziz Yusof dan Intan Osman (2002). “Pengurusan Sumber Manusia: Konsep, Isu dan
Bohlander, G., & Snell, S. A. (2010). Managing human resources (15th ed.). Ohio: South-
Western.
Jabatan Keselamatan dan Kesihatan Pekerja (2000). Malaysia: Kementerian Sumber Manusia
Mohd Yazam Sharif (2001). “Asas Pengurusan Sumber Manusia.” Edisi Pertama. Utusan
Mondy, R.W., dan Noe, R.M. (1993). “Human Resources Management.” Edisi Ke-5, Boston:
Wright, P. M., McCormick, B., Sherman, W. S., & McMahan, G. C. (1999). The role of human
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