Human resource Planning and Leadership roles

Human pick Planning and draws rolesHuman Resource Planning is the process by which an nerve encertain(p)s that it has the indemnify number and kind of battalion, at the right bunks, at the right time, capable of effectively and efficiently completing those tasks that go forth help the organic law achieve its overall objectives (Decenzo and Robbins 2000). Vetter (1967) defined human mental imagery planning as the process by which solicitude determines how the validation should move from its current manpower assign to its desired position. Through planning, management strives to have the right number and the right kinds of people, at the right places, at the right time, doing things which result in both the organization and the individual receiving maximum long-run benefits.Human imaginativenesss planning should be a key comp binglent of some everycorporations strategicalal business planning. To ensure theircompetitive advantagein the marketplace, organizations must(p renominal) implement innovative strategies that be designed to enhance their employee retention rate and recruit fresh talent into their companies. In todays corporal environment, it is viewed as a valuable component for adding value to an organization. Both employees and the order will oft urinate many benefits of planning over the long-run.Contemporary human resource planning occurs deep down the broad circumstance of organizational and strategic business planning. It involves fortune telling the organizations future human resource ineluctably and planning for how those needs will be met. It includes establishing objectives and then set outing and implementing programs (staffing, appraising, compensating, and dressing) to ensure that people be available with the appropriate characteristics and accomplishments when and where the organization needs them. It may also involve developing and implementing programs to improve employee per figureance or to increase employee delight and involvement in order to boost organizational wargonivity, quality, or innovation (Mills, 1 985b). Finally, human resource planning includes gathering data that can be utilize to evaluate the effectiveness of ongoing programs and say planners when re imagings in their forecasts and programs argon needed.Strategic collaboration between small and medium sized enterprises (SMEs) and the large businesses they render can take many forms, such as locating a SMEs facility in reason out proximity to a buyers facility to enable just-in-time delivery of raw material, inputs and components collaborating on research and maturement and product design to build organizational competencies and capabilities collaborating on emerge chain activities to manage costs and promote available efficiency or delivering sourced human resource management activities (Doz and Hamel 1998). For large businesses, forming strategic alliances and collaborative partnerships can be critical to the ir ability to seize technological opportunities, to build critical resource strengths and competitive capabilities, to improve supply chain efficiencies and deliver value to their customers (Kaplan and Hurd 2002). Often these partners ar small and medium sized enterprises, that are pass judgment to perform as sound partners (Ijose, Olumide).However, there has been little to no attention paid to the role the strategic human resource management (SHRM) practices of SMEs play in their ability to be valued and trusted strategic partners in the value chain of big businesses. Like any new(prenominal) organization, the sophistication of their human resource management practices can lead to operational inefficiencies that can affect their ability to meet their obligations to corporate buyers (reference and get in touch sentence to big businesses where this has been proven). Factors that enable operating excellence include having a strong management team up, recruiting and retaining qu ick-witted employees, viewing training as a strategic activity, structuring the work effort in ways that promotes lucky strategy execution, deploying an organizational structure that facilitates the proficient performance of strategy critical activities, instituting policies and procedures that facilitate nigh strategy execution, instilling a strategy supportive culture and tying rewards and incentives to individual and team performance outcomes that are strategically relevant (Higgins 2005).Human resource planning involves plans for future needs of personnel, their required skills, enlisting of employees, and development of personnel (Miller, Burack, Albrecht, 1980). Human resource forecasting and human resource inspect are the two to the highest degree important components of this type of planning. Human resource forecasting refers to predicting an organizations future demand for number, type, and quality of various categories of employees. The judging of future needs has t o be based on analysis of present and future policies and growth trends. The techniques of forecasting include the formal expert survey, Delphi technique, statistical analysis, budget and planning analysis, and computer models. The human resource audit gives an account of the skills, abilities, and performance of all the employees of an organization (Werther Davis, 1982).Recruitmentrefers to the process of attracting, screening, and selecting qualified people for a argumentationat anorganizationor firm. For some components of the recruitment process, mid- and large-size organizations often retainprofessional recruitersor outsource some of the process to recruitment agencies. Types of recruitment are1. External Recruitment MethodsDeveloprelationshipswith guidance and course counselors at colleges and universities and ask for help in recruiting for open positions. Reach out to professional organizations that are in line with the organizations mission, and ask to them to list open p ositions in their newsletters and emails to members. Organizations with financial resources should consider working(a) with a recruitment firm, especially if the position is at a higher level or requires a specific skill or type of experience.2. Internal Recruitment MethodsBe clear about the skills and experience an applicant must possess. Post an open position internally first to assess whether there are qualified candidates within the organization. Consider interns, volunteers, temporary workers or consultants who may have been working in a similar capacitor to the open position( managementstudyguideonline).A typical selection process consists of the fol scurvying steps completed business line application, initial screening, testing, indepth selection interview, physical examination, and argument offer (French, 1982). In general, extension organizations use a simple noesis test and a brief interview to select extension personnel.An interviewis the most common form of selectio n as it is relatively cheap to undertake and is the chance for an employer to meet the applicant impertinence to face and so obtain much more information on what the person is homogeneous and how suitable they are for the job. Examples of information that can only be learnt from interview and not on paper from a CV or application form areConversational ability-often known as people skills congenital enthusiasm or manner of the applicantSee how applicant reacts under pressureQueries on comments or details missing from CV or application formThere are though other forms of selection tests that can be used in addition to an interview to help select the outflank applicant. The basic interview can be unreliable as applicants can perform well at interview but not have the qualities or skills needed for the job. Other selection tests can increase the chances of choosing the best applicant and so minimise the high costs of recruiting the wrong people. Examples of these tests are aptitude tests, apprehension tests and psychometric tests. Once the best candidate has been selected and agreed to take up the post, the new employee must be given anemployment contract.The training of personnel contributes directly to the development of human resources within organizations. training programmes are directed towards maintaining and improving current job performance, era development programmes seek to develop skills for future jobs (Stoner Freeman, 1992, p. 388). Training based on effective field experience should be emphasized.Methods such as coaching, job rotation, training sessions, classroom instruction, and educational institute-sponsored development programmes are used to train managers.An important aspect of human resource management which needs special attention in organizations is the development of a reward system which will attract, retain, and motivate extension personnel, as well as provide training and promotional opportunities.Skinners reinforcement theory, Vrooms prevision theory, Maslows need-hierarchy theory, Adams equity theory and Herzbergs two- factor theory are the five main approaches that have created the understanding of motivation.In 1943, Maslow gave a list of five types of needs of employees i.e. ego, safety, physiological, self- actualizing and social. Maslow said that all type of needs of employees should be fulfil in some priority levels, as the fulfillment of their needs would bring a great piling of motivation in the employees. Motivators and hygiene were the two categories in which Herzberg divided motivation in 1959. trouble mirth is provided by recognition and achievements of employees which contribute to intrinsic factors and motivation. Job dissatisfaction is developed as a result of low pays and insecurity of jobs that contribute towards extrinsic factors or hygiene.Performance was the major(ip) area of relevance which contribute towards rewards and advance increased performance according to Vroom in 196 4. There may be positive or negative categories of rewards. The motivation of an employee depends upon the rewards as positive rewards motivate the employees and negative rewards demotivate them.According to Adams equity among workers plays a major role in motivate employees. Equity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (Adams, 1965).In 1953, Skinner mentioned that the positive behavior of the employees should be motivated to be repeated and negative behavior should be strictly dealt so that it shouldnt be repeated. Behavior of employees should be observed strictly by managers. Managers should be make liable to enforce the positive behavior of employees that lead to positive results and demotivate the negative behavior of employees that leads to negative outcomes.The grandness of certain factors in motivating employees was studied by James R. Lindner in 1998, who was Research Associate at Ohio State University. T en motivating factors were revealed by the study as following (a) fire work, (b) ) tactful discipline, (c) good wages, (d)job security, (e) feeling of being in on things, (f) sympathetic help with personal problems, (g) personal loyalty to employees, (h) full preference of work done (i) good working conditions, and (j) promotions and growth in the organizationSome interesting factors into employee motivation were revealed by comparison of above results to Maslows need-hierarchy theory. Interesting work is a self-motivating factor which is considered rank one motivation factor. Good wages is a physiological motivation factor which is ranked two. High appreciation of work done is another major esteem factor which is ranked at number three. Job security known as the safety factor is another major motivation facto ranked at number four. In 1943, Maslow declared that interesting work, safety, esteem, physiological and social factors are the most important motivation factors that must b e satisfied first. Good pay and increase in pays will be here and now most important factors that should be addressed by managers. Range of motivational factors suggested by Maslows study is challenged by the following study. This study doesnt confirm that Maslows conclusion of ascending order of motivational factors to be satisfied. Ken Shah and Prof. Param J. Shah revealed the properties that a manager should have as followingEvaluate yourself-In order to motivate, support and control your staffs behaviour, it is essential to understand, abet and control your own behaviour as a manager.Be familiar with your staff-The more and the break dance he knows his staff, the simpler it is to get them involved in the job as well as in achieving the team and organizational goals. add the employees certain benefits-Give them bonuses, pay them for overtime, and give them health and family insurance benefits. Make sure they get breaks from work.Participate in new employees induction programm e- Induction proceeds with recruitment advertising. At this dose of time, the potential entrants start creating their own impressions and desires about the job and the organization. The manner in which the selection is conducted and the consequent recruitment process will either build or damage the impression about the job and organization.Provide feedback to the staff constantlyAcknowledge your staff on their achievementsEnsure effective time management oblige stress management techniques in your organizationGive the employees learning opportunitiesListen effectivelyDevelop and encourage creativityAdopt job enrichment-Job enrichment implies giving room for a better quality of working life. It means facilitating people to achieve self-development, fame and success through a more challenging and interesting job which provides more promotional and advancement opportunities.Respect your teamSet realistic goals Set moderate goals. ambit too high a task creates a feeling of non-achiev ement, right from the beginning itself.Think equivalent a winner A manager has to handle two maculations, The Winning and The loosing. The crux is to think like a winner even when all the odds seem against you. It is necessary to equip yourself with all the tools of a winner.An executive must have the right leading traits to influence motivation. Both an employee as well as manager must possess drawing cardship and motivational traits. An effective leader must have a thorough knowledge of motivational factors for others. He must understand the basic needs of employees, peers and his superiors. Leadership is used as a means of motivating others.According to Keith Davis, Leadership is the ability to persuade others to seek defined objectives enthusiastically. It is the human factor which binds a group together and motivates it towards goals.( managementstudyguideonline)Characteristics of LeadershipIt is a inter-personal process in which a manager is into influencing and guiding wo rkers towards attainment of goals.It denotes a few qualities to be present in a person which includes intelligence, maturity and personality.It is a group process. It involves two or more people interacting with each other.A leader is involved in shaping and moulding the behaviour of the group towards accomplishment of organizational goals.Leadership is situation bound. There is no best style of leading. It all depends upon tackling with the situations.Leadership and management are the terms that are often considered synonymous. It is essential to understand that leadership is an essential part of effective management. As a all important(p) component of management, remarkable leadership behaviour stresses upon building an environment in which each and every employee develops and excels. A manager must have traits of a leader, i.e., he must possess leadership qualities. Leaders develop and begin strategies that build and sustain competitive advantage. Organizations require robust l eadership and robust management for optimum organizational efficiency. (managementstudyguideonline)Differences between Leadership and ManagementLeadership differs from management in a sense that magical spell managers lay down the structure and delegates authority and responsibility, leaders provides direction by developing the organizational vision and communicating it to the employees and inspiring them to achieve it.While management includes focus on planning, organizing, staffing, directing and controlling leadership is mainly a part of directing function of management. Leaders focus on listening, building relationships, teamwork, inspiring, motivating and persuading the followers.While a leader gets his authority from his followers, a manager gets his authority by virtue of his position in the organization.While managers follow the organizations policies and procedure, the leaders follow their own instinct.Management is more of science as the managers are exact, planned, standa rd, logical and more of mind. Leadership, on the other hand, is an art. In an organization, if the managers are required, then leaders are a must/essential.While management deals with the technical dimension in an organization or the job content leadership deals with the people aspect in an organization.While management measures/evaluates people by their name, historic records, present performance leadership sees and evaluates individuals as having potential for things that cant be measured, i.e., it deals with future and the performance of people if their potential is fully extracted.If management is reactive, leadership is proactive.Management is based more on written communication, while leadership is based more on verbal communication.The leadership style varies with the kind of people the leader interacts and deals with. A perfect/standard leadership style is one which assists a leader in acquire the best out of the people who follow him. There are three main categories of le adership stylesautocratic, paternal and democratic (tutor2uonline)Autocratic(or authoritarian) managers like to make all the important decisions and closely supervise and control workers. Managers do not trust workers and simply give orders (one-way communication) that they expect to be obeyed. This approach has limitations but it can be effective in certain situations. For example When quick decisions are needed in a company (e.g. in a time of crises).Paternalisticmanagers give more attention to the social needs and views of their workers. Managers are interested in how happy workers feel and in many ways they act as a father figure. They consult employees over issues and listen to their feedback or opinions. The manager will however make the actual decisions (in the best interests of the workers)Ademocraticstyle of management will put trust in employees and encourage them to make decisions. They will delegate to them the authority to do this (empowerment) and listen to their advi ce. This requires good two-way communication and often involves democratic discussion groups, which can offer useful suggestions and ideas. Managers must be willing to encourage leadership skills in subordinates.Because the purpose of human resource planning is to ensure that the right people are in the right place at the right time, it must be linked with the plans of the total organization. Traditionally, there has been a weak one way linkage between business planning and human resource planning. business organisation plans, where they exist, have defined human resource needs, thereby making human resource planning a reactive exercise. Thus a final challenge in human resource planning is equilibrize current needs-of organizations and their employees-with those of the future. The criterion against which this balancing act is measured is whether employees are currently at the right place doing the right things but yet are ready to adapt appropriately to different activities. To en sure this, a harmonious relationship between employer and employee, and effective leadership style is essential.