Human Resource Planning

Previous decades have seen considerable changes within implementation of human resource planning. The following report has been devised in order to analyse occurrence and reasoning of these changes. The following points shall be reviewed:

Ð'* Identification of the different drivers which affect organisational management.

Ð'* Analysis of the changes in human resource management implementation consequential of the above stated changes.

Ð'* Explanation of adaptations of the recruitment and selection procedure adopted by organisations to support these changes.

The above information shall be gathered by review of corporate literature, scholary texts and Internet resources. Andrew Carney of the School of Management and Business Enterprise, St Mary's University College, requested the report to be submitted as an individual business report on 4th May 2007.

2.0 The business environment comprises of a wide range of forces, which may lead to complications with regard to organisational performance. Each organisation shall have to adapt in order to stay ahead of these issues. The way in which an organisation responds to these factors varies depending upon such things as size and the industry within which they are placed.

There are numerous factors within the business environment which have proved influential to organisational management. These key drivers which have lead to change in human resource management (HRM) policies are mainly identified as "Cultural, political and economic forces" (Devanna, 1984. Cited Beardwell & Holden, 1997:15).

2.1 Social influences manifest as such things as the Ð''social contract', which sets examples of minimum wage, health and safety, social protection and freedom of movement. These are all important points insisted upon by employees.

A successful employment relationship must also be maintained in order to keep both employers and staff content. The Ð''Employment Relations Act (1999)' is an example of government policy administered in order to maintain employment relationships. This emphasises leave, trade unions, disciplinary/grievance hearings and individual rights. The "Data Protection Act (1998)' and the Ð''Freedom of Information Act (2000)' also regulate the employment relationship. These acts are a major driver of change if not previously practiced.

Today's culture has been witness to many technological advances. Technology has had a substantial effect on the likes of company administration. For instance, improvement in database software, payroll administration and work practices. Research and development, on both an individual and corporate level, has been eased due to incorporation of new technology.

Political issues are an additional area of impact. United Kingdom legislation sets out many legal expectations prone to modification. Areas not previously incorporated into company ethics now have to be administered and managed. Pay levels and dismissal procedures are legislative examples to which an organisation must conform. Issues have again proved problematic in managerial implementation with reference to recent governmental proposals. For example, the introduction of parental and maternity leave regulations highlight a need for a greater level of staff management. Trade union recognition places further weight upon an employer.

The 1980's saw Great Britain overshadowed by countries boasting economic success, particularly Japan and Germany, who had prioritised elevated levels of employee management within their corporations. "The highly publicised Companies of Excellence Literature suggested that high performance organisations were characterised by a strong commitment to human resource management' (Boddy, 2002:265). This raised questions with regard to the U.K's management techniques. Similarly, this time period also brought with it many competitive forces. The introduction of the free market saw the rest of the world gaining the option to trade openly. This would again emphasise managemental productivity amongst UK sectors, with the possibility of worldwide competition gaining a foothold on their market.

3.0 It was inconceivable that traditional personnel management techniques were in great pressure to adapt in order to maintain effectiveness within a diverse and ever-changing business environment. The role of the conventional personnel manager now had to adopt an increasingly varied and multifaceted approach in the form of HRM. The main objectives of HRM are to support an organisation, to ultimately "manage the managers" (Carney. A, 2007).

Human resource management differs from traditional personnel techniques in the following ways;

3.1 Beliefs and Assumptions

Ð'* Whereas traditional personnel techniques closely govern company contracts, HRM strives to overcome contractual issues in a way which is also beneficial to an employee.

Ð'* Personnel management places importance on clearly defined rules. HRM broadens this outlook by allowing for modification of rules around situational factors.

Ð'* Personnel management follows managemental procedure. HRM closely views business need.

3.2 Strategic Aspects

Ð'* Labour management relations are paramount within personnel policy, whereas HRM focuses closely on customer relations.

Ð'* Personnel management integrates the corporate plan slightly, in comparison to HRM's attitude of revolving policy around this matter.

Ð'* Personnel management administers a lengthy approach toward strategic decision-making, in contrast to HR's rapid advance.

3.3 Line Management

Ð'* HRM strive to include general and line management into the HR process. Personnel specialists alone had demonstrated the role beforehand.

Ð'* HRM approach communication between management and workforce directly, contrasting personnel management's indirect processes.

(Adapted from Storey, 1992:35. Cited in Beardwell & Holden, 1997).

The above points demonstrate variance between personnel and HR practice. HRM strives to create an employee base proactive towards an organisations goals. This conforms