IMPACT OF HR PLANNING

Impact of human resource planning process on organization’s performance

According to Edwards and Pearce (1988) “Human resource planning is particularly important for emerging, rapid-growth and high-tech businesses. Mature business in need of new products, services, markets, acquisitions or divestitures must also plan to identify, attract or reallocate the talent necessary for revitalization and continued competition”. For satisfactory preparation and employee career development needs, meeting organizational requirements and succession organizational planning and development plays an important role. If in case internal labor supply is greater than the need, and the problem of realigning resources is inevitably treated.

According to Craft (1980), Human resource planning plays an important role in decision making and determine the characteristics of the applicant to choose the most suitable for the institution. Noe et al (2003) explained that it is important to deploy people correctly in resource planning to create the time needed to overcome potential problems and threats to the organization’s competitiveness.


Impact of human resource planning process on employee’s performance

The organization takes measures to train and develop its employees and takes measures to improve their skills and productivity. When employees receive a good training about their work, and after training even without supervision, they can be better and more attentive and their work efficiency increases (Shantz A. et al.,2009). Marwat A. Zubair et al (2006) have reported there are seven variables which influences employee performance, namely: selection, training, performance appraisal, career planning, compensation plans, employee participation and job definition.

Sarkodie W.G (2011) in his study revealed that human resource planning is required to attain organizations goals. Employees in different organizations have different abilities and skills, it adds organizational knowledge and resources to ensure sustainable growth and development. Al Ahmadi (2009) stated that employee performance improvement does not happen only because of having a good performance of system but also motivated and engaged human resources play an important role through a successful implementation of HR strategy.



References

  • Craft (1980) Human resource practices and organizational performance: review synthesis and research implications.
  • Edwards, G., Pearce, E. (1988 to 2000). "Inevitable Forces for Change in America”.
  • Noe  et  al  (2003)  Human  resource  practices  and  organizational  performance:  review synthesis and research implications.

 



Comments

  1. Indrajith AbeysingheAugust 28, 2022 at 7:37 AM

    I agree with, Al Ahmadi (2009) statement about employee performance improvement does not happen only because of good performance of the system but also motivated and engaged human resources. In addition to this I would like to suggest that more than ever, the leadership needs to be more connected with the HRM and employees, in general, to drive performance while making a long-lasting relationship.

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    Replies
    1. Larry ShanthikumarSeptember 3, 2022 at 8:36 PM

      Motivation, which is assumed to act as the primary mechanism to explain the effects of rewards on turnover intentions (Gerhart & Fang, 2015), is distinguished as autonomous motivation and controlled motivation (Deci & Ryan, 2000). Autonomous motivation represents engaging in an activity with complete free will and choice, while controlled motivation denotes that a person behaves in response to an externally produced inducement (Deci & Ryan, 2008; Ryan & Deci, 2000).

      Delete
  2. Rinosha PrasannaAugust 28, 2022 at 11:11 PM

    Dear Larry, as you mentioned "training" is an impact on performance, I share a view of training
    Cole (2002) describes training as any study pursuit which is directed towards the attainment of particular knowledge and proficiency for the purpose of engagement. Armstrong (2003) considers training as the official and logical improvement of performance via learning, which arises as an effect of educational guidance, improvement, and tactical experience. Drucker (1984) describes training as an organised method of modifying the performance and conducts of workforces towards attaining organizational purposes. Training thus functions as a proper device to disengage the possible growth and prospects of performance in order to accomplish a competitive edge. Jones (2000) asserts that training aids and makes sure that organization staffs have the abilities and experience necessary to implement their work in a competent way and capable of undertaking fresh obligations and deal with changing circumstances. Training in a firm is about improving employees and assisting them to develop additional confidence and knowledge in their jobs and lives.

    ReplyDelete
    Replies
    1. Larry ShanthikumarSeptember 8, 2022 at 8:09 AM

      Organizations need to value ongoing staff training and development if they want to remain sustainable. Due to the fact that skills fade and become outdated over time and must be replaced, training and development are extremely important at all staff levels (Nishtha and Amit) (2010).

      Delete
  3. Danushi SeneviratneSeptember 1, 2022 at 10:33 AM

    Hi Larry, According to Mursi (2003), there are significant and positive relationship between HR planning and organizational performance. In another study by Hiti (2000), HR planning have a positive relationship with organizational performance. In another study by M Arsad (2012) manpower planning effect on organizational performance and have a positive relationship between manpower planning an organizational performance. Study by Chand and Katou (2007) in their study in the Indian hotel industry were also found out that manpower planning have strong relationship to productivity, and productivity impact on organizational performance (Mohammadnoor Khaled M. AL- Qudah el al.,2014).

    ReplyDelete
    Replies
    1. Larry ShanthikumarSeptember 8, 2022 at 8:13 AM

      According to surveys, around 80% of middle-sized and bigger organizations now regularly do human resource planning, which increases the likelihood that an organization will succeed in a competitive environment (Craft, 1988).

      Delete

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