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Evaluating the practical effectiveness of human resource planning applications
Author(s) -
Walker James W.
Publication year - 1974
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.3930130105
Subject(s) - citation , human resources , management , human resource management , resource (disambiguation) , sociology , library science , state (computer science) , operations research , business , computer science , engineering , economics , computer network , algorithm
In the past several decades, large organizations have put into use a wide range of programs and practices aimed at the improved utilization of their human talent. The thousand largest husiness and industrial organizations in the world together spend in excess of $10 hillion each year in human resource management activities, excluding the value of time spent by individuals and managers away from work for purjHDses of training, development, interviewing, performance planning and review, and other activities. A discipline of human resource planning (manpower planning) has developed and is now widely used to guide management in planning and conducting these activities, and allocating these financial resources. Nearly all of the organizations in a recent survey of major U.S. and Canadian firms indicated that they practiced manpower planning (Walker, 1973). These organizations also indicated, however, that these practices are extremely traditional and rudimentary. The tools heing used in manpower planning do not appear to he adequate to meet the needs of management for proper evaluation and planning of investments in the human resource area. If the major financial investments heing made are to yield the returns that they should, more rigorous tools need to he added to the discipline of manpower planning. This paper proposes a four-stage model of human resource planning. Through human resource planning, management prepares to have the right people at the right places at the right times to fulfill hoth organizational and individual objectives. With the proper planning and evaluation, management is ahle to attract, retain, develop, and utilize talent to meet organizational challenges of the future. At the same time, the organization is ahle to provide employees with realistic and satisfying career opportunities. The human resource planning process may he viewed as having three elements: