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HUMAN RESOURCE MANAGEMENT (HRM) > Chapter 1: HR Planning Discussion > Flashcards

Chapter 1: HR Planning Discussion Flashcards

1
Q

How employees are employed and managed

A

HRM

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2
Q

What is ADMU?

A

Acquisition

Development

Manintenance

Utilization

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3
Q

As a strategic, integrated, and coherent approach to the employment, development and well-being of employees in the organization

A

HRM

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4
Q

Strategic means

A

Outstanding, Efficient, Brilliant

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5
Q

Acquisition start from (1)_____, followed by series of (2)_____, and ends with (3)_____ and (4)_____.

A
  1. application letters
  2. interviews
  3. signing of contract
  4. placement
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6
Q

Development starts from (1)_____, follow with (2)_____, (3)_____, (4)_____, further (5)_____.

A
  1. orientation
  2. trainings
  3. seminars
  4. workshops
  5. education
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7
Q

Maintain equals to

A

Loyalty

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8
Q

Well maintained employees are known to be _____. Thus, maintaining the employees can decrease the organization’s _____.

A

loyal

turn over

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9
Q

Once there is a proper utilization, _____ is expected to follow.

A

promotion

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10
Q

Process of HR Planning

A
  1. Analysing Organizational Objectives
  2. Inventory of Present Human Resources
  3. Forecasting Demand and Supply of Human Resource
  4. Estimating Manpower Gaps
  5. Formulating the Human Resource Action Plan
  6. Monitoring, Control and Feedback
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11
Q

Process of HR Planning:

The objective to be achieved given the idea about the work to be done in the organization.

A

Analysing Organizational Objectives

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12
Q

Process of HR Planning:

From the updated human resource information storage system, the current number of employees, their capacity, performance and potential can be analysed.

A

Inventory of Present Human Resources

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13
Q

Process of HR Planning:

The human resources required at different positions according to their job profile are to be estimated. The available internal and external sources to fulfill those requirements are also measured.

A

Forecasting Demand and Supply of Human Resource

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14
Q

Process of HR Planning:

Comparison of human resoruce demand human resource supply will provide with the surplus or deficit of human resource.

A

Estimating Manpower Gaps

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15
Q

Process of HR Planning:

The human resource plan depends on whether there is deficit or surplus in the organization. Accordingly, the palan may be finalized either for new recruitment, training, interdepartmental transfer in case of deficit of termination, or voluntary retirement schemes and redeployment in case of surplus.

A

Formulating the Human Resource Action Plan

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16
Q

Process of HR Planning:

It mainly involves implementation of the human resource action plan. Human resources are allocated according to the requirements, and inventories are updated over a period. The plan is monitored strictly to identify the deficiencies and remove it.

A

Monitoring, Control and Feedback

17
Q

The 3 C’s of HR Planning

A
  1. Coordination
  2. Consideration
  3. Concentration
18
Q

The 3C’s of HR Planning:

Environmental scanning and forecasting human resource requirements

A

Coordination

19
Q

The 3 C’s of HR Planning:

Known as 2nd stage of the HRP Process:
a. HRP Team: (Top Management, Department Managers, HR Support Professionals, IT Professionals and Finance/Budget Analysts)

b. Current and Long-term Workforce Requirements

c. Evaluation of the company’s current roster of personnel

d. Assessment of External Labor Environment which Affects the Future Supply of Employee

A

Consideration

20
Q

The 3 C’s of HR Planning:

Covers decision analysis and action plan and program implementation

A

Concentration

21
Q

Concentration is composed of:

A

a. Forecasting HR Demand
b. Decision Analysis
c. Action Plan/Program Implementation

22
Q

Techniques in Forecasting HR Demand

A
  1. Quantitative Techniques
  2. Qualitative Techniques
23
Q

Quantitative Techniques

A
  1. Trend Analysis
  2. Ratio Analysis
  3. Regression Analysis
24
Q

Quantitative Techniques:

The increase and decrease on both demand and supply for HR

A

Trend Analysis

25
Q

Quantitative Techniques:

Predicts HR demand based on ratios between selected factors and the number of employees needed

A

Ratio Analysis

26
Q

Quantitative Techniques:

Determining the relationship between various factors (independent variables) and the company’s employment level (dependent variables)

A

Regression Analysis

27
Q

Qualitative Techniques

A
  1. Delphi Method
  2. Nominal Group Techniques
  3. Scenario Analysis
28
Q

Qualitative Techniques:

Uses a “middle person” to gather the data of each of the members of the panel who are assigned to make manpower forecasts – considering factors: economics, demographics and technological and social conditions of the environment; added with educational background, experiences and productivity of the workforce

A

Delphi Method

29
Q

Qualitative Techniques:

Uses panel of experts, mostly line managers

A

Nominal Group Techniques

30
Q

Qualitative Techniques:

Predictions based on the characteristics of a particular situation

A

Scenario Analysis

31
Q

Concentration:

Gap Analysis
The process of finding the difference between the forecasted HR supply and HR demand.

A

Decision Analysis

32
Q

Concentration:

a. Where HR demand equals HR supply within an organization known as labor equilibrium is an ideal situation but this happens rarely: employees are transferred from one department to another based on their experience and educational background

b. Labor Surplus (supply is more than the demand): attrition – normal separation of employees like resignation and retirement; hiring freeze – prevents new hires; layoff – manual services or functions may not be needed because of technological innovations

c. Labor Shortage (demand is more than the supply): need to schedule overtime work hours and hire contractual/temporary or project-based workers added with external recruitment

A

Action Plan/Program Implementation

HUMAN RESOURCE MANAGEMENT (HRM) (4 decks)

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