man power utilization in hrp
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HUMAN RESOURCE PLANNING
M.HIMA BINDU
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Contents:
• Unit-5:1. Man power utilization2. Indices and techniques3. Scheduling techniques4. Factors affecting performance5. Human resource accounting --- methods,
significance
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Man power utilization:
• Identifying areas for improvement in labour utilization & efficiency
• Failure to get the best efforts of which employees are capable:-
Failure to commend exceptional performance Failure to explain as much about the work so
as to make it interesting Lack of interest in employees progress and
affairs
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Failure to admit mistakes Lack of attention to employees Failure to view employees as individuals in
order to motivate them Countenancing the formation of cliques Rating employees on any grounds but
competence, racial, religious.
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Keeping an employee in a job for which he is not mentally of physically suitable
Permitting employees to work when they are sick
Not giving employees the support and help they need.
Failure to promote an employee when it is possible and appropriate
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Lack of due consideration of
problems affecting wages and
working conditions
Failure to train an understudy
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Man power utilization improvement system:
• It is a platform independent application that helps the manufacturing companies to keep track of various skills acquired by the employers.
• This system is developed for a automobile manufacturer to effectively utilize their manpower. The system deals with various activities in a manufacturing industy like;
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Operation management
Work area management
Training skills
Various skill reports
with exporting facility
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Indices, scheduling & techniques
• The planning tools are techniques manugers
can use to develop plans.
• Two most important tools are
1. Forecasting
2. Scheduling
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Forecasting:
• It is the process of predicting future environmental
happenings that will influence the operation of the
organization.
• Although sophisticated forecasting techniques have
been developed only rather recently the concept of
forecasting can be traced at least as far back as
Fayal.
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• The importance of forecasting lies in its ability
to help managers understand the future
makeup of the organizational environment,
which in turn helps them formulate more
effective plans.
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How forecasting works:
• Inspect control services forecasts by
attempting to do the following;
Establish relationships between industry sales
and national economic and social indicators.
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• Determine the impact government restrictions
on the use of chemical pesticides will have on
the growth of chemical, biological and electro
magnetic energy pest control markets
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Evaluate sales growth potential, profitability,
resources required, risks involved in each of its
market areas
Evaluate the potential for expansion of
marketing efforts in geographical areas of the
country and abroad
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• Determine the likelihood of technological
breakthrough that would make existing
product lines obsolete.
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Types of forecasts:
• Various types of forecasts include;
Economical, technological, social trends ,sales
forecasting etc.,
although a companies complete forecasting process
should and usually does include all these types of
forecasting, sales forecasting is considere3d the key
forecast for a company.
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A sale forecast is a prediction of low high or low
sales of the organizations products and/ or services
will be over the period of time in reference.
It is the key forecast for organizations because it
services as the fundamental guideline for planning.
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Only after the sales forecast has ben
completed can managers decide.
Managers must continuously monitor
forecasting methods to improve them and to
reformulate plans based on a inaccurat
forecasts.
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Scheduling:
• It is the process of formulating a detailed
listing of activities that must be accomplished
to attain an objective, allocating the resources
necessary to attain the objective and setting
up and following timetables for completing
the objective.
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It is an integral part of every organizational
plan
Two popular scheduling techniques are gantt
charts and PERT –program evaluation and
review techniques.
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• It is the process of deciding how to commit
resources between a variety of possible tasks.
Time can be specified or floating as part of a
sequence of events.
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Factors affecting performance:
• Ability• Effort• Motivation
Basic needsSafety needsSocial needsEsteem needs
Self realization needs
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• Task or role , perception• Environmental factors
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• Environmental factors
abilities
environmental effort jobFactors performance
task direction
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Human resource accounting:
Definition:• Flamoitz(1974) defined HRA as “ accounting
for people as an organizational resource. It involves measuring the costs incurred by business firms and other organizations to recruit, select, hire, train and develop human assets. It involves measuring the economic value of people to the organization.”
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• HRA therefore shows how the organization
makes investment in its people and how the
value of the people change over time.
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• Value of employees increased by training and
experience over a time period such
information on human resources facilitates
effective management with in the
organization.
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• Information pertaining to employees can be listed under the following heads:
No. of employeesCategoriesGradesTotal value of HRValue per employee
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HR Acquisitions:
• No. of employees acquired during the year
• Cost of acquisition
• Levels for which they were acquired
• HR Development
• HR maintenance
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• Cost related to HR maintenance
• HR separation
• Cost related to HR separation, attrition rate
• Details of benefits provided to the employees
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Methods:
• Non-monetary measurement• Monetary measurement
Capitalization of historical cost methodsReplacement cost methodsOpportunity cost methodEconomic value methodPresent value method
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• HRA helps to understand many pertinent
issues like developing skill inventory,
performance appraisal, assessing the
individuals capacity for development, attitude
surveys and subjective appraisal