1.WRITE A BRIEF NOTE ON HR BUNDLES APPAORACH?

Richardson and Thompson believe that a strategy’s success turn on combing vertical and or
external fit and horizontal or internal fit. They consulted that a firm with bundles of
associated HR practices should have a higher level of performance, providing it also achieves
high levels of fit with its competitive strategy

MacDuffie explained the concept of building as follows- ‘implicit’ in the notion of a ‘bundle’
is the idea that practice within bundles are interrelated and internally consistent, and that
“More is better” with respect to the impact on performance, because of the over happing and
mutually reinforcing effect of multiple practices’.

Drawbacks of HR Bundles Approach

The draw backs of HR Bundles Approach are as follows;
i. Difficulty in combing different practices;
The problem with the bundling approach is the difficulty of deciding on the
best way to combing different practices. There is no evidence that one
bundle is generally better than anther.

ii. Complexity in achieving internal fit;

Problems are also associate with the achievement of internal fit. This
problemarise when. For example, senior managers call for changes in
particular HR practices as quick fix, and the changes isolated from
complementary HR practices.

2.EXPLAIN THE TECHINQUES OF EMPLOYEE DEMAND FORECASTING?

Various demand forecasting techniques are as follows;

a. Managerial judgement:
In this technique, the mangers f different departments sit together to assess the
demand for labour in the future. It many follow the bottom-up or top-down approach.
In bottom-up approach, the departmental heads submit their requirements to the top
management and estimate or prepared by them only.

b. Ratio analysis:
It is the producer of computing the ration between particular business factor and the
number of required employees.

c. Trend analysis:
The requirement of the manpower resources is based on the trends of the organisation
in the past. The past relationship between a business factor and manpower
requirement is analysed. The proper business factor that relates considerably to
employment levels various across industries.

d. Scatter plot:
It is a method which use graphs to find out the relationship between the two variables.
The human resources planner can make use of this method to determine the
 relationship between the two factors, the degree of business actions and the
requirements of the staff to handle it.

e. Computerised forecast:
Computerised forecast uses computers and software packages to determine the
prospective manpower needed, by estimating sales of the firm, production volume
and the human resources required in keeping up the estimated quantity of output.

f. Work-study techniques:
This techniques analysis the relationship between the volume of the work and the
efficiency of the employees. The data recording the volume of the work are derived
from the organisational documents and increasing/decreased in operations can be
determined.

g. Delphi technique:
It is the technique within focuses on the qualitative aspect and also tries to reduce to
subjectivity by involving the people from the group already chosen for it and defining
the judgements for the same. Therefore, a collective decision-making producer is
necessary which in turn, requires a commitment towards growth to increases co-
operation and co-ordination for reasonable forecast.

h. Econometric models:
In this model, the statistical data related to the history of the organisation is analysed.
It is expected to figure out the relationship between the different variables in
statistical or mathematically terms.

3.EXPLAIN THE APPROACH OF HR EVALUATION?

1. Audit approach:
It is also known as stakeholders’ approach. Like any audit, the human resources audit
is also a systematic formal process, which is designed to examine the strategies,
polices, produces, documentation, structure, systems and parties, with respect to the
organisation’s human resources management.

2. Analytical approach:
The second approach to HRM evaluation is the analytical one. The analytical
approach relies on cost-benefits analytical one. The analytical approach relies on
cost-benefit analysis, also called the utility analysis.

3. Quantitative and qualitative measures:

Other evolution issues are whether to use quantitative or qualitative measures. A
number of quantitative and qualitative measures can be constructed to measure the
effectiveness of a company’s human resources of the human resources function.

4. Outcome and process criteria:

Another evaluation issue is whether the criteria will involve outcomes or processes.
The distinction between the two types of criteria is that outcome. Are results or end
products of work while processes concern behaviours or how activities are
performed? An example of an outcome criterion might be productivity ratio ratios for
a company’s workforce. In spite of the appeal of their link to production activity, ease
 measurement, and objective nature, outcome or output criteria are often contaminated
by external factors unrelated to the activity being evaluated.

5. Balanced scorecard:
Robert Kaplan and David Norton created the balanced scorecard approach in the
early 1990s. Balanced scorecard is a comprehensive performance measurement
framework that translates an organisation’s strategy into clear objectives, measures,
targets and initiatives.

6. Benchmarking:
Benchmarking involves employee’s learning and adopting the so- called “best
practices “By comparing their HRM practices with those of other organisations.
Benchmarking estimably involves that employees study the practices followed in
competing firms and evaluating own practices with those thus collected.

4.EXPLIAN THE PROCESS OF HRP?

PROCESS OF HRP
Environmental scanning

Organisational objectives
And policies

Demand supply
Forecasting Forecasting

Estimating manpower
Gaps

Surplus-restricted shortage- promote

Hiring of HR Hiring of HR

outcomes Action planning

Recruitment and selection outcomes
Training and development
Retrenchment
Redundancy
Promotion plan

Evaluation and control

Envrionamental scanning
Human resouces planning process is based on anlysibg various aspects of the business
environment in which it is operating. It provides a clear picture of the expected problems, threats,
and opportunities of the organisation and therefore is the basic step for HRP.
HRP requires scanning of all the factors existing in the interanl as well as exteranl enviroment of
the firm. The analysis of the internal factors helps in idnetfying the strenghs and weakness of the
firm and on the other hand external factors highlight the thrats and opportunites for the firm.

Orgaiastioanl objectives and policies

After analysis of the environment, plans and policies regarding different aspects are examined, to
forecast the labour movement in near future. The time bound schedule for the human resource
planning is to be prepared accordingly. Exact manpower requirements can only be assessed after
considering the changes in the organisational structure and job design.

Demand forecasting
HR demand forecasting is a procedure of defining the expected manpower requirements in terms
of a specified quantity and quality within the organisation. It is required to meet the expected
manpower needs of the organisation so that level of performance can be achieved it is true to a
large extent that in particular time duration, demand forecasting is dependent on the scale of
operations in the company.
Demand forecasting techniques
 Managerial judgement
 Ratio analysis
 Trend analysis
 Scatter plot
 Computerised forecast
 Work-study techniques
 Delphi technique
 Econometric models

Supply forecasting
Supply forecasting is another aspect of human resource assessment after determining the number
and quality of employees that will be required in the future, the next step is to estimate the supply
of manpower and sources for procuring such human resources in the organisation. Supply
forecasting assesses the internal and external potential candidates, after making allowance for
absenteeism, internal mobility, wastage and changes in work hour, and working conditions.
Sources of supply
Internal supply
It comprises of the existing staff. Within the organisation. It is the major source of employment
for the organisation.
 Staffing tables/manning charts
 Markov analysis
 Skill inventories
 Replacement and succession planning
 Cohort analysis
 External supply
Sometimes, the organisation is required to look for its prospective employees from external
sources also. Basically, the external sources include the potential human resources existing
outside to company.

Estimating Manpower Gaps

Gaps analysis is a type of technique which is helpful in making a comparison between the
estimated workforce supply and the estimated workforce demand. Various factors regarding the
geographic location demographic characteristics, size, and level of employee’s competency are
considered for the same. The organisation makes action plans based on the outcomes of gaps
analysis.
Action planning
The organisation is required to take an immediate step to cover-up the gap, if any, identified
between the two estimates, HR demand and HR supply. In this particular phase, the immediate
action is taken to maintain a balance between the exact requirement and valuable resources. When
there is surplus labour, a number of large firms adopt downsizing, rightsizing, restructuring, re-
engineering, and outsourcing, to cut costs, increase efficiency, improve productivity and at the
same time remain competitive.
Evaluation and Control
The process of evaluating and controlling the performance of the employees is very vital within
the organisation as it leads to the effective performance of the organisation. If the organisation
does not continuously evaluate the workforce efforts, it may be unable to foresee the expected
changes in the future. It must have a systematic and planned process for the continuous review of
the same. It is important for the following reasons:
o Take remedial actions for the deviations, if any.
o Assess the achievement of HR objectives.
o Review the progress of long-term plans.
o To cope-up and manage the individual or organisation grievances

5.WHAT ARE THE FACTORS AFFECTING HRP? EXPLAIN

FACTORS AFFECTING HRP

1. EXTERNAL FACTORS:
External factors are those factors which externally influence the human planning. They
include:

Legislative provisions: various provisions relating to the labour laws, reservations in

recruitment, and polices initiated by the government, etc. affects HRP.

Level of economic development: level of human resources development in the country is

determined by the level of economic development. This to determine the future supply of
human resources.
Business environment: the environment in which the business operates comprise of the
external and internal factors which influence the business. These kinds of environmental
factors have an impact on the total volume of production mix and accordingly the supply of
human resources in the future is also influenced.

Technological advancement:
Technology can be defined as the phenomenon of applying knowledge practically which may
give rise to new inventions. The type of human resources required is also influenced by the
level of technology.

Global influence:
Factors which have worldwide impact on the aspects like the supply and demand of
manpower in various regions of the world also influence human resource planning.

2.INTERNAL FACTORS:
These are the factors which influence the human resource planning internally. These factors
are summarised as follows:

Firm’s plans and guidelines:

The company’s strategy for the growth, expansion or diversification dictates the need for
human resources in terms of quality within the organisation.

Rules and regulations for human resources:

The specified rules and regulation for the human resources within the organisation regarding
the skills required, the amount of compensation, provisions for the workforce, etc, affect
HRP.

Job analysis:
It is a comprehensive study of a particular job with references to the skills required to
accomplish a particular task.

Perspective of timeframe:
HRP of the organisationn varies from compnay to company according to the enviroment in
which it is opertating. If the enviornrnmt is relatively stable, the company can go for long –
term palnning but if the environment in which the company opertaes is highly dynamic, it is
recommended for the company to opt short- term planning.

Reliability and credibility of inforamtion:

The effctive planning is based on the accurate data about realated factors. In every orgnastion,
HRP is based on the data relating to the factors like budget, organastional stucture,level of
techonolgy, functional ares objectives, job anlysis, soucrces of recuitment, retirement plans,
etc.

Policies regarding the operational and production system of firms:

HRP of a firm is also based on the company’s decision regrading the quantity of goods to be
produced or to be purchesd from the market.

Trade unions:
Various mesures taken by the trade unions to safeguard the employees’ interst will have an
impact on the HRP.
Phases of organastioanl lifecycle:
Differnt phases of the organsatioanl lifecycle will have due imapct on the HRP of the firm. In
growth stage of the firm, addtioanl recruitment of the employees will be required to cope up
with growing demand whereas at the same time in declining stage, employees will be
retrenched to cut the costs. In the both cases, human resources planning isvery important.