indices,scheduling ,factors and human resource accounting

1. HUMAN RESOURCE PLANNING
M.HIMA BINDU

2. Contents:
• Unit-5:
1. Man power utilization
2. Indices and techniques
3. Scheduling techniques
4. Factors affecting performance
5. Human resource accounting --- methods,
significance

3. 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

4.  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.

5. 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

6. Lack of due consideration of
problems affecting wages and
working conditions
Failure to train an understudy

7. 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;

8.  Operation management
 Work area management
 Training skills
 Various skill reports
with exporting facility

9. Indices, scheduling & techniques
• The planning tools are techniques manugers
can use to develop plans.
• Two most important tools are
1. Forecasting
2. Scheduling

10. 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.

11. • 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.

12. How forecasting works:
• Inspect control services forecasts by
attempting to do the following;
Establish relationships between industry sales
and national economic and social indicators.

13. • 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

14.  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

15. • Determine the likelihood of technological
breakthrough that would make existing
product lines obsolete.

16. 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.

17.  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.

18. 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.

19. 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.

20. It is an integral part of every organizational
plan
Two popular scheduling techniques are gantt
charts and PERT –program evaluation and
review techniques.

21. • 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.

22. Factors affecting performance:
• Ability
• Effort
• Motivation
Basic needs
Safety needs
Social needs
Esteem needs
 Self realization needs

23. • Task or role , perception
• Environmental factors

24. • Environmental factors
abilities
environmental effort job
Factors performance
task direction

25. 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.”

26. • HRA therefore shows how the organization
makes investment in its people and how the
value of the people change over time.

27. • Value of employees increased by training and
experience over a time period such
information on human resources facilitates
effective management with in the
organization.

28. • Information pertaining to employees can be
listed under the following heads:
No. of employees
Categories
Grades
Total value of HR
Value per employee

29. HR Acquisitions:
• No. of employees acquired during the year
• Cost of acquisition
• Levels for which they were acquired
• HR Development
• HR maintenance

30. • Cost related to HR maintenance
• HR separation
• Cost related to HR separation, attrition rate
• Details of benefits provided to the employees

31. Methods:
• Non-monetary measurement
• Monetary measurement
Capitalization of historical cost methods
Replacement cost methods
Opportunity cost method
Economic value method
Present value method

32. • HRA helps to understand many pertinent
issues like developing skill inventory,
performance appraisal, assessing the
individuals capacity for development, attitude
surveys and subjective appraisal