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Strategic Planning
- Is the determination of the overall organizational
b. Availability- when employee requirements have been analyzed, the firm determines whether there is a surplus or shortage of manpower.
a. Systematic- information must be systematically arranged and contain the needed data. b. Management oriented- the data and information are essential tools for effective manpower planning, retention, development and separation of employees. c. Applicable- the data and information stored in file must be applicable in meeting human resource decision. A relevant data must be discarded.
d. Result- oriented- the results from the information and the decisions derived thereat must be acceptable to management and the employees concern. e. Time bound- relevant resource information are necessary for effective decision making. The need for timely decisions are crucial to the effective management of human resources.
An effective HRIS also produces and forecasts several important reports related to business operations
a. Routine reports- these are human resource data summarized on schedule basis like current manpower status, regular employees, contractual employees, supervisor and managerial employees on a regular payroll. b. Exception report- this information may contain confidential data that are available only for managerial decision making and needs immediate attention.
c. On demand reports- this may pertain to productivity index, individual performance record, and other information that may lead to downsizing and other personal action. d. Manpower forecasts- applies to predictive models based on specific situation. This may cover increase or decrease to manpower requirements due to seasonal demands or increase in customer orders.
2. Human resource planning- includes the following applications: a. work-force profile analysis- work-force labor supply and demand analysis or work force profile analysis review. b. work-force dynamic analysis- number of new hires, transfers and promotions, number still needed in the future and those employees who are available to fill up job openings in the future.
c. Human resource planning for decision making- this application pertains to information about employees who are about to retire, job classification of employees for promotions and those departments that lack basic skills for the job. d. Performance management applicationemployee performance ratings, disciplinary actions, work rule violations and the daily productivity index could now be stored in computer data base as bases for management decisions.
e. Training and development applications- these are used primarily to track down the need for employees training programs, courses to attend, certified skills, and educational qualifications. f. Compensation and benefits applications- this include payroll, job evaluation, salary survey, salary planning and analysis, executive compensation planning and management benefits.