An assessment of the usefulness of human resource planning, in Rexel
Table of Contents
- Abstract.
- Introduction.
- Overview of the project.
- Project objectives.
- Chapters summarize.
- Setting the scene.
- From 'Manpower Planning' to HRP.
- Understanding Human Resource Planning.
- Understanding Human Capital.
- Literature review.
- The four usages of strategic of HRM.
- Armstrong's view.
- HRP being a strategic and management tool.
- Disadvantage of HRP.
- Conclusion.
- Review of the objectives.
- To establish a final portray of the usefulness of HRP.
- To explore whether HRP can be useful for any organisation.
- Concluding statements.
- Limitations and weaknesses of the study.
- Recommendations for further study.
- Referencing.
SummaryThe human resource planning (HRP) is a problematical area, in particular, during the phases of disorder and confusion within the business environment, which can provoke instability. Thus, hesitation is created among the need of planning and the complexity of forecast. Although this complexity, the essential principle of HRP is straightforward; according to Reilly (1996) is 'having the right people, in the right place at the right time'. The problem that is trying to be resolved is to know whether HRP can, and how, still be useful for an organization in the current environment. Indeed, nowadays, the process of HRP can be considering as old-fashion, but it is still used under different forms, by organizations. This first section will present the background of the subject with the project's objectives and give an overview of the research problem with its structure. Nowadays, organizations have to be reactive to find ways which can execute the more rapidly their strategies, because of the constant changing business environment, where the planning cycles are reducing due to competition and reactivity of the market.
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