Evaluating human resource management Essay Example | Topics and Well Written Essays - 2500 words

Evaluating human being resource concern - Essay ExampleA large quash of firms and organizations be offering flexible working arrangements for their employees, as a strategy to retain them by lusty them to an extent. These arrangements help the employee in maintaining balance life in the midst of career and family, this way it motivates the employees to give productive results by working in an efficient manner. Although the advantages derived from flexible working arrangement are assureable, still due to a large number of reasons it is not carried out in an efficient manner in the firms. In this paper, we make out the benefits derived by firms by opting flexible working arrangements, the issues faced by them and the various methods by which the obstacles can be overcome. The data was derived upon after referring to surveys which were done in the past and also based on the results of the questionnaire which was filled in by the professional employees.The term human resourcing i s used to describe a set of principles through which the strategic possibilities of an organizations workforce and employment structure is evaluated. The methodologies of human resourcing derive from two concerns (Zeytinoglu,1999) 1. The auditing of current human resources in relation to possible future product/ service and labor market scenarios.2. The promotion and precaution of optimal human resource performance through the management of work patterns and organization structures.... This approach be on three sequential steps (Catalyst,1997)1. An estimation of the organizations future manpower needs in cost of numbers andskill composition.2. An analysis of labor flows into, within and out of the organization, and the ability ofrelevant labor markets to supply existing or future demands.3. The identification of gaps between supply and demand and the development ofpolicies to close these.LITERATURE REVIEW The need to consider strategic planning for human resources has been recogn ized in the HR literature over the last duet of decades and more recently by chief executives and senior HR specialists. Various external factors - such as move towards globalization, changing economic trends, changes in the demographic-make up of the labor force and the shortage of key skills, familiarity and experience - have contributed to the urgency with which the subject is now debated. Also there is a realization between organizations of the changing and more flexible nature of the workforce and their need to combine diverse careers with their personal lives. In essence manpower planning has been associated with a more tactical approach of getting the right people, with the right skills, in the right place, at the right time. The definition of right is not made in the literature, but should be taken to mean what is right for a particular organization. Part of the difficulty with this rationale is its static nature, where people are seen as a cost to the organization (Wals h, 1999) instead of an investment. The focus of manpower planning is on management and control. It usually includes various