From a traditional point of view, activities such as selection, training, and compensation were considered the basic functions of HRM and were performed without much regard for how they were related. HRM in modern management thought is considered as the execution of the traditional requirements of managing personnel effectively.
HUMAN RESOURCE DEVELOPMENT
The Hawthorne study was conducted in Chicago by Elton Mayor, Roethlisberger and Dickinson to examine productivity factors. The study galvanized efforts to humanize the work place and to find more sensitive ways to motivate workers rather than to continue to regard them as assemble-line robots that could keep producing through fear and manipulation. The Hawthorne studies gave rise to the Human Relations Movement by providing insight into human behaviour. This movement focused attention on
1. Individual differences among employees
2. The influence of informal groups on employee performance and behaviour.
3. The need for a more participative and employee centered form of supervision
4. The need for managers to improve their communication and to be more sensitive to the needs and feelings of their subordinates
5. Compensate management
6. Employee labour relations
MAN-POWER PLANNING
Man-power planning therefore is the acquisition, utilisation, improvement and retention of the human resource of an organisation. (source: “Department of Employment 1974” and IPM 1936). In a typical Business Organisation in Ghana, the acquisition of human resource may include professionals, people with experience, security personnel, cleaners, competent eloquent secretaries and administrators and God fearing finance officers and auditors to match.
Man-power planning should again be considered on the retention of employees in an organisation. In fact, labour turn over in an organisation is not the best and is often caused as a result of poor remuneration, lack of motivation, recognition, disrespect and enslavement of employees. In as much as to curtail this unfortunate canker, planning should cover the satisfaction of provision of needs of employees so as to retain them.
In the man-power planning process, there are four main categories of staff who are very important. These categories include:
1. The Existing Staff – Decisions required of them will include productivity, development, equal opportunities, training, remuneration, promotion and career development.
2. New Recruits – Decisions required of them include, recruitment methods, public relations, selection procedures, induction, training and terms of contract.
3. Potential Staff – Decisions required of them include recruitment methods, public relations, wages and salary levels and employment benefits.
4. Leavers – Decisions required of them include, dismissals for poor performance, retirement, redundancy procedures and labour turnovers.
The Institute of Personnel Management in its statement on manpower planning argues that personnel functions re as follows:
1. To stimulate awareness among management of the importance of planning the manpower resource policies and programmes for the future well being of the organisation.
2. To work closely with management and advise on the development and implementation of up-to-date approaches to planning the human resource.
3. To encourage the allocation of appropriate resources to training, retraining and development of staff to meet organisational and individual needs, rather than relying mainly on sources of recruitment.
