A distinction can be made between ‘hard’ and ‘soft’ human resource planning. The former is based on quantitative analysis in order to ensure that the right number of the right sort of people are available when needed. Soft human resource planning is concerned with ensuring the availability of people with the right type of attitudes and motivation who are committed to the organization and engaged in their work, and behave accordingly. It is based on assessments of the requirement for these qualities, and measurements of the extent to which they exist, by the use of staff surveys, the analysis of the outcomes of performance management reviews and opinions generated by focus groups.
These assessments and analyses can result in plans for improving the work environment, providing opportunities to develop skills and careers and adopting a ‘total reward’ approach which focuses on non-financial ‘relational’ rewards as well as the financial ‘transactional’ rewards. They can also lead to the creation of a high commitment management strategy which incorporates such approaches as creating functional flexibility, designing jobs to provide intrinsic motivation, emphasizing team working, de-emphasizing hierarchies and status differentials, increasing employment security, rewarding people on the basis of organizational performance, and enacting organization-specific values and a culture that bind the organization together and give it focus. As described by Marchington and Wilkinson (1996), soft human resource planning ‘is more explicitly focused on creating and shaping the culture of the organization so that there is a clear integration between corporate goals and employee values, beliefs and behaviours’. But as they point out, the soft version becomes virtually synonymous with the whole subject of human resource management.
These assessments and analyses can result in plans for improving the work environment, providing opportunities to develop skills and careers and adopting a ‘total reward’ approach which focuses on non-financial ‘relational’ rewards as well as the financial ‘transactional’ rewards. They can also lead to the creation of a high commitment management strategy which incorporates such approaches as creating functional flexibility, designing jobs to provide intrinsic motivation, emphasizing team working, de-emphasizing hierarchies and status differentials, increasing employment security, rewarding people on the basis of organizational performance, and enacting organization-specific values and a culture that bind the organization together and give it focus. As described by Marchington and Wilkinson (1996), soft human resource planning ‘is more explicitly focused on creating and shaping the culture of the organization so that there is a clear integration between corporate goals and employee values, beliefs and behaviours’. But as they point out, the soft version becomes virtually synonymous with the whole subject of human resource management.
This comment has been removed by the author.
ReplyDeleteDefine soft hrm
ReplyDeleteThank you for sharing very useful information.
ReplyDeleteWorkday Online Training
Workday Training Online
Payroll outsourcing is the process of hiring a third-party company to handle all or part of your company's payroll processing. This can include tasks such as calculating employee wages, withholding taxes, and issuing paychecks.
ReplyDeleteOutsourcing accounting is the practice of hiring a third-party provider to handle some or all of a business's accounting functions. This can include tasks such as bookkeeping, payroll, tax preparation, and financial reporting.
ReplyDelete