Human Resource Managment

HUMAN RESOURCE MANAGMENT
4/22/2011
Laurent Fontaine

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Table of contents

I. Introduction.............................................................................................................................3
II. HR Planning...........................................................................................................................3 a) Strategic HR planning.......................................................................................................4 b) Interrelationship with other HR functions........................................................................4
III. Dowsizing.............................................................................................................................6
IV. Case study: International Mining..........................................................................................6
a) History..............................................................................................................................6
b)Answers to the questions ..................................................................................................7
V. Limitations and alternatives...................................................................................................8
a) HR planning......................................................................................................................8
b) Dowsizing.........................................................................................................................9
VI. Bibliography.......................................................................................................................10
VII. Appendix..........................................................................................................................11

I. Introduction Nowadays, human resource management (HRM) is presently

Bibliography: * Torrington et al. (2011) “Workforce planning”, in: Torrington, D., Hall, L, Taylor, S. & Atkinson, C. (2011) Human resource management, London: Prentice Hall, 8th edition, pp. 103-126. * Redman, T. & Wilkinson, A. (2009). “Downsizing”, in: Redman, T.; Wilkinson, A., Contemporary Human Resource Management. London: Prentice Hall, 3rd edition, pp. 381-404. * Lam, S. S. K. and Schaubroeck, J. (1998). Integrating HR planning and organisational strategy. Human Resource Management Journal, 8: 5–19. doi: 10.1111/j.1748-8583.1998.tb00170.x Online: http://onlinelibrary.wiley.com/doi/10.1111/j.1748-8583.1998.tb00170.x/abstract * Becker, B., Huselid, M. & Ulrich, D. (2001). The HR scorecard: linking people, strategy, and performance. Cambridge: Harvard Business School Press. Online : http://books.google.be/books?hl=fr&lr=&id=6VWKbcBwsbUC&oi=fnd&pg=PR9&dq=hr+planning+strategy&ots=utcfH4hgC9&sig=62uBNvbUmuoY1XksPVvzGtwuFPA#v=onepage&q&f=false * Beardwell, J. & Claydon, T. (2007). Human resource management: a contemporary approach. 5éd., Harlow: Pearson Education Limited. Online: http://books.google.be/books?id=3W5fEzRWGM4C&pg=PA181&dq=hr+planning+limits&hl=fr&ei=5bmwTunFA4bPhAeG1pW9Ag&sa=X&oi=book_result&ct=result&resnum=9&ved=0CF8Q6AEwCA#v=onepage&q=hr%20planning%20limits&f=false VII. Appendix ------------------------------------------------- Four methods of redundancy 1) Natural wastage It is considered as the most positive and human method of employee reduction. Indeed, people are free to choose if they want to stay or leave companies (personal reasons). This layoff depends on people’s choices. It’s independent of the company. | 2) Voluntary redundancy It is particularly appreciated by employers. Indeed, competent people tend to leave firms because it’s more attractive, particularly financially, in other companies. Moreover, it’s a method that can be enough expensive for firms if employers have long service | 3) Compulsory redundancyPeople haven’t choice. Their redundancy is based on a managerial decision. This method is often used at large-scale and in the private sector. It seems that it’s the most aggressive method. | 4) Retirement It consists in sending people earlier to retire. They use this to avoid the direct redundancy. It’s often people that have a bad health who are concerned. |