Human Resource Planning

IMPACT OF HUMAN RESOURCE PLANNING ON ORGANISATIONAL PRODUCTIVITY
Impact of Human Resource Planning on Organisational

Productivity
SUBMITTED BY:
Gyanesh Tiwary, B.B.A L.L.B(HONS.)
1St semester, roll number-2222
SUBMITTED TO:
Ms. Kirti
Professor of Human Resource Management
This rough draft is submitted in the partial fulfilment of the first semester of
the academic year 2019-2020
5th Sept 2019
Chanakya National Law University
1
Table of content
Decleration by the student -----------------------------------------------------------------2
Acknowledgement ---------------------------------------------------------------------------3
Introduction -----------------------------------------------------------------------------------4
1. Understanding Human Resource Planning------------------------------------------ 5
1.1 What is HRP----------------------------------------------------------------------5
1.2 Steps to Human Resource Planning---------------------------------------- 6
2 .Motivation---------------------------------------------------------------------------------- 8
2.1 Why is motivation necessary? ----------------------------------------------- 8
2.2 Benefits of Motivated Employees ------------------------------------------ -9
2.3 Nature/Features of Motivation ---------------------------------------------11
3. Organisation----------------------------------------------------------------------------- 13
4. Impact of HRP on organisational productivity----------------------------------- 14
4.1 Advantages of Human Resource Planning ----------------------------- 14
6. Case Study ------------------------------------------------------------------------------- 17
7. Conclusions------------------------------------------------------------------------------ 20
8. Bibliography----------------------------------------------------------------------------- 21
2
DECLARATION BY THE STUDENT
We, hereby, declare that the work reported in the L.L.B (Hons.) Project Report entitled
“IMPACT OF HUMAN RESOURCE PLANNING ON ORGANISATIONAL
PRODUCTIVITY” submitted at CHANAKYA NATIONAL LAW UNIVERSITY, PATNA is
an authentic record of our work carried out under the supervision of Ms. Kirti We have not
submitted this work elsewhere for any other degree or diploma. We are fully responsible for the
contents of our Project Report.
Gyanesh Tiwary(2222)
B.B.A L.L.B, 1st year
Semester-1
CNLU,Patna
(Signature of the candidate)
3
ACKNOWLEDGEMENT
We would like to show our gratitude towards our guide Mr. Vijayant, Faculty of Legal Research
Methodology, under whose guidance, we structured our project.
We owe the present accomplishment of our project to our CNLU librarians, who helped us
immensely with materials throughout the project and without whom we couldn’t have completed
it in the present way.
We would also like to extend our gratitude to our friends and all those unseen hands that helped
us out at every stage of our project.
THANK YOU,
GYANESH TIWARY
SEMESTER-1ST
CNLU PATNA
4
INTRODUCTION
“Human resource planning is a process of determining and assuming that the

organization will have adequate number of qualified people available at the
proper time, performing jobs which meets the needs of the enterprise and
which provides satisfaction for the individuals involved”
-Dale S Beach
“Manpower planning involves two stages – the first slope is considered with
detailed planning of manpower requirements for all types and levels of
employees throughout the period of the plan and the second stage is
considered with planning of manpower supplies to provide the organization
with the right types of people from all sources to meet the plan requirement.
-Gordon Macbeth
Human resource planning (HRP) is the continuous process of systematic planning ahead
to achieve optimum use of an organization's most valuable asset—quality
employees. Human resources planning ensures the best fit between employees and jobs
while avoiding manpower shortages or surpluses.
There are four key steps of the HRP process. They include analysing present labour
supply, forecasting labour demand, balancing projected labour demand with supply, and
supporting organizational goals.
HRP helps companies is an important investment for any business as it allows companies
to remain both productive and profitable.
It is the HRP process which helps the management of the organization in meeting the
future demand of human resource in the organization with the supply of the appropriate
people in appropriate numbers at the appropriate time and place. Further, it is only after
proper analysis of the HR requirements can the process of recruitment and selection be
initiated by the management.
5
1. Understanding Human Resource Planning
1.1 What is HRP?
Human Resource Planning (HRP) is the process of forecasting the future human
resource requirements of the organization and determining as to how the existing
human resource capacity of the organization can be utilized to fulfil these
requirements. It, thus, focuses on the basic economic concept of demand and
supply in context to the human resource capacity of the organization.
A process that starts with an organization’s future human resources needs and
defines the path to get there. Defined by Bulla and Scott (1994) as ‘the process for
ensuring that the human resource requirements of an organization are identified
and plans are made for satisfying those requirements.”
It is the HRP process which helps the management of the organization in meeting
the future demand of human resource in the organization with the supply of the
appropriate people in appropriate numbers at the appropriate time and place.
Further, it is only after proper analysis of the HR requirements can the process of
recruitment and selection be initiated by the management. Also, HRP is essential
in successfully achieving the strategies and objectives of organization. In fact,
with the element of strategies and long term objectives of the organization being
widely associated with human resource planning these days, HR Planning has
now became Strategic HR Planning.
Human resources planning allows companies to plan ahead so they can maintain a
steady supply of skilled employees. That's why it is also referred to as workforce
planning. The process is also used to help companies evaluate their needs and to
plan ahead to meet those needs.
Human resource planning needs to be flexible enough to meet short-term staffing

challenges while adapting to changing conditions in the business environment
6
over the longer term. HRP starts by assessing and auditing the current capacity of
human resources.
The challenges to HRP include forces that are always changing such as employees
getting sick, getting promoted or going on vacation. HRP ensures there is the best fit
between workers and jobs, avoiding shortages and surpluses in the employee pool.
To satisfy their objectives, HR managers have to make plans to do the following:
• Find and attract skilled employees.

• Select, train, and reward the best candidates.
• Cope with absences and deal with conflicts.
• Promote employees or let some of them go.
Investing in HRP is one of the most important decisions a company can make. After all, a
company is only as good as its employees. If it has the best employees and the best
practices in place, it can mean the difference between sluggishness and productivity and
can lead to profitability.
1.2 Steps to Human Resources Planning
There are four general, broad steps involved in the human resources planning process.
➢ The first step of human resource planning is to identify the company's current
human resources supply. In this step, the HR department studies the strength of
the organization based on the number of employees, their skills, qualifications,
positions, benefits, and performance levels.
➢ The second step requires the company to outline the future of its workforce. Here,
the HR department can consider certain issues like promotions, retirements,
layoffs, and transfers—anything that factors into the future needs of a company.
➢ The third step in the HRP process is forecasting the employment demand. HR
creates a gap analysis that lays out specific needs to narrow the supply of the
company's labor versus future demand. Should employees learn new skills? Does
7
the company need more managers? Do all employees play to their strengths in
their current roles? The answers to these questions let HR determine how to
proceed, which is the final phase of the HRP process.
➢ The department needs a budget, the ability to implement the plan, and a
collaborative effort with all departments to execute that plan. The goal of HR
planning is to have the optimal number of staff to make the most money for the
company. Because the goals and strategies of the company change over time,
HRP is a regular occurrence.
➢ Current HR Supply: Assessment of the current human resource availability in
the organization is the foremost step in HR Planning. It includes a comprehensive
study of the human resource strength of the organization in terms of numbers,
skills, talents, competencies, qualifications, experience, age, tenures, performance
ratings, designations, grades, compensations, benefits, etc. At this stage, the
consultants may conduct extensive interviews with the managers to understand
the critical HR issues they face and workforce capabilities they consider basic or
crucial for various business processes.
➢ Future HR Demand: Analysis of the future workforce requirements of the
business is the second step in HR Planning. All the known HR variables like
attrition, lay-offs, foreseeable vacancies, retirements, promotions, pre-set
transfers, etc. are taken into consideration while determining future HR demand.
Further, certain unknown workforce variables like competitive factors,
resignations, abrupt transfers or dismissals are also included in the scope of
analysis.
➢ Demand Forecast: Next step is to match the current supply with the future
demand of HR, and create a demand forecast. Here, it is also essential to
understand the business strategy and objectives in the long run so that the
workforce demand forecast is such that it is aligned to the organizational goals.
➢ HR Sourcing Strategy and Implementation: After reviewing the gaps in the
HR supply and demand, the HR Consulting Firm develops plans to meet these
gaps as per the demand forecast created by them. This may include conducting
communication programs with employees, relocation, talent acquisition,
8
recruitment and outsourcing, talent management, training and coaching, and

revision of policies. The plans are, then, implemented taking into confidence the
mangers so as to make the process of execution smooth and efficient. Here, it is
important to note that all the regulatory and legal compliances are being followed
by the consultants to prevent any untoward situation coming from the employees.
2. Motivation
Employee motivation, i.e. methods for motivating employees, is an intrinsic and

internal drive to put forth the necessary effort and action towards work-related
activities. It has been broadly defined as the "psychological forces that determine
the direction of a person's behavior in an organization, a person's level
of effort and a person's level of persistence". Also, "Motivation can be thought of
as the willingness to expend energy to achieve a goal or a reward. Motivation at
work has been defined as 'the sum of the processes that influence the arousal,
direction, and maintenance of behaviors relevant to work settings'." Motivated
employees are essential to the success of an organization as motivated employees
are generally more productive at the work place.
2.1 Why is motivation necessary?
An employee’s motivation is a direct result of the sum of interactions

with his or her manager.”
– Bob Nelson
Employee motivation is a critical aspect at the workplace which leads to the

performance of the department and even the company. Motivating your
employees needs to be a regular routine.
There are companies that sadly fail to understand the importance of employee
motivation. Research shows that many companies have disengaged employees
with low motivation; only 13% of employees are engaged at work
9
There are several reasons why employee motivation is important. Mainly because it
allows management to meet the company’s goals. Without a motivated workplace,
companies could be placed in a very risky position.
Motivated employees can lead to increased productivity and allow an organisation to

achieve higher levels of output. Imagine having an employee who is not motivated at
work. They will probably use the time at their desk surfing the internet for personal
pleasure or even looking for another job. This is a waste of your time and resources.
Note that this is based on one employee. Try picturing the majority of your employees
doing the same thing. This is not a position anybody wants to be in.
2.3 Benefits of Motivated Employees
Employee motivation is highly important for every company due to the benefits that it
brings to the company. Benefits include:
1. Increased employee commitment
When employees are motivated to work, they will generally put their best effort in
the tasks that are assigned to them.
2. Improved employee satisfaction
Employee satisfaction is important for every company because this can lead
towards a positive growth for the company.
3. Ongoing employee development
Motivation can facilitate a worker reaching his/her personal goals, and can
facilitate the self-development of an individual. Once that worker meets some
initial goals, they realise the clear link between effort and results, which will
further motivate them to continue at a high level.
10
4. Improved employee efficiency
An employee’s efficiency level is not only based on their abilities or

qualifications. For the company to get the very best results, an employee needs to
have a good balance between the ability to perform the task given and willingness
to want to perform the task. This balance can lead to an increase of productivity
and an improvement in efficiency.
5. Motivation helps change negative attitude to positive attitude:

Without motivation the employees try to perform minimum activities in the
organisation. But the motivation fills in the desire to perform to their maximum
level. All the resources of the organisation are of no use unless and until the
employees use these resources. The motivated employees make best use of the
resources.
6. Motivation improves performance level of employees:

The motivation improves the efficiency level of employees which means the
employees start performing the job to the best of their ability with minimum
wastage of time and resources because motivated employees always go for best
utilisation of resources. The motivation bridges the gap between the ability to
work and willingness to work and willingness always improves efficiency.
7. Helps in Achieving the Organisational Goal:

The motivated employees always try to achieve the organisational goal and
contribute their best efforts for the realisation of organisational goal as they know
with the achievement of organisational goal only they can achieve their personal
goal. All the employees contribute their efforts in one direction of
accomplishment of goal.
8. Motivation creates Supportive Work Environment:
11
In motivation the relations between superior and subordinates are always

improved. When the employees get their need satisfied or get the recognition and
respect in the organisation then they always offer a supportive hand to superiors.
There is more cooperation and co-ordination in the organisation and all the
employees work with the team spirit.
9. Motivation helps the managers to introduce changes:

The motivated employees show less resistance in accepting the changes according
to changes in the business environment because they know if the changes are not
implemented in the organisation, not only the organisation will lose by this but the
employees also will find it difficult to get their needs fulfilled. Motivated
employees are always supportive and co-operative in accepting changes in the
organisation.
10. Reduction in Employees’ Turnover:

The motivation creates confidence in the employees to get their needs satisfied in
the organisation itself. They always select the alternative to remain in the
organisation and increase their earning rather than leaving the organisation and
increasing their earnings. With motivation the turnovers are less because the
satisfied employees never leave the job.
2.4 Nature/Features of Motivation:
1. Motivation is a Psychological Phenomenon:

Motivation is an internal feeling which means it cannot be forced on employees.
The internal feelings such as need, desire, aspirations etc. influence human
behaviour to behave in a particular manner. For example, desire to have a new
house, respect and recognition, etc.
2. Motivation Produces Goal Directed Behavior:

Motivation induces people to behave in such a manner so that they can achieve
their goal. Motivated person need no supervision or direction. He will always
12
work in desired manner. For example if a person has a motive to get promotion so
he will work efficiently to get promotion.
3. Motivators can be Positive as well as Negative:

To motivate employees managers use various motivators. Some motivators are
positive and some are negative few examples of positive motivators are:
promotion, increment, bonus, respect, recognition, etc. If employee does not
improve his performance with positive motivators then manager uses negative
motivators such as warning, issue of memo, demotion, stopping increments, etc.
Sometimes fear of negative motivators also induces person to behave in a desired
manner.
4. Motivation is a Complex Process:

Motivation is a complex and difficult task. In order to motivate people a manager
must understand various types of human needs. Human needs are mental feelings
which can be measured accurately. If manager measures them accurately then also
every person uses different approaches to satisfy his need. Some get satisfied with
monetary incentives, some with non-monetary, some with positive and some with
negative motivators. So it is not possible to make generalization in motivation.
5. Motivation is a Dynamic and Continuous Process:

Human beings are ever-changing. Human needs are unlimited and go on changing
continuously. Satisfaction of one need gives rise to another so managers have to
continuously perform the function of motivation.
13
3. Organisation
The term Organisation has been defined and interpreted differently by different authors.
It is a process of bringing and uniting people to achieve the objectives of the organisation.
It also implies the grouping of the staff achieve the common objectives.
Haimann viewed that “organising is the process of defining and grouping the activities
of the enterprise and establishing the authority relationships among them.”
In performing the organising function the manager defines, departmentalizes and assigns
so that they can be most effectively executed. Organisation is concerned with the
building, developing and maintaining of a structure of working relationship in order to
accomplish the objectives of the enterprises.
Organisation means the determination and assignment of duties of people, and also the
establishment and the maintenance of authority relationship among these grouped
activities. It is the structural framework within which the various efforts are coordinated
and relate to each other”.
Koontz and O’Donnell explain that “organising involves the establishment of an

international structure of roles by identifying and listing the activities required to achieve
purpose of an enterprise, the grouping of these activities, the assignment of such groups
of activities to a manager, the delegation of authority to carry them out and provision for
co-ordination of authority and informational relationships horizontally and vertically in
the organisation structure.”
Sometimes all these factors are included in the term ‘organisation structure. Sometimes
they are referred to as ‘managerial authority relationship.
14
4. Impact of HRP on organisational productivity
As manpower planning is concerned with the optimum use of human resources, it can be
of great benefit to the organisation, in particular and to the nation in general.
At the national level, it would be concerned with factors like population, economic
development, educational facilities and labour mobility.
At the level of the organisation, it is concerned with requirements, sources of availability,

the welfare of human resources etc.
4.1 Advantages of Human Resource Planning
1. Improvement of Labour Productivity:

Manpower or human resources as a factor of production differs from other factors
of production. As it is subject to its free will, the productivity of labour can be
improved if the workers are kept satisfied.
In other words, just as satisfied workers can be productive, dissatisfied workers

can be destructive. Therefore, through proper human resource planning we can
improve the morale of the labour and improve labour productivity.
2. Recruitment of Qualified Human Resources:

Talented and skilled labour has become a scarce resource especially in developing
countries. Therefore, for the long run survival of the firm, it is essential to recruit
the best labour force through proper manpower planning.
3. Adjusting with the Rapid Technological Change:

With the change in technology, the job and job requirements are also changing.
Therefore, it is necessary to forecast and meet the changing manpower, which can
withstand the challenges of the technological revolution. This can be done only
through effective manpower planning.
15
4. Reducing Labour Turnover:

The labour turnover refers to the mobility of labour out of the organisation due to
various factors such as dissatisfaction, retirement, death etc.
Due to labour turnover, a firm will be losing experienced and skilled labour force.
This loss can be minimized only through efficient manpower planning.
5. Control over Recruitment and Training Cost:

Highly skilled personnel are in short supply and it is very cos.tly to hire, train, and
maintain them. A company has to incur heavy costs in processing the
applications, conducting written tests, interviews etc., and in the process of
providing adequate training facilities. In consideration of these costs, it is
essential to plan carefully in relation to the manpower so as to reduce the
recruitment and training cost.
6. Mobility of Labour:
Today, it is very difficult to maintain the qualified personnel in an organisation as
they will be moving from one job to another in search of better prospects.In a free
society, human beings enjoy unrestricted mobility from one part of the country to
the other.
Therefore, in order to reduce the loss of experienced and skilled labour, every
organisation must have a sound system of manpower planning.
7. It cans Facilitate Expansion Programmes:

In these days of rapid industrial development, every company goes for expansion
of its activities. As a result of the increasing company size, the demand for human
resources also increases. This necessitates proper manpower planning so as to
ensure the continued supply of the required manpower for the firms’ activities.
8. To Treat the Manpower like Real Corporate Assets:

Today it is being increasingly felt by the practicing managers and psychologists
that men in an organisation must be treated like the most significant assets. The
16
productivity of a company can be improved only through manpower planning,

recognizing the significance of the human factor in business. Proper manpower
planning considers the fact that satisfied workers can contribute a lot to the
overall profitability of the firm through improved productivity.
17
5. Case Study
Human Resource Planning RECRUITMENT AND RETENTION

PROBLEMS AT POLYMERS UK
The case
International Polymers is a Minneapolis corporation (the original centre for

research and development) with subsidiaries in a number of countries, including
the United Kingdom. Its ‘value targets’ are to:
● achieve outstanding financial performance;
● achieve customer satisfaction via innovation;
● be a role model in the community;
● be the best specialty chemical company to work for.
The UK Company (Polymers UK Ltd) has been in existence for three years. The
company was established as the base for the European marketing and
manufacturing activities of the parent company. It has taken over responsibility
for the further development of the three products with which it is concerned:
Mycellene (liquid crystal technology), Oledine (electrically conductive polymers)
and Therlastene (thermoplastic elastomers).
Polymers UK is located in Southwell and has just over 650 staff – R&D,
manufacturing, marketing and administrative. An intensive recruitment campaign
has been conducted over the three years in the highly competitive local and
national labour market by the Head of HR and his assistant. It has been possible –
after a great deal of effort – to attract high-quality graduates (mainly materials
scientists), marketing specialists, and production managers and team leaders,
18
thanks to the reputation of the company and the opportunities it provides to

pursue a worthwhile career.
The Head of HR resigned six months ago, as did his assistant. The replacement
Head of HR was alerted to a number of recruitment problems and engaged an
experienced recruitment manager, who was asked to investigate the problems and
recommend solutions. It was emphasized that a persuasive business case should
be made for any proposals.
The recruitment manager found that manufacturing staff (mainly technicians) and
other professional and administrative staff had been recruited with some difficulty
because of the competitive nature of the labour market – the time taken to fill
vacancies had increased from 10 to 12 days over the last year. The time to fill
vacancies for research, technical, managerial and professional staff had increased
even more over the same period – from 9 to 12 weeks. There were too many
unfilled vacancies.
An analysis of labour turnover during the previous 12 months established the

following rates, which she compared with the latest figures from the annual
survey of recruitment, retention and turnover conducted by the CIPD:
Polymers UK CIPD
Previous 12 Last 12 Last year %
Managers/professionals 12.5 14.6 10.5
Administrative, secretarial 14.3 18.8 10.5
And technical
Services, including sale 17.1 19.2 20.0
Manual/craft workers 15.8 17.9 15.3
19
These figures revealed a significant increase in turnover and an unfavourable

comparison with the most recent national figures in each case except one.
Anecdotal evidence obtained from managers indicated that the problems of
retention and the increasing time taken to fill vacancies were beginning to cause
serious problems for the business.
The recruitment manager took a long hard look at the arrangements for
recruitment. Her findings were that:
● The main source of recruits for staff other than graduates and manual/craft
workers had been agencies; the rest was through advertisements and some online
recruitment; manual workers had been recruited through advertisements and job
centres.
● Graduates had been recruited directly from a small number of universities with
good materials science departments – however, their survival rates were poor,
with only 30 per cent of those recruited in the first two years remaining.
● A competency framework and role profiles had been developed for scientific
and technical posts as the basis for structured interviews by HR.
● Line managers made the final choice but had been given no training in
interviewing techniques;
● There was no formal induction programme
● There was no systematic approach to exit interviews.
● Rates of pay appeared to be competitive.
20
● Some management and team leader training had been given by an outside
provider on leadership skills but there was no evidence that it had been followed
up and therefore how effective it had been.
Faced with these results of her analysis the recruitment manager spent some time
thinking about what she should put into her report. Clearly, there had to be
proposals on how to deal with turnover and the time to fill vacancies. It was
equally obvious that the business case for any actions would be enhanced if she
could convey to management some idea of how much labour turnover was costing
the company and therefore how much could be saved by reducing it.
The tasks
1. List the information required to produce an estimate of the cost of labour

turnover, identifying what was already available and what more would be needed.
2. Outline the recommendations you would make.
3. Summarize your business case.
6. Conclusion
Human Resource planning has received considerable attention as a method of linking

strategic organization objectives to human resource programs and policies. A fairly large
body of literature has evolved advocating the use of formal, comprehensive human
resource planning approaches in organisation. The underlying assumption is that human
resource planning applications can have a major positive impact in the area of personnel
cost-effective, employee productivity, and management resource development.
21
7. Bibliography
1.file:///C:/Users/Shubhendu%20Tewary/Downloads/Case_Study_21._Human_Resource_Planni
ng_R.pdf
2.https://www.academia.edu/30628214/Case_Study_21._Human_Resource_Planning_RECRUIT
MENT_AND_RETENTION_PROBLEMS_AT_POLYMERS_UK
3. http://www.shareyouressays.com/knowledge/8-advantages-of-human-resource-planning-in-
hrm-explained/94409
22

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IMPACT OF HUMAN RESOURCE PLANNING ON ORGANISATIONAL PRODUCTIVITY

Impact of Human Resource Planning on Organisational

Gyanesh Tiwary, B.B.A L.L.B(HONS.)

1St semester, roll number-2222

Professor of Human Resource Management

5th Sept 2019

Chanakya National Law University

Decleration by the student -----------------------------------------------------------------2

1. Understanding Human Resource Planning------------------------------------------ 5

1.1 What is HRP----------------------------------------------------------------------5

1.2 Steps to Human Resource Planning---------------------------------------- 6

2.1 Why is motivation necessary? ----------------------------------------------- 8

2.2 Benefits of Motivated Employees ------------------------------------------ -9

2.3 Nature/Features of Motivation ---------------------------------------------11

4. Impact of HRP on organisational productivity----------------------------------- 14

4.1 Advantages of Human Resource Planning ----------------------------- 14

6. Case Study ------------------------------------------------------------------------------- 17

DECLARATION BY THE STUDENT

B.B.A L.L.B, 1st year

(Signature of the candidate)

“Human resource planning is a process of determining and assuming that the

1. Understanding Human Resource Planning

1.1 What is HRP?

Human resource planning needs to be flexible enough to meet short-term staffing

To satisfy their objectives, HR managers have to make plans to do the following:

• Find and attract skilled employees.

1.2 Steps to Human Resources Planning

recruitment and outsourcing, talent management, training and coaching, and

Employee motivation, i.e. methods for motivating employees, is an intrinsic and

2.1 Why is motivation necessary?

An employee’s motivation is a direct result of the sum of interactions

Employee motivation is a critical aspect at the workplace which leads to the

Motivated employees can lead to increased productivity and allow an organisation to

2.3 Benefits of Motivated Employees

1. Increased employee commitment

2. Improved employee satisfaction

3. Ongoing employee development

4. Improved employee efficiency

An employee’s efficiency level is not only based on their abilities or

5. Motivation helps change negative attitude to positive attitude:

6. Motivation improves performance level of employees:

7. Helps in Achieving the Organisational Goal:

8. Motivation creates Supportive Work Environment:

In motivation the relations between superior and subordinates are always

9. Motivation helps the managers to introduce changes:

10. Reduction in Employees’ Turnover:

2.4 Nature/Features of Motivation:

1. Motivation is a Psychological Phenomenon:

2. Motivation Produces Goal Directed Behavior:

3. Motivators can be Positive as well as Negative:

4. Motivation is a Complex Process:

5. Motivation is a Dynamic and Continuous Process:

Koontz and O’Donnell explain that “organising involves the establishment of an

4. Impact of HRP on organisational productivity

At the level of the organisation, it is concerned with requirements, sources of availability,

4.1 Advantages of Human Resource Planning

1. Improvement of Labour Productivity:

In other words, just as satisfied workers can be productive, dissatisfied workers

2. Recruitment of Qualified Human Resources:

3. Adjusting with the Rapid Technological Change:

4. Reducing Labour Turnover:

5. Control over Recruitment and Training Cost:

7. It cans Facilitate Expansion Programmes: