Suchergebnisse

Section 1: Introduction -- Implementation of Strategic Human Resource Planning Applications -- Section 2: General Issues of Strategic Human Resource Planning -- Human Resource Management and Strategie Change: Challenges in Two Deregulated Industries -- Formulating Human Resource Strategies in a Professional Service Firm: A Systemic Approach -- Pay Policy, Organization Strategy and Structure: A Question of "Fit" -- Human Resource Costs and Business Strategy: Striving for Competitive Advantage in the Pharmaceutical Industry -- Section 3: Employee Responses to Organizational Strategies -- What Motivates Technical Professionals to Contribute Their Best Effort and Maintain Their Commitment to Their Organization? -- Employee Responses to Organizational Strategies: The Forgotten Variable in Human Resource Forecasting -- Executive Career Patterns and Organizational Adaptation to Change. -- Section 4: Strategies for Productivity Improvement -- Strategies for Managing Productivity Improvement -- Forecasting the Cost-Benefits of Job Training -- Individual Productivity: A Sourcing Analysis -- Section 5: Forecasting and Turnover Control -- Manpower Requirements Forecasting: A Case Example -- Use of Personnel Flow Models for Analysis of Large Scale Work Force Changes -- New Technology for Controlling Turnover -- Section 6: Work Force Dynamics and Compensation Policy -- A Model to Simulate the Effects of Work Force Dynamics on Compensation Policy -- Decision Information Support for a Comprehensive Retirement System Conversion -- Analyzing the Link Between Compensation and Quit Decisions of Civil Service Employees -- Section 7: Impact of Information Processing on Human Resource Planning -- Current Trends in the Use of Computer Technology by Human Resource Managers -- Deployment of a Micro-based HRMS as a Distributed Information System: H.R. Policy Management Implications and Impact -- About the Editor and Contributors.

The modern organization structure — whether in the public or private sector — is composed of a highly unpredictable resource: people. They enter the organization at different points and bring to it an almost infinite variety of skills. The staffing of an organizational entity, therefore, contains many uncertainties. To reduce the effect of these uncertainties, the authors have developed a sophisticated human resources forecasting system using computer-based modeling and simulation techniques. This model was designed and developed for use in a large branch banking system operating statewide. It is, however, applicable for use in other industries having different organizational structures. The Manpower Planning Quotas model (MPQ) is a tool which permits management to experiment with alternative staffing policies to achieve an optimum level of qualified personnel.