Planning for Human Resources in the 1990s: Development of an Operational Model

Abstract

Today, human resource managers do not have the luxury of operating and performing in a stable, predictable environment as political, social and economic changes are affecting all organizations and their human resource management activities. In particular, the dominant environmental uncertainties combined with recent trends/changes in the socio‐economic climate are having considerable effects on the place and role of human resource planning (HRP). Outlines some of the major issues surrounding the HRP function in the face of the above uncertainties and changes. An operational HRP model designed to incorporate these is proposed and outlined. Suggestions for implementing the model by means of simple spreadsheets or a basic (object oriented) computerized decision support system are also made. A preliminary computerized decision support system, based on the proposed model, can easily be developed. This would prove of great assistance to human resource managers, planners and professionals in the challenging task of personnel planning in the 1990s. Also outlines the various scenarios and procedures required in building the operational model.

Citation

Zeffane, R. and Mayo, G. (1994), "Planning for Human Resources in the 1990s: Development of an Operational Model", International Journal of Manpower, Vol. 15 No. 6, pp. 36-56. https://doi.org/10.1108/01437729410065335