Human Resource Management Article Review

Bibliographic Reference.1 Human Resource planning in a Shore-based Integrated Steel Plant: " A System Dynamics Model" is the article for review. It is a research proceeding written by Dr. KR Divakar Roy and Dr. Saroj Koul found in and published in 2009 in conferences. .The paper consists of 17 pages with references

Introduction.2 The article is written with the focus of understanding both Operations and Technologies Management (OTM) with Human Resources Management (HRM). In other words, it emphasizes how Human Resource planning would have an influence on the productivity of a shore-based integrated steel plant by using the .System Dynamics method The paper is centered to attract the attention of both academician and organizations in a sense that a company can maintain its optimal level of human capital to ensure enhanced efficiency and productivity levels, with a view to containing employees,

redeploying existing surplus through retraining and relocation. Thus, :the purposes of the paper are the following To downsize the manpower within the steel plant•

1 The article can briefly be summarized as an elaboration of a model of Human Resource supply and demand productivity of a shorebased integrated steel plant via the System Dynamics method. The researchers seek to determine the management of operations of a steel plant that uses the one-third of its workers and from which it .can ensure enhanced efficiency and productivity The authors also adopted a computer simulation of the Model that encompass 56 equations among which 13 level variables.To increase executive.non. the researchers have analyzed six types of policies for implementation and forecasting of the organizational behaviour in tune with the desired manpower requirements through the three variables of validation (Total .Executive to executives Ratio○ Manpower Productivity○ Human resource planning is defined in the study as the process by which an organization moves from its current manpower position to desired manpower position. 25 rate variables. The model is simulated for a period of 20 years and :validated through Total Technical Manpower○ Non. As this said. 4 third order call delay variables and 14 auxilliary variables.executive ratio• To improve labour productivity• Summary.

aims at examining the implications if the recruitment is banned :Policy-3 It is assumed that there will not be any recruitment at nonexecutive level to the cadres of assistant technicians.Technical Manpower. In view of the management aim at reducing manpower. .technicians and ministerial staff :Policy-4 In light of the policy by the Indian government.Executive to executives Ratio and :Manpower Productivity).for nonexecutives :Policy-6 It is presumed that the total length of service is reduced by 5 years .various cadres will continue in future also :Policy-2 It is presumed that there will not be recruitment for any cadre. this policy . it has been proposed to study the implications if total length of service is reduced by 5 . Thus.for executives only Findings. Non.1 . Chargemen. the policies are :Policy-1 It is assumed that the present trend with reference to recruitment to .years :Policy-5 It is presumed that the total length of service is reduced by 5 years .

1 The main base of the paper is that the steel plant chosen as scope of study has achieved the highest labour productivity compared to others companies within the same industry. However. The :results highlight the following Total Technical Manpower Among the policies tested.Executive to executives Ratio As far as Non. Due to some gives a solution as contemplated by the management Non. But this policy is not having much impact in reducing the manpower and the viable policy is stopping of recruitment totally for all cadres as . 8 and 2. 1.Executive to executives Ratio is concerned. 4. It can be concluded that Policy-2 is giving the best policy in view of the reduction in manpower. 5. Policy-2 is resulting in the lowest number followed by Policies-3.implement any one of these policies because of practical difficulties Manpower Productivity In regards to manpower productivity. followed by Policies 3. 4.As explained above in the summary. the researchers analyzed each policy under the three dimensions of Total Technical Manpower. Non. 4. the ratios given by these policies are almost identical. 6 and 1. the best result is given by the Policy-2. the implication of reduction in total length of service is considered. 6 achieve its goal Foundations and Contributions. But. the management has to adopt Policy-2 . the . the best ratio is given by Policy-3 followed by Policies-5. Therefore. it may not be practicable to . As the particular steel plant has pulled off competitive advantage.Executive to executives Ratio and Manpower Productivity. 5.

position The authors through their research have brought to table some insights on the factors that underlie increased interest in Human Resource Planning and which might account for the increased attention directed to human resource planning. which also requires a long-term perspective. the authors did not really define the actual HR planning of the steel plant in terms of acquisition. but environmental forces. economic conditions.clear. motivation and maintenance. Second. and its success depends in part on changing the work environment in order to support needed changes in employee behaviors. Clearly. some remarks need to be noted First.2 The article is very comprehensive and the approaches of proceeding with the methodology and presentation of the findings are very . the authors did not present the company current competitive strategies so that one can criticize. when organizations attempt to change their competitive . and a changing work force also need to be considered.and the balance of goods-producing related activities Analysis. training and development. This is because the decision to change strategies requires a long-term perspective. However.authors are curious to know about the factors that have led the company to such . they are also motivated by the uncertainty in terms of efficient operations . Moreover. globalization. new technologies.

M.4 Bora. P. and Mohapatra. 11.strategies. .C. from the research we can conclude that downsizing of manpower both at the executive and non-executive level needs to be carried out so as to improve the productivity and techno-economics of the plant operations and the surplus can be retrained and redeployed in new and existing . and making decisions to enable the organization achieve its objectives. J.K. India Burack.3 HR Planning involves gathering of information. M. 1(2). (1982) Dymosim Package. Finally. (1999) Some Optimization Models for Manpower Planning.resources. 159-171 Niehaus. Thus.facilities as the production capacity of the steel plant is being enhanced Annotated Bibliography. (1988) Models for human resource decisions. they did not emphasize on the future direction of the company such as to know where the Organization wants to go and how it wants to get to that point knowing that the needs of manpower are derived from the corporate objectives of the ...J. making objectives. R. Human Resource . A strategic planning and operational agenda for human . 95-108 . Industrial Engineering and Management Dept. E. IIT Kharagpur. and Human Resources practitioners who prepare the HR Planning program would assist the company to manage its staff strategically. (1988). 63-68 Khoong. C.Information Knowledge Systems Management. 11. H.Organization Conclusion. Human Resource Planning.Planning. business and human resource planning should be fully integrated.