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Human Resource Planning as an Important Practice to Anticipate Future Human ResourceRequirements of the Organization – Literature review.revenue, sales or production level. Walker(1980) established that human resource planningoccupies an important role to forecast futuredemands of business and environmental factorsin the organization and it also helps to generateand manage the human resource demands asrequired and as conditions depict. Imison,Buchan and Xavier (2009) contended thatgetting the balance right between labour demandand supply is the most common objective ofhuman resource planning.Ulrich (1987) advocated that human resourceplanning is recognized as a source of developmentof organizational functions based on missionsand objectives of the business. Like mostorganizational practices, the effectiveness ofhuman resource planning depends on theperspective within which it is utilized (Walker,1990).Process of Human Resource PlanningHuman resource planning captures all actionsinvolving continuous environmental scanningand reviewing of organizational strategies,objectives, and policies in order to ensure thatthe right quality and quantity of humanresources are available when and where they areneeded.(Randhawa, 2007). Dessler, (2001) opined thathuman resource planning is an ongoing processthat is not static involving many interrelatedactivities which must be modified and updatedas conditions require.Randall (2000) asserted that human resourceplanning involves making an inventory ofcurrent human resources in order to determinethe human resource status, for example, thecurrent size and kind of the human resources aswell as work scope, the inventory involvesexamining the available employees skills andnumber of employees, the experience and agestructure span of control.Harbison (1973) argued that, human resourceplanning consists of various activities whichinclude forecasting human resource requirements,making an inventory of present human resourcesand assessing the extent to which these resourcesare employed optimally, anticipating humanresource problems by projecting present resourcesinto the future and comparing them with theforecasts of requirements to determine theiradequacy and planning the necessary programsof requirements, selection, training anddevelopment, utilization, transfer promotion,motivation, and compensation to ensure thatfuture human resource requirements that areproperly met.Relatively, John (2008) advocated that five stepsprocess is used for creating a linkage betweenhuman resource or workforce planning anddepartmental planning to regulate the currentand future requirements and demands of thehuman resource include determination of businessgoals, environmental scanning, performing gapanalysis, deciding human resource priorities andmeasure, monitor and report the progress.Edwards (1983) discussed three pillars ofmanpower planning which are the prediction ofthe future demand in human resource, theprediction of the future supply of the humanresource and closing the gap between the firstand second pillar and making policies for that.Izueke (2009) pointed that human resourceplanning requires detailed analysis of thepresent and the future to ensure that theorganization has the right number of peopleavailable who possess the right kinds of skills toperform the jobs required by the organizationwhen the work is needed. Butter, (2002) advisedthat it is important to note that the quality ofhuman resource planning depends on personalrecords. Ghazala & Habib, 2012) contended thatthe process of human resource planning shouldensure that, an organization’s employees havethe requisite skills and competencies anenterprise needs for it to succeed.Importance of Human Resource Planning tothe Organization.Armstrong (1992) postulated that theimportance of increasing productivity is one ofthe most critical goals in business and Humanresource planning is essential for the achievementand attainment of this productivity. Parker andCaine (1996) mentioned that it is important fororganizations to have the right number ofmanpower in order to avoid the unwantedsituation such as the issue of shortage andexcess of manpower. Cole (2002) said thathuman resource planning is critical to thesuccess of an Organization’s strategy and planningis tied to the nature of organizations. Reilly(2003) concurred that human resource planningpractices enable a firm to estimate the demandfor labour and evaluate the size, nature, andsources of supply which will essentially berequired to meet the demand. Craft (1980)observed that human resource planning influencesthe calibre and type of applicants who choose toInternational Journal of Research in Business Studies and Management V5 I3 201826

Human Resource Planning as an Important Practice to Anticipate Future Human ResourceRequirements of the Organization – Literature review.join an organization, that firms that practicehuman resource planning are more likely toknow what specific characteristics they are lookingfor applicants and this helps them to increase thequality of decisions. Katua et al (2014) discoveredthat human resource planning strategies canenhance the performance of a firm; that firmsought to develop and document strategies forhuman resource planning with the object ofenhancing both employee and organizationalperformance. Hassan (2003) pointed that failureto properly articulate and implement the threefundamental functions of human resourceplanning which include labour forecast, managingdemand for employees and available supply inmarket and keep a balance between laboursupply and demand predictions will pose a greatproblem to firms in terms of cost and expertisewhich in turns reduce their competitiveness.Walker (1990) narrated that planning for humanresources is more important than ever ascompetitive advantage is sought throughsuperior service, quality, lower costs andorganizational effectiveness; that with increasedemphasis on productivity, quality and service,executives now recognize that attention to thefinancial and technological side of businessmust be balanced by attention paid to planningfor human resources. The need for humanresource planning has become an ever moreimportant aspect of the business planningprocess (Meehan et al, 2002). Aslam et al(2013) elaborated that organizations whichconsider human resource planning as thesignificant and essential part of their humanresource management turn out to be very helpfulin terms of dealing with its human resourcecapital which could possibly make theorganization to standout of the competitionprevailing in the market.A study by Edwards and Pearce (1988) on ahigh technology businesses revealed that humanresource planning is particularly important foremerging, rapid-growth and high tech business.A study conducted by Gifford (2011) on thedevelopment of human resource revealed thatHuman resource planning identifies the skillrequirements for various levels of jobs. A studyby Mursi (2003) revealed that there isasignificant and positive relationship betweenhuman resource planning and organizationalperformance. A study on coping with changeconducted by Bogdan (2012) in the northernprovince of France highlighted that Humanresource planning is important to cope with the27changeassociatedwiththeexternalenvironmental factors. Ogunrinde (2001) examinedthe application of human resource planning andits relationship with organisational performanceand found that organisations engaged in humanplanning performed better than those that didnot. A study by Mildred (2012) on the influenceof Human Resource Management practices onfinancial performance of commercial banks inKenya concluded that the major human resourcemanagement practices that affect the financialperformance of commercial banks includehuman resource planning.A study by Hiti (2000)found that human resource planning has apositive relationship with organizationalperformance. A study by Cakar (2012) revealedthat one of the importance of human resourceplanning is that effective human Resourceplanning fulfils the organization needs for aquality workforce, that a proper human resourceplan reduces labour costs substantially bymaintaining a balance between demand for andsupply of the human resource. Arsad (2012) inhis study of manpower planning effect onorganizational performance found that there is apositive relationship between manpower planningan organizational performance.Moreover, a study by Johne (2009) indicatedthat human resource planning plays an importantrole in organizational performance by providingteam players. A study by Chand and Katou(2007) in their study in the Indian hotel industryrevealed that manpower planning has a strongrelationship to productivity and productivityimpact on organizational performance.A study by Amaratunga (2012) on how humanresource planning can Assuring Adequate stafflevels found that a primary function of humanresources planning is making certain that variouscompany departments have sufficient staff tocomplete all the work required to meet theorganization’s goals. Anya, Umoh and Worlu(2017) studied human resource planning andorganization performance in oil and gas firms inPort Harcourt Nigeria and found that humanresource planning has a strong influence onorganizational performance in forecasting futuredemand of business and environment whichhelps to manage human resource demand asrequired. A study by Ngui et al (2014) on theeffect of employee resourcing strategies on theperformance of commercial banks in Kenyafound that employee resourcing strategies havea significant positive effect on performance ofthe aforementioned banks, that banks shouldInternational Journal of Research in Business Studies and Management V5 I3 2018

Human Resource Planning as an Important Practice to Anticipate Future Human ResourceRequirements of the Organization – Literature review.develop and document strategies for humanresource planning so as to enhance employeeand organizational performance. Leng (2005)examined the importance of human resourceplanning on a construction project and foundthat human resource planning plays a significantrole in improving the project's performance,addressing skilled labour shortages, a transientworkforce, and a lack of effective training andperformance appraisals. Katua et al. (2014)discovered that human resource planningstrategies can enhance the performance of afirm. According to their findings, the scholarsrecommended that firms ought to develop anddocument strategies for HRP with the object ofenhancing both employee and organizationalperformance. Chan et al (2006) advised thatreliable manpower demand and forecasts canprovide a basis for making better decisions foravoiding redundant investments, achievingefficient and balanced growth of an industry andin developing the economy.CONCLUSION AND RECOMMENDATIONBased on the fact that the literature reviewedfocused much on effective supply and demandof manpower, it is vividly that the importance ofhuman resource planning in the organizationcannot be overlooked as the heart oforganization rests on effective human resourceplanning. It is recommended that humanresource managers should continue to value andpractising human resource plannings in theirorganizations because it leads to the effectiveand efficient achievement of the unga, D., Baldry, D., Sarshar, M., &Newton, R. (2012). Quantitative and qualitativeresearch in the built environment; applicationof mixed research approach. Work Study, 51(1),17-31.Anya, C.J.P., Umoh, G.I., & Worlu, G.(2017).Human Resource Planning and Organizationalperformance in Oil and Gas firms in PortHarcourt, International Journal of AcademicResearch, 3(9), 110-129.Anyim, F., Mba, S. & Ekwoaba, J. (2012). Theimperative of integrating corporate businessplan with manpower planning. InternationalJournal of Business and Management, 7(8), 5662.Arsad, M. (2012). Human ResourceManagement Practices and OrganizationalPerformance: A study on Administrators 18][19][20]Universiti Teknologi Mara. (Unpublished MScDissertation). Universiti Utara Malaysia.Aslam, H.D., Aslam, M., Ali, N., Habib B., &Jabeen, M. (2013). Human Resource planningpractice in managing human resource: Aliterature Review. International Journal ofHuman Resource Studies, 3(1), 200-212.Bogdan,R. C., & Biklen,S.K. (2012).Qualitative Research for Education: AnIntroduction to theory and Methods. Boston;Ally and Bacon.Bulla, D.N., & Scott, P.M. (1994). Manpowerrequirement forecasting: A case example in(eds) Ward, TP Bechet & Tripp, HumanResource forecasting andmodeling, TheHuman Resource Planning society, New York.Butter & Lynch. (2002). Human CapitalInvestments and Productivity, AmericanEconomic Review (papers and proceedings) 86,pp263-267.Cakar, F., Bititci, U., & MacBryde, J. (2012). Abusiness process approach to human resourcemanagement. Business Process ManagementJournal, 9, (2), 190-207.Cascio, W. F. (1992). Managing humanresources : Productivity, quality of work life,profits. (3rd ed.). New York: McGraw-Hill.Chand, M., & Katou, A. A. (2007). The impactof HRM practices on performance in the Indianhotel industry. Employee Relations, 29 (6), 576594.Chan, A.P.C., Chiang, Y.H., Mak, S.W.K.,Choy, L.H.T., & Wong, J.M.W. (2006).Forecasting the demand for construction skillsin Hong Kong. Construction Innovation, 6(1),3-19.Choudhury, E. H. (2007). Workforce planningin small local governments. Review of PublicPersonnel Administration, 27(3), 264-280.Cole, G.A. (2002). Strategic Management. (3rdEd.). London and New York.Colley, L. & Price, R. (2010). Where have allthe workers gone? Exploring public sectorworkforce planning. Australian Journal ofPublic Administration, 69(2), 202-213.Craft, J. (1980). A critical perspective onhuman resource planning. Human ResourcePlanning, 3-197-211.Craft, J. (1988). Human Resource Planning andstrategy. In L. Dyer & G. Holder (Eds.),Human Resource Management: Evolving rolesand responsibilities. Washington, DC: Bureauof National Affairs.De Cenzo, D., & Robbins, S.P. (1988).Personnel/Human resource Management.Prentice-Hall, New Jersey.Dessler, G. (2001) .Human Resource Management(7th Ed.). New Delhi: Prentice Hall.International Journal of Research in Business Studies and Management V5 I3 201828

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human resource management under changing conditions. Mursi (2003) postulated that human resources planning is a process of guiding activities related to the human resources management. Human resource planning is a process that put one organization in su