Aggregate planning, as a subset of HR planning, opens channels of communication between top management and manufacturing. The production plan summarizes the production resources that are needed to achieve the strategic objectives of the firm. The objectives of HR Production Planning are (a) determining production quotas during each time period in the intermediate time chart, and (b) adjusting employment capacity to meet the production requirements (Zhiwei, Cernich, Meredith, Lanier, 1997). The HR manager has several options available to him or her for making these capacity adjustments:
A good HR program and rational HR policies can expedite a process that is most effective within a service delivery business, since such products and services have manufacturing or delivery characteristics in common. Therefore, HR planning and its ability to expedite production flow are natural additions to the strategic planning mix.
The relationships within the firm are cemented and held in place by strong rituals and methods of compensation, and denial of compensation. The effective manager, therefore, is the one who is always aware of the interlinking nature of these four ˘R÷ factors in the daily course of short-term management. The author then adds the R words, ˘reinforcement÷, ÷recall÷, ˘reach÷, ÷reasoning÷, ÷repetition÷, ÷reconciliation÷ and ˘reinforcement again÷ (pp. 46-49).
Roles, says Mr. Cohen are positions in an ˘organization defined by a set of expectations of any incumbent÷ (p. 36). The roles can either be formal or informal, or have a strong linkage relationship between employees and managers, depending on the individual perceptions of the roles.
Murugesh, R; Devadasan, S.R.; Aravindan, R.; Natarajan, R. (1997) The adoption and modeling of the strategic productivity management approach in manufacturing systems. International Journal of Operations & Production Management. 17:3, 239-255 ,
ickly. This happens because