Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/21838
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dc.contributor.authorJha, Jatinder Kumar-
dc.contributor.authorSingh, Manjari-
dc.date.accessioned2019-05-14T03:14:00Z-
dc.date.available2019-05-14T03:14:00Z-
dc.date.issued2017-
dc.identifier.citation1. Jha, J.K., & Singh, M. (2017). Human resource planning as a strategic function: Biases in forecasting judgement. International Journal of Strategic Decision Sciences, 8(3), 120-131. doi: 10.4018/IJSDS.2017070106en_US
dc.identifier.urihttp://hdl.handle.net/11718/21838-
dc.description.abstractThis paper explores the strategic importance of human resource (HR) planning and the various techniques employed by organizations to attract talent and thus to gain a competitive edge. In this paper, the authors have tried to explore the various biases that come into play when supervisors forecast for human resources. Backed by research, the paper recommends the integration of line managers with HR managers and their participations in strategic planning to enable the HR managers to gain valuable insights for HR planning. The paper further suggests that though biases cannot be ruled out completely but they can be controlled by providing relevant training to the HR and line managers to forecast dynamics. Further, the judgement of the line managers could be complemented with other forecasting techniques to make the process more reliable.en_US
dc.publisherIGI Globalen_US
dc.subjectBiasesen_US
dc.subjectHR Planningen_US
dc.subjectLine Managersen_US
dc.subjectStrategic Functionen_US
dc.titleHuman resource planning as a strategic function: Biases in forecasting judgementen_US
dc.title.alternativeInternational Journal of Strategic Decision Sciencesen_US
dc.typeArticleen_US
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