The role of human resource planning in producing well-resourced employees to public

  • Received June 4, 2018;
    Accepted July 27, 2018;
    Published October 30, 2018
  • Author(s)
  • DOI
  • Article Info
    Volume 16 2018, Issue #4, pp. 117-125
  • Cited by
    4 articles

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License

The term Human Resource Planning (HRP) can be used to achieve organizational objectives by understanding and planning for employees’ needs in the short, medium and long term in order to deliver desired results. Little research that has been conducted on HRP and most are from the private sector and none to be found in the public sector. This study was conducted in the public institution in South Africa. The literature consulted provides an overview that HRP solves current and future organizational problems by ensuring that the right people are in the right place at the right time. This is achieved by analyzing the current profile of the workforce and comparing it with future needs so that gaps, which need to be filled, can be identified. The paper intended to investigate the extent to which employees are well-resourced to perform their duties in centres of the municipality to the community. The investigation used mixed methods in its data collection. 45 participants participated in responding the self-administered questionnaire and seven participated in one-on-one interviews. The study found that half of employees who are working for the centres of the municipality includes supervisors who lack educational attainments, as they hold only grade 12 and no development was initiated. The study recommended the whole the municipality to establish and implement a promotion policy. All necessary equipment and tools provided were insufficient, as required by the Act, to provide all services to the public.

view full abstract hide full abstract
    • Table 1. Responses on qualifications
    • Table 2. Responses on equipment and tools
    • Table 3. Responses on communication and interactive skills training
    • Table 4. Responses on study encouragement
    • Table 5. Responses on study financial assistance
    • Table 6. Responses on internal training sessions
    • Table 7. Responses on expectations from employees
    • Table 8. Responses on business strategy