Appropriate Human Resource refers to individuals within the organization who make a valuable contribution to management system goal attainment. This contribution results from their productivity in the positions they hold.


Inappropriate Human Resource refers to organization members who do not make valuable contribution to the attainment of management system objectives.

For one reason or the other, they are ineffective in their jobs.


Productivity in all organizations is determined by how human resources interact and combine to use all other management system resources. Such factors as background, age, job related experience, and the level of formal education all play a role in determining how appropriate the individual is for the organization.




To provide appropriate human resources to fill both managerial and non managerial openings, managers follow 4 sequential steps:


  1. Recruitment
  2. Selection
  3. Training
  4. Performance Appraisal




Recruitment is the initial attraction and screening of the supply of prospective human resources available to fill a position.


Its purpose is to narrow a large field of prospective employees to a relatively small group of individuals from which someone eventually will be hired.


To be effective, recruiters must know the following:


  1. The Job they are trying to fill
  2. Where Potential human resources can be located
  3. How the law influences recruiting efforts.




Recruitment activities must begin with a thorough understanding of the position to be filled so the broad range of potential employees can be narrowed intelligently.


The technique commonly used to gain the understanding of the job is Job Analysis.

Job Analysis is aimed at determining a Job Description ( the activities a job entails) and a Job Specification (the characteristics of the individual who should be hired for the job).




Besides a thorough knowledge of the position the organization is trying to fill, recruiters must be able to pinpoint sources of human resources.


Since the supply of individuals from which to recruit is continually changing, there will be times when finding appropriate human resources will be tougher than some other times.


Human resource specialists in organizations continually monitor the labour market so they will know where to recruit suitable people and what kind of strategies and tactics to use to attract job applicants in a competitive marketplace.


Sources inside the Organization:


The pool of employees within the organization is one source of human resources. Some individuals who already work for the organization may be well qualified for an open position.

Some lateral movements do happen, but most of the times, internal movements are promotions.


Advantages of Promotion:


          Building Employee Moral

          Encouraging employee to work order

          Inspiring Employees to stay longer


Human Resource Inventory:


Human Resource Inventory consists of information about the characteristics of organization members. This focuses on the past performance and future potential and the objective is to keep management up to date about the possibilities for filling a position from within.


This inventory should indicate which individuals in the organization would be appropriate for filling a position if it becomes available.


Walter S. Wikstrom proposed that organizations keep 3 types of records that can be combined to maintain a useful human resources inventory.


Management Inventory Card

It includes both an organizational history of the employee and cues on how she might be used in the future. It can include details like :

      • Age,
      • Year of Employment,
      • Present Position,
      • Duration of current Posting,
      • Performance Ratings,
      • Strengths and Weaknesses,
      • Positions to which the employee can be moved,
      • By when would she be able to take the new role,
      • What new training and development required for the same.

Position Replacement Form


This record focuses on position centred information rather than people centred information. The position information form is helpful in determining what would happen to a present position, if the current incumbent is moved to some other post or leaves the organization.


Management Manpower Replacement Chart


This Chart presents a composite view of the individual’s management considers significant for human resource planning.


The current incumbent’s performance rating and promotion potential  can be easily compared with those of the other employees when a company is trying to determine which individual would most appropriately fill a particular position


All these 3 forms together help the management answer the questions:


  1. What is the organizational history of an individual and what potential does the person possess?
  2. If a position becomes vacant, who might be eligible to fill it?
  3. What are the merits of one individual being considered for a position compared to those of another individual under consideration?




Succession planning is the process of outlining who will follow whom in various organizational positions.



Sources outside the Organization


      Various Sources include:

  1. Competitors
  2. Employment Agencies
  3. Readers of Certain Publications
  4. Educational Institutions



            There are several advantages to luring human resources away from competitors including:

·         The individual knows the business

·         The competitor will have paid for the individual’s training up to the time of hire.

·         The competing organization will probably be weakened somewhat by the loss of the individual.

Once hired, the individual will be a valuable source of information about how to best compete with the other organization.