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HR Functions that will be Affected by the MRP System
From a critical point of view, there are several human resource (HR) functions that will be affected by the incorporation and the implementation of this system.
First, I predict that this system will affect the transactional functions of the HR department. Transactional activities include the bookkeeping tasks of an organization (Back, 2011). It is the duty of the HR department to record the attendance of employees, their performance, and so on.
At the same time, the HR also plays a significant role in the maintenance of the records of its employees. However, the MRP system will take up some of the transactional activities of the HR department.
This will make the storage, retrieval, and utilization of this information to be easier and faster hence enhancing the overall effectiveness and efficiency of the firm.
Consequently, I predict that the MRP system will take up some of the traditional functions of the HR department. This includes activities such as planning and selection of employees.
As it has been asserted, the MRP system will play a critical role in the process of planning the resource needs of the firm as well as the scheduling of employees on floor.
Finally, this system will take over the transformational functions of the HR department. This includes activities such as structural realignment and organization change based on the performance of the employees with regards to the mission, goals, and objectives of the organization.
Implementation of Change
Since firms operate in a dynamic environment, change is inevitable (Wideman, 2008; Mantel). However, it is the duty of the HR manager to ensure that its organization views changes from a positive perspective.
Therefore, to ensure that the employees of this organization carry this change successfully, the relevant employees that will be involved in the operation and management of this system will be taught how to use this system.
To some extent, this training might expand to include all the employees of the firm. Consequently, I will suggest that some employees (especially from the HR department) should undergo additional training so that they can gather new skills.
This will ensure that they continue to be productive to the organization despite the fact that the MRP system has taken up some of the activities and duties that were assigned to them.
As it has been asserted, an organization needs to balance between its resources and the goals that it wants to achieve. For instance, this system requires several human resource skills for it to be leveraged successfully into the organization.
Planning is a critical skill that will be required to ensure that this system is successful. It is critical for the HR department to plan the manner in which this system will be utilized, its goals and objectives and the relation that they have with the mission and values of the organization.
Consequently, training is essential to ensure the success of this system. The employees will need to learn how to use this system to realize specific operational goals.
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Finally, analytical skills will be useful especially in determining the actual performance of the system in comparison with the expected performance. This information is critical especially in determining the success rate of the MRP system.
The application of the MRP system requires employees who have the technical skills to ensure that it is operated and managed in an effective and efficient manner.
The organization will therefore have to hire new employees who will be involved in the operation, maintenance, and repair of the system. Based on this fact, I predict that the cost of hiring new employees will impact on the ability of the organization to hire new employees.
This is because the firm will have to spend money in the hiring, recruitment, induction, and paying of the new employees. The productivity level of the firm will also affect the hiring process.
Since the firm wants to enhance the effectiveness and efficiency of its operations using this system, it will be forced to hire the new employees in order to enhance its productivity in the short run and in the long run.
Back, E. (2011). ‘Information management strategies for project management.’ Project Management Journal, 32 (1), 10-19,
Mantel, S. (2011), Project management in practice, John Wiley & Sons, New York.
Wideman, M. (2008). ‘How to motivate all stakeholders to work together.’ Field guide to project management, 2(1) 431-437.