MANPOWER PLANNING PDF+
manpower planning pdf - Free download as PDF File .pdf), Text File .txt) or view presentation slides online. Manpower planning. Meaning and importance of manpower planning. Manpower planning process. Anticipating manpower needs. Preparing. PDF | Critical examination of fundamental issues that relate to manpower planning, a process through which an organization ensures that it has.
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the right employees in the right job at the right time, so that an organisation can meet its objectives. Manpower Planning or Human. Resource Planning is a. (v) Human resource planning should pave the way for an effective Human Resource Planning (HRP) may be done at different levels and for different purposes. The purpose of this chapter is to describe how human resource planning works, As defined by Bulla and Scott (), human resource planning is 'the.
Meaning of Manpower Planning 2.
Steps in Manpower Planning Process 3. Meaning of Manpower Planning: 1. Designing the interaction between demand and supply: So that worker skills are utilised to the best possible advantage of the organisation and genuine needs and desires of the individual employees are taken into account.
The manpower plan represents a response of the personnel function to ensure that the necessary supply of people is forthcoming to allow the targets to be met. Steps in Manpower Planning Process: The steps in manpower planning are discussed below: 1.
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This includes reviews at both the corporate enterprise level and the business unit level. Forecasting Internal Supply: Once staffing needs have been forecast, managers are in a position to forecast the internal supply of human resources.
The job analysis can be used to write job descriptions and job specifications. A job description is a written statement of job duties and responsibilities.
A job description frequently includes working conditions, and the tools, materials, and equipment used to perform the job. The job analysis may include a human resource audit.
A human resource audit is a listing of the strengths and weaknesses of current personnel. Forecasting External Supply: Once managers have forecast internal supply, they are in a position to forecast external supply. As with forecasting internal supply, this includes a review of skills, abilities, education, experience, and other qualifications needed for the job. If there is a surplus in the organisation, management needs to decide the value of the human resources to the enterprise and if it will carry a surplus until normal turnover and retirements correct the situation.
If there is a huge imbalance and if management cannot tolerate the costs of carrying the surplus personnel then it might resort to involuntary pay cuts, part-time work, early retirements, and terminations.
Alternatively, if there is a shortage of human resources in certain areas, cross training and hiring seem to be the only alternatives. Thus the four stages of the manpower planning process are: 1. An evaluation or appreciation of existing manpower resources.
An estimation of the proportion of currently employed manpower resources which are likely to be within the firm by the forecast date.
Manpower Planning: Meaning, Factors, Objectives and Principles
Adoption of required measures to ensure that the necessary resources are available as and when required, that is, the manpower plan. While stages 1 and 2 are linked with the supply aspect of manpower, stage 3 represents the demand aspect of manpower.
Analysing training and development needs is the final part of a manpower planning effort. Here the questions to be answered are: a How many people need training and development? These are the problems which a personnel manager has to face and solve.
The human resource forecast estimates the number and types of employees the organisation will need over the next one to two years. The forecast also predicts the supply of employees to fill these needs.
Manpower Planning and Organization Design
In predicting supply, the human resource manager considers internal sources, or employees who could be promoted or shifted into the vacant positions, as well as external sources: people currently in school, working for another company, or actively seeking employment. Techniques of Manpower Planning: We have already noted that manpower planning involves forecasting manpower needs, assessing manpower supply and reconciling supply and demand through various personnel-related programmes.
These two factors, in turn, determine the length of the planning horizons, the type and quality of information available to manpower planners and the nature of jobs to be filled. See Fig. Forecasting Manpower Needs Demand : Manpower demand refers the total human resource needs of an organisation for a given time period.
Once the factors affecting the demand for manpower are identified, methods for forecasting can be designed and implemented.
External factors include competition foreign and domestic , the economic climate such as the stock market crash of , laws and regulations and changes in technology. Internal factors include budget constraints, production levels, new products and services and organisational structure. Short-term Forecasting: Short-range forecasts usually grow out of normal budgetary processes. Manpower budgets and projections are generally based on estimates of work-loads production schedules, passenger loads, expansions or contractions in operations.
Conversion ratios that translate workload data into manpower demand estimates may be used for a short-range demand forecast.
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For example, as sales increase by a certain percentage, a manufacturing concern may determine by how much the number of employees in certain departments or divisions must also increase. The use of conversion ratios provides only a rough approximation of the number of employees required and may indicate very little about the types of manpower needed.
It is important for an organisation to carefully define not only the number of workers needed by the entire organisation, but also the type required at various levels, departments and locations. Job analysis information is hopeful in this respect, because it defines the educational, experience and skill requirements of future employees. Training programmes depend upon the extent of improvement in technology and advancement to take place.
It is also done to improve upon the skills, capabilities, knowledge of the workers. Importance of Manpower Planning Key to managerial functions- The four managerial functions, i.
Human resources help in the implementation of all these managerial activities. Therefore, staffing becomes a key to all managerial functions. Efficient utilization- Efficient management of personnels becomes an important function in the industrialization world of today. Seting of large scale enterprises require management of large scale manpower.
It can be effectively done through staffing function. Motivation- Staffing function not only includes putting right men on right job, but it also comprises of motivational programmes, i.
Therefore, all types of incentive plans becomes an integral part of staffing function. Better human relations- A concern can stabilize itself if human relations develop and are strong.
Human relations become strong trough effective control, clear communication, effective supervision and leadership in a concern. Staffing function also looks after training and development of the work force which leads to co-operation and better human relations.
Higher productivity- Productivity level increases when resources are utilized in best possible manner.Steps in Manpower Planning Process: The steps in manpower planning are discussed below: 1.
CJ Fallon. Once the factors affecting the demand for manpower are identified, methods for forecasting can be designed and implemented. Some information for these slides was taken from: Murphy, W. The job analysis can be used to write job descriptions and job specifications. This includes reviews at both the corporate enterprise level and the business unit level. At the moment the airline employs pilots. Internal factors include budget constraints, production levels, new products and services and organisational structure.
All the recruitment and selection programmes are based on manpower planning. External factors include competition foreign and domestic , the economic climate such as the stock market crash of , laws and regulations and changes in technology.