History[ edit ] Antecedent theoretical developments[ edit ] The Human Resources field evolved first in 18th century in Europe. It built on a simple idea by Robert Owen and Charles Babbage during the industrial revolution. These men concluded that people were crucial to the success of an organization.
According to Gorden MacBeath, manpower planning involves two stages. According to Vetter, the process by which management determines how the organisation Manpower planning move from its current manpower position to its desired manpower position.
Through planning, management strives to have the right number and the right kinds of people, at the right places, at the right time, doing things which result in both the organisation and the individual receiving maximum long-run benefit.
It relates to establishing job specifications or the quantitative requirements of Manpower planning determining the number of personnel required and developing sources of manpower.
According to Geisler, manpower planning is the process—including forecasting, developing and controlling—by which a firm ensures that it has the right number of people and the right kind of people at the right places at the right time doing work for which they are economically most useful.
Process of Manpower Planning: It may be rightly regarded as a multi-step process, including various issues, such as: C Formulation of the recruitment plan D Estimating future organisational structure and manpower requirements E Developing a human resource plan A.
Deciding Goals or Objectives: The business objectives have been determined; planning of manpower resources has to be fully integrated into the financial planning. It becomes necessary to determine how the human resources can be organised to achieve these objectives.
For a sound manpower planning it considers as a prerequisite the preparation of a manual of job classification and job description with specific reference to individual jobs to be performed.
Audit of the Internal Resources: The next step consists of an audit of the internal resources. A systematic review of the internal resources would indicate persons within the organisations who possesses different or higher levels of responsibilities. Thus it becomes necessary to integrate into the manpower planning process a sound system of performance appraisal as well as appraisal of potential of existing employees.
Formulation of the Recruitment Plan: A detailed survey of the internal manpower resources can ultimately lead to as assessment of the deficit or surplus of personnel for the different levels during the planned period.
The management must estimate the structure of the organisation at a given point of time. For this estimate, the number and type of employees needed have to be determined. Many environmental factors affect this determination.
They include business forecast, expansion and growth, design and structural changes, management philosophy, government policy, product and human skills mix, and competition. Developing of Human Resource Plan: This step refers to the development and implementation of the human resource plan, which consists in finding out the sources of labour supply with a view to making an effective use of these sources.Welcome To DMDC.
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A consultant is usually an expert or an experienced professional in a. Manpower Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization.
Factors Affecting Manpower Planning: Manpower planning exercise is not an easy tube because it is imposed by various factors such as: 1. It suffers from inaccuracy because it is very difficult to forecast long-range requirements of personnel. 2. Manpower planning depends basically on organisation planning.
chapter manpower planning and development act act 24/, 1/ s.i. / arrangement of sections part i preliminary section 1. short ti. Manager Main Purpose The Assistant Facilities Services Manager reports to General and.