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Values, meanings, and attitudes are deep motivators and controllers of human feelings, thinking, speech and action. In management by values, the primary focus is on developing, maintaining, and ensuring that the organization members have healthy and productive values. In other words the pivotal strategy is to ensure that the culture is strong. The idea is that once this criterion has been satisfied, the empowered employees will be self‐managing and intrinsically motivated to make sure they serve the customers well, productivity and quality are high, and the economic results are sound. Presents a case study of the service company Manpower Scandinavia, where this concept has been implemented practically since 1984. Shows this has led to sustainable practical benefits in terms of a considerable long‐term growth in gross turnover, high customer satisfaction, low employee turnover, virtually nil control in the traditional sense, and high market share. Several of these factors have a direct positive bearing on productivity.

To what extent have personnel managers recaptured their enthusiasm for manpower planning, especially recruitment planning, in the light of projected demographic change in the 1990s? A survey conducted on behalf of the Institute of Personnel Management explores the issue. Its findings are presented and reviewed in the context of the general state of the art at the present time. Although in the private sector a number of major initiatives have been successfully launched in such areas as training and development and competitive restructuring, other areas of manpower planning find only limited support, and the public sector lags behind the rest of the field. There exist a few examples of comprehensive and systematic manpower planning.

Since individual and/or sectional interests are embedded in organisational relations, the meaning and significance of manpower plans will depend very much on the political and career systems of which they are both a condition and a consequence. Manpower planning can never be seen simply as a technical solution to practical problems for insofar as it reflects and reinforces power‐knowledge practices within organisations, it is as much part of the problem as of the solution. The post‐Griffith climate of industrial management in the NHS is leading to the imposition of an artificial consensus through bureaucratic and technicist means, rather than identifying and developing new ways to mobilise the creative collective power of the majority, who at present remain peripheral to, and disinterested in, their organisation.

Despite the interest in manpower planning which grew considerably during the sixties and seventies, there has been continuing doubt about the degree of commitment at organisational level and about the success of any government attempt at planning at national level. But the effective management, utilisation and planning of the human resource within the British economy remains a prime interest for all parties. Manpower planning may appear to be an ephemeral technique, but, if this is so, it is not because the problem it was directed towards has gone away.

This special “Anbar Abstracts” issue of the Health Manpower Management is split into five sections covering abstracts under the following headings: Management tools; Participation/roles; Types of change; Management Implementation.

The growing interest of African governments in their manpower problems, a result of the new and more acute political and social pressures of the 1970s, has led to the hasty introduction of new labour market policy measures, intended to alleviate the problems. The impact of these measures are examined, and the potential for action assessed.

Analysis of manpower demand is important not only at corporate level for corporate planning in human resource, but also at industry level for policy making in higher education. In this paper a regression model is built to estimate the industrial management (IM) manpower demanded by the manufacturing industries in Taiwan by using the reliable data of large firms. In forecasting, the manpower needed by individual firms of different sizes as well as by the whole industry for three education levels, namely, junior college, university and graduate school are estimated. The skill requirements of the IM employees as viewed by the industries are investigated. A three‐factor analysis of variance is conducted to detect differences among the disciplines, industries, and education levels. The results provide some explanation for the economic development of Taiwan. Since the methodology of this paper is very generic, it is readily applicable to other professions in other countries.

The technical term “co‐ordination” has the meaning of systematisation, methodisation, normalisation or adjustment of subsystems, parts, units or activities within a large entirety. The format and means of co‐ordination must therefore depend heavily on the way in which a total system (for example an economic system) is structured and organised, e.g. the kind of typical decision‐making and communication rules and existing distribution of economic and political power and influence across the various parts or subsystems to be co‐ordinated. Co‐ordination in its widest sense can range along a continuum from the one extreme of mere coercion to the other extreme of mere moral suasion. In between lies the grey and somewhat undifferentiated area of co‐ordination instruments such as joint decision‐making, indicative planning, use of advisory bodies, co‐operative agreements or information exchanges to name only a few of these devices commonly used in industrialised nations. The area of active labour market policy or manpower planning is no different in this respect. As concerns the interface of state and enterprise manpower planning we find the use of some form of open or subtle coercion in such countries as the USSR or the DDR and, on the other hand, relatively much reliance on moral suasion in a country like the United States. In between we find the majority of industrialised European countries, who employ a variety of co‐ordination activities and instruments such as, for example, the advisory bodies of the labour ministry and the indicative planning exercises of the planning commissions in France, the range of decision‐making, advisory and consultation bodies within the Swedish Labour Market Board or the somewhat similar structures within the West German labour administration.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

The Navy Nurse Corps is part of a team of professionals that provides high quality, economical health care to approximately 700,000 active duty Navy and Marine Corps members, as well as 2.6 million retired and family members. Navy Nurse Corps manpower management efficiency is critical to providing this care. This paper aims to focus on manpower planning in the Navy Nurse Corps.

The Nurse Corps manages personnel primarily through the recruitment process, drawing on multiple hiring sources. Promotion rates at the lowest two ranks are mandated, but not at the higher ranks. Retention rates vary across pay grades. Using these promotion and attrition rates, a Markov model was constructed to model the personnel flow of junior nurse corps officers.

Hiring sources were shown to have a statistically significant effect on promotion and retention rates. However, these effects were not found to be practically significant in the Markov model. Only small improvements in rank imbalances are possible given current recruiting guidelines. Allowing greater flexibility in recruiting practices, fewer recruits would generate a 25 percent reduction in rank imbalances, but result in understaffing. Recruiting different ranks at entry would generate a 65 percent reduction in rank imbalances without understaffing issues.

Policies adjusting promotion and retention rates are more powerful in controlling personnel flows than adjusting hiring sources. These policies are the only means for addressing the fundamental sources of rank imbalances in the Navy Nurse Corps arising from current manpower guidelines.

The paper shows that modeling to improve manpower management may enable the Navy Nurse Corps to more efficiently fulfill its mandate for high‐quality healthcare.