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1 – 10 of over 14000Robert G. Graham and Tuan Chyau
Introduction It has been said that “the human resource is probably the last great cost that is relatively unmanaged”. Since this article was written in 1982, we are aware of the…
Abstract
Introduction It has been said that “the human resource is probably the last great cost that is relatively unmanaged”. Since this article was written in 1982, we are aware of the recognition for, and the implementation of, management and planning for this resource. The new emphasis on the human resource is probably a result of a change in attitude on the part of management.
Roger A. Sawtell and Philip Sweeting
As employment costs and, regrettably, Government interference increase, companies are beginning to recognize the need for a rational manpower policy or strategy to take account of…
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As employment costs and, regrettably, Government interference increase, companies are beginning to recognize the need for a rational manpower policy or strategy to take account of new circumstances. To do this many policies will need a complete re‐think and to make the new policies rational they will need to be based on reliable assessments of present and future manpower needs. This can only be done through the framework of manpower planning.
Manpower planning is defined in terms of the elements of prediction and control, and certain key aspects of these dimensions are identified. It is suggested that there is scope…
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Manpower planning is defined in terms of the elements of prediction and control, and certain key aspects of these dimensions are identified. It is suggested that there is scope for integrating what are essentially quantitative and qualitative approaches to manpower planning. At organisational level, manpower planning activities have certain constraints and these must be considered. The question of personnel movement in relation to the organisation is discussed as a manifestation of organisational behaviour, and certain dimensions of organisational control are considered. It is argued that a consideration of the theoretical and practical contributions of behavioural scientists are essential for manpower planning.
Manpower planning is a key aspect of the human resource management function in organizations. Specifically, manpower planning examines the gap between staff availabilities…
Abstract
Manpower planning is a key aspect of the human resource management function in organizations. Specifically, manpower planning examines the gap between staff availabilities (internal and external to the organization) and staffing requirements (to perform tasks in the organization) over time, and prescribes courses of action to narrow such a gap. Different perspectives in manpower planning have each been studied widely in the past. However, few insights are available on the interactions among these perspectives and the impact of these interactions on the resultant manpower plans. Describes these interactions in the form of decision and feedback loops. From this description, derives an integrated decision support system (DSS) framework for manpower planning. Also presents a methodology for analysis of the manpower planning business process and feasibility assessment of DSS deployment. The system framework and analysis methodology constitute a basis for applications deployment and consultancy undertaken by the author’s institute.
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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…
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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.
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Garth Mangum, Stephen Magnum and MacLeans Geo‐JaJa
In an earlier issue of this journal we compared international experiences in manpower planning at the national level. We offered a matrix of planning approaches (Figure 1), a…
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In an earlier issue of this journal we compared international experiences in manpower planning at the national level. We offered a matrix of planning approaches (Figure 1), a typology of the politico‐economic systems in which such planning has occurred (not repeated here) and a conceptual framework classifying the objectives and approaches of various countries by stage of economic development (Figure 2). We promised a subsequent article drawing lessons from planning experience which might contribute to improving the international manpower planning process. This, belatedly, is that follow‐up article. In it we review the status of manpower planning in developed, newly industrialising and labour‐short, less developed countries (LDCs). Then we report criticisms which have been levelled at national manpower planning in labour‐surplus LDCs, explain what we see to be the reasons for what has been criticised, identify lessons and make recommendations which we believe will skirt many of the problems identified.
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…
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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.
Work which has attracted the label manpower planning has been developed in many separate areas by people using a variety of distinct techniques or disciplines; these have been…
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Work which has attracted the label manpower planning has been developed in many separate areas by people using a variety of distinct techniques or disciplines; these have been applied in widely varying circumstances and on varying time‐scales to classes of people varying appreciably in number, kind and heterogeneity, and with a variety of ends in mind.
To what extent have personnel managersrecaptured their enthusiasm for manpowerplanning, especially recruitment planning, in thelight of projected demographic change in the1990s? A…
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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.
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INTRODUCTION It has become almost mandatory to start a text on manpower planning with a debate on the definition of the subject. (For a good example see Thakur[8].) There is a…
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INTRODUCTION It has become almost mandatory to start a text on manpower planning with a debate on the definition of the subject. (For a good example see Thakur[8].) There is a wide range of opinion and confusion on the topic of what manpower planning is. In this review I will concentrate on describing, collating and appraising the recent work which has been called Manpower Planning and the definition of the subject will therefore be the net coverage of the work reviewed. As an aid to the reader unfamiliar with the subject, the following preliminary definition is offered as a starting point: “Manpower planning is a strategy for matching future manpower numbers and skills with organisational activities”.