WorldBridgE Commerce

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MANPOWERMANPOWER
PLANNINGPLANNING
HUMAN RESOURCE PLANNINGHUMAN RESOURCE PLANNING

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A strategy for the acquisition,A strategy for the acquisition,
utilisation,improvement and retention ofutilisation,improvement and retention of
an enterprisean enterprise’s human resources’s human resources
METHODOLOGYMETHODOLOGY
1. Forecasting demand1. Forecasting demand
2. Forecasting supply2. Forecasting supply
 InternalInternal
 ExternalExternal

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 3. Reconciling supply/demand3. Reconciling supply/demand
 4. Monitoring manpower utilisation4. Monitoring manpower utilisation

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SOME MANPOWERSOME MANPOWER
PLANNING ISSUESPLANNING ISSUES
1. How does manpower planning tie in with1. How does manpower planning tie in with
corporate planning?corporate planning?
2. Who should manpower plan?2. Who should manpower plan?
3. What detail and accuracy are required in3. What detail and accuracy are required in
manpower forecasts?manpower forecasts?
4. Over what period should forecasts and4. Over what period should forecasts and
plans be attempted?plans be attempted?

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5. How does manpower planning link up5. How does manpower planning link up
with:with:
Recruitment?Recruitment?
Training?Training?
Remuneration?Remuneration?
IR?IR?
6. What changes in the organisation6. What changes in the organisation’s’s
environment will need reflecting in theenvironment will need reflecting in the
manpower plan?manpower plan?

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What is the job?: The job is the smallestWhat is the job?: The job is the smallest
element of the organization.element of the organization.
DefinitonsDefinitons
Task:Task:
A piece of work which can be identified inA piece of work which can be identified in
terms of its and results or objectives.terms of its and results or objectives.
Job:Job:
A number of tasks are sufficiently alike to beA number of tasks are sufficiently alike to be
groupped together and allocated to asgroupped together and allocated to as
individual.individual.

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Position:Position:
The individualThe individual‘‘s place in thes place in the
organization.organization.
Job description:Job description:
A summary report of information relatingA summary report of information relating
to a particular job.to a particular job.

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Person specification:Person specification:
A statement, derived from the jobA statement, derived from the job
analysis process and the job description,analysis process and the job description,
of the characteristics that individualof the characteristics that individual
would need to possess in order to fulfillwould need to possess in order to fulfill
the requirements of the job.the requirements of the job.
Occupation:Occupation:
A group of similar jobs.A group of similar jobs.

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MAIN APPROACHES TOMAIN APPROACHES TO
JOB DESIGNJOB DESIGN
Restructuring individual jobRestructuring individual job
 Job rotationJob rotation
 Job enlargementJob enlargement
 Job enrichmentJob enrichment

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Broader organisational approachesBroader organisational approaches
Desirable task and job characteristicsDesirable task and job characteristics
Autonomous work groupsAutonomous work groups
Managerial styleManagerial style
Management of changeManagement of change
People as ‘agents’People as ‘agents’
Quality circlesQuality circles

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JOB DESIGNJOB DESIGN
Ideally a job should:Ideally a job should:
 constitute some sort of WHOLEconstitute some sort of WHOLE
(ie. there should be an identifiable task)(ie. there should be an identifiable task)
 be seen as meaninful and WORTHbe seen as meaninful and WORTH
DOINGDOING
 allow the worker to take DECISIONSallow the worker to take DECISIONS
within the constraints set by thewithin the constraints set by the
organisation.organisation.

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 Give direct FEEDBACK to the worker onGive direct FEEDBACK to the worker on
his effectivenesshis effectiveness
 Provide REWARDS which are SEEN TOProvide REWARDS which are SEEN TO
BE FAIR for the inputs involved.BE FAIR for the inputs involved.