MANPOWER
PLANNING
HUMAN RESOURCE PLANNING
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A strategy for the acquisition,
utilisation,improvement and retention of
an enterprise’s human resources
METHODOLOGY
1. Forecasting demand
2. Forecasting supply
 Internal
 External
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 3. Reconciling supply/demand
 4. Monitoring manpower utilisation
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SOME MANPOWER
PLANNING ISSUES
1. How does manpower planning tie in with
corporate planning?
2. Who should manpower plan?
3. What detail and accuracy are required in
manpower forecasts?
4. Over what period should forecasts and
plans be attempted?
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5. How does manpower planning link up
with:
 Recruitment?
 Training?
 Remuneration?
 IR?
6. What changes in the organisation’s
environment will need reflecting in the
manpower plan?
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What is the job?: The job is the smallest
element of the organization.
Definitons
Task:
A piece of work which can be identified in
terms of its and results or objectives.
Job:
A number of tasks are sufficiently alike to be
groupped together and allocated to as
individual.
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Position:
The individual‘s place in the
organization.
Job description:
A summary report of information relating
to a particular job.
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Person specification:
A statement, derived from the job
analysis process and the job description,
of the characteristics that individual
would need to possess in order to fulfill
the requirements of the job.
Occupation:
A group of similar jobs.
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MAIN APPROACHES TO
JOB DESIGN
Restructuring individual job
 Job rotation
 Job enlargement
 Job enrichment
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Broader organisational approaches
Desirable task and job characteristics
Autonomous work groups
Managerial style
Management of change
People as ‘agents’
Quality circles
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JOB DESIGN
Ideally a job should:
 constitute some sort of WHOLE
(ie. there should be an identifiable task)
 be seen as meaninful and WORTH
DOING
 allow the worker to take DECISIONS
within the constraints set by the
organisation.
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 Give direct FEEDBACK to the worker on
his effectiveness
 Provide REWARDS which are SEEN TO
BE FAIR for the inputs involved.
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