MANPOWER PLANNINGHUMAN RESOURCE PLANNING

A strategy for the acquisition, utilisation,improvement and retention of an enterprises human resourcesMETHODOLOGY1. Forecasting demand2. Forecasting supplyInternalExternal

3. Reconciling supply/demand4. Monitoring manpower utilisation

SOME MANPOWER PLANNING ISSUES1. 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?

5. How does manpower planning link up with:Recruitment?Training?Remuneration?IR?6. What changes in the organisations environment will need reflecting in the manpower plan?

What is the job?: The job is the smallestelement of the organization.DefinitonsTask: 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.

Position: The individuals place in the organization.

Job description: A summary report of information relating to a particular job.

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.

MAIN APPROACHES TO JOB DESIGNRestructuring individual jobJob rotationJob enlargementJob enrichment

Broader organisational approachesDesirable task and job characteristicsAutonomous work groupsManagerial styleManagement of changePeople as agentsQuality circles

JOB DESIGNIdeally a job should:constitute some sort of WHOLE (ie. there should be an identifiable task)be seen as meaninful and WORTH DOINGallow the worker to take DECISIONS within the constraints set by the organisation.

Give direct FEEDBACK to the worker on his effectiveness

Provide REWARDS which are SEEN TO BE FAIR for the inputs involved.