CHAPTER
ONE
INTRODUCTION
1.1 BACKGROUND OF THE PROBLEM
Manpower planning is
the first and the most important function of management. The essence of
manpower planning involves a critical analysis of the supply, demand, surplus,
shortage and utilization of human resources. It is important to note that the
impact of manpower planning is often taken as the most important resources of
an organization because through it, other resources (material and financial)
are harnessed to meet the need of man and even the overall performance of the
organization itself.
The economic
development of a country depends on the quality and quantity of its resources,
the state of technology and efficient deployment of resources in both
production and consumption process.
Most organizations
today is facing problems because they did not plan for their workforce neither
do they have any systematic human resources management programs that consider
organizational goals.
Planning is the first
and most important function of management. The essence is to prepare for and
predict future events.
One of the major
problems confronting management in any organization is the most effective way
of matching people with jobs. The process by which management attempt to
provide for the human resources or manpower to
accomplish its task
is called “Manpower Planning”.
The concept of manpower planning has been given
different definition by different authors. Malthus and Jackson (1992) see
manpower planning as the process of analyzing and identifying the need for the
availability of human resources so that the organization can meet its human
resources objectives and overall performance.
Griffin (1997) sees manpower
planning as a plan which involves accessing trends, forecasting the supply,
demand for labour and the development of appropriate strategy for addressing
any differences.
Ehegbunna (1992), sees
manpower planning as having the right person in the right number, in the right
place and at the right time.
Olutola (1986), when manpower planning is mentioned,
it generally refers to the projection of future requirement for a given number
of people with specific skill to meet the demand of various sector of the economy.
Ogunniyi (1992), in
handling manpower planning said that it is a concept that involves critical
analysis of supply, demand, surplus, shortage, wastage, and utilization of
human resources for the effective performance of the organization.
Manpower planning is
necessary in all organization because it is required for organizational
effective performance.
Manpower planning helps
management to determine inter-alia;
(a)
Number
of employees
(b)
The
level of experience each must possess
(c)
Their
salary scale
(d)
The
best way to utilize them for the better performance, etc..
It
is good to say that manpower is the power house of any organization, because
the effective performance, success or failure of any organization lies on the planning
of manpower. It is wise to assess all those things that will cause low performance
by manpower in the organization. Because, it is when these problems are noted
that solution to them are provided that one can easily say that there is
industrial harmony or peace in such industry. It will as well extinguish strike
and other ways workers normally use to showcase their grievances which are
detrimental to an organization.
1.2 STATEMENT OF THE PROBLEM
This project
is carried out to examine
the impact of
manpower planning in relation to organizational performance. Despite the
emphasis being laid on effective and efficient manpower planning, an
organization still faces more problems in manpower planning for better
performance.
Below are some
of the e problems;
(i)
There is increase of waste of materials,
time and money in the organization.
(ii)
There
is unnecessary breakdown in organizational operations.
(iii)
There are no clear-cut policies for the
guidance and co-operations of all personnel who are accountable for day to day
executive decision.
(iv)
There are no interpretations of what
each segment of the organization must do so that every function will be integrated
with all related activities and this resulted to gaps and duplications of work.
(v)
There is no established administrative
control in order to assume the attainment of desired performance in conformity
with approved objective, policies and programmes.
(vi)
There is inter-departmental conflict and
this resulted to staff alienation.
(vii)
There is confusion, misunderstanding and
conflict about roles and responsibilities of people employed in the
organization.
1.3 OBJECTIVES OF THE STUDY
The objectives of this study include
among other things;
(i)
To ascertain how previous manpower plan
are used to prepare new manpower plan for the future.
(ii)
To ascertain impact of the
organization’s manpower planning.
(iii)
To verify adequate information needed in
the organization in the manpower planning and development time and skill.
(iv)
To map out enough manpower planning and
development time and skill that will help managers gather sufficient
information that will help them achieve better performance in the organization.
(v)
To ascertain whether adequate financial
resources are provided for the manpower planners.
(vi)
Using manpower planning and development
to arrest the problems of the firms.
1.4
RESEARCH QUESTONS
(i)
Is there a correlation between manpower
planning and performance in manufacturing industry?
(ii)
Is there a significant impact on
manpower planning and manufacturing industry performance?
(iii)
Does manpower planning require adequate
financial resources?
(iv)
Does previous manpower planning serve as
basis in determining the future manpower planning?
1.5
STATEMENT OF HYPOTHESES
For
valid and effective work on this topic, the following key research hypothesis
would be addressed in the course of study.
There
are two types of hypotheses - the Null hypothesis that takes the negative form
and the Directional or Alternative hypothesis that takes the positive form. Let H0 stands for Null hypothesis
and let H1 stands for Alternative hypothesis;
Hypothesis 1:
H0 There is no correlation between manpower
planning and
performance in manufacturing
industry
H1 There is a correlation between manpower
planning and performance in
manufacturing industry.
Hypothesis 2:
H0 There
is no significant impact in manpower planning on
manufacturing industry performance.
H1 There is a significant impact in manpower planning on
manufacturing industry performance.
Hypothesis 3:
H0 Previous manpower planning does not serve
as good basis in
determining the future manpower
planning and development
H1 Previous
manpower planning does serve as good basis in
determining the future manpower
planning and development
1.6
SIGNIFICANCE OF THE STUDY
It
is believed that this study when completed will be beneficial to the
followings;
Firstly, the study will
be of immense benefit to the company under, study –7Up Bottling Company, Idu
Yard, Abuja. It will help them know that they have to consult the previous
manpower planning plan before determining whether to prepare new manpower
planning for effective performance.
Secondly, the study
shall be of great help to managers and supervisors in gathering information
that will help them while planning for the manpower.
Thirdly, this study
will serve as an aid academically to widen the knowledge of the researcher in
the field of business and it will serve as a reference source by future
researchers.
Lastly, this study will
also help the government in making their manpower planning budget estimates on
yearly bases.
1.7
SCOPE OF THE STUDY
It will not be
economically wise to regard the entire manufacturing industry in Abuja as the
case study of the project. Consequently, this study was limited to 7UP Bottling
Company, Idu Yard, Abuja. In the conviction that Idu Yard, Abuja as a main
branch truly represents the firm operationally and administratively. Thus, the
information obtained was based on the answers received from questionnaires with
the staff.
1.8
LIMITATIONS OF THE STUDY
There are problems
encountered by the researcher in the course of generating data for this project
and they are;
(i)
Secrecy
of Respondents: The high rate of secrecy manifested by
respondents in releasing of information as concerns the operations of the
organizations contributed to the limitations of this study.
(ii)
Ignorance:
Ignorance manifested itself in this study, it was most disappointing that even
graduates who occupied responsible posts were among the respondents that needed
a lot of persuasions before they agree to complete the questionnaires.
(iii)
Bureaucratic
Red Tape: The researcher was made to call several times at
the offices of the personnel manager and company secretary for the necessary
permission. It was not an easy task for the researcher to set what was really
needed for the work. But with the help of some staff of the company, the
researcher was able to obtain the necessary information.
(iv)
Finance:
Financial constraint was another problem faced by the researcher in the course
of the study. As a result of the poor state of the economy, costs of almost
everything especially transport had increased drastically. This made the
researcher encounter heavy financial difficulties as a result of insufficient
fund to meet the high cost of stationary and printing of study involved.
(v)
Time:
The time frame within which this work was allowed was quite limited for an
intensive as well as extensive work to be accomplished.
1.9
DEFINITION OF TERMS
Wrong
interpretation or definitions of some principal terms in a study can lead to
wrong understanding or wrong conception of the study. Below are some of the
definitions to some leading terms employed in this study.
Management: This
is a social process entailing responsibilities for the effective and
economical manpower and regulation of the operations of an enterprise.
Decision
Making: This is the manpower planning process which involves
selecting the best course of action for accomplishing stated objectives from
the possible alternatives.
Policies: A
policy is a guide to the actions and decisions of people.
Procedures: A
series of related steps that are to be followed in an
established order to achieve a given purpose.
Rule: A statement that
either prescribes or prohibits action by specifying what an individual may or
may not do in a specific situation.
Productivity: Productivity
is a measure of an enterprise ability to produce more goods and services
with less input (people, materials, money and information) and thus less cost.
Manpower: The
relationship between the outputs of an industrial unit and the input in term of
Labour material and capital etc.
Lay-off: A
situation in which an employer has to suspend or terminate the employment of a
number of workers through lacks of work.
Strike:
A concerted voluntary refusal on the part of a work force, or a part to
continue to work unless the employers concede to their demand.
Over Time:
Hours worked in excess of the contracted number. To encourage employees to work
overtime the rate of payment is higher than basic rat.
Output: this
is all about the quantity of goods produced in the organization through the use
of manpower.
No comments:
Post a Comment