“EFFECTIVENESS OF MANPOWER

PLANNING AND ITS PROCESS”

IN THE FINAL SUBMISSION OF DRAFT IN THE SUBJECT OF-

HUMAN RESOURCE MANAGEMENT

SUBMITTED TO- SUBMITTED BY-

Ms. KIRTI NAME- ARIDAMAN RAGHUVANSHI
TEACHER ASSOCIATE ROLL NO. 2013
COURSE- BB.A LL.B (Hons.)
SEMESTER-1ST

1
 Contents
INTRODUCTION ....................................................................................................................................... 5
HUMAN RESOURCE MANAGEMENT ................................................................................................... 6
MANPOWER/ HUMAN RESOURCE PLANNING.................................................................................... 6
EFFECTIVE UTILISATION OF HUMAN RESOURCE ................................................................................ 7
2. MANPOWER PLANNING (PART I) ........................................................................................................ 8
ORIGIN OF MANPOWER PLANNING ................................................................................................... 8
Meaning and definition of man power planning ................................................................................ 9
OBJECTIVES OF MANPOWER PLANNING ............................................................................................ 9
IMPORTANCE OF MANPOWER PLANNIG .......................................................................................... 10
3. MANPOWER PLANNING (PART II) ..................................................................................................... 11
ADVANTAGE OF MANPOWER PLANNING ......................................................................................... 11
DISADVANTAGE OF MANPOWER PLANNING ................................................................................... 11
MANPOWER PLANNING PROCESS .................................................................................................... 12
TYPES OF MAN POWER PLANNING ................................................................................................... 13
Methods of man power planning ..................................................................................................... 14
Ingredients of sound manpower planning ........................................................................................ 15
4. MANPOWER SYSTEM ........................................................................................................................ 15
MANPOWER SYSTEM ........................................................................................................................ 16
5. MANPOWER PLANNING (PART III) .................................................................................................... 16
INFLUENCES OF MANPOWER PLANNING--WASTAGES..................................................................... 18
INFLUENCES OF MANPOWER PLANNING – LABOUR UTILISATION................................................... 18
Problems and limitations of man power planning............................................................................ 19
THE NEED FOR MANPOWER PLANNING ........................................................................................... 19
6. SUMMARY AND CONCLUSION .......................................................................................................... 21
7. BIBLIOGRAPHY .................................................................................................................................. 22

2
 DECLARATION BY CANDIDATE

I, hereby, declare that the work reported in the B.B.A., LL.B (Hons.) Project Report entitled
“EFFECTIVENESS OF MANPOWER PLANNING AND ITS PROCESS” submitted at
Chanakya National Law University is an authentic record of my work carried out under
supervision of Ms. KIRTI. I have not submitted this work elsewhere for any other degree or
diploma. I am fully responsible for the contents of my project report.

SIGNATURE OF CANDIDATE

NAME OF CANDIDATE: ARIDAMAN RAGHUVANSHI

CHANAKYA NATIONAL LAW UNIVERSITY

3
 ACKNOWLEDGEMENT

I would like to thank my faculty Ms. KIRTI whose guidance helped me a lot with structuring
my project.

I owe the present accomplishment of my project to my friends, who helped me immensely

with materials throughout the project and without whom I couldn’t have completed it in the
present way.

I would like to extend my gratitude to my parents and all those unseen hands that helped me
out at every stage of my project.

THANK YOU

NAME: ARIDAMAN RAGHUVANSHI

ROLL NO: 2013

SEMESTER: 1st

4
 INTRODUCTION

I. Introduction

Human resource is the most important asset of an organization. The planning of manpower
ensures adequate supply, proper quality and quantity as well as effective utilization.
Manpower planning is the process by which management determines how an organization
should move from its current manpower position to its desired manpower positions through
planning, management, strives to have the right place at the right time to do the things that in
both the organization and the individual getting long time benefits. Manpower has to be
wisely exploited for the steadfast growth of an economy. This is the reason why there is
Ministry of Human Resources. The aim is to implement plans to utilize the human resources
available throughout the country for their growth and country’s Development. This is given
as much an importance as any other discipline as economics, psychology, law and public
administration, industrial relations, computer science and operations research. All the
disciplines stated above are themselves in a tremendous state of flux. Manpower planning
requires a keen study. This has necessitated the coming up of a lot of literature. New ways
and means are suggested for optimum usage of manpower through Economics, Operations
Research and Mathematical Models. Research is going on in every field for their growth and
manpower planning does not lag behind.

THE CONCEPT OF HUMAN RESOURCES

It is a necessity that the strategic approach to human resources issues to be addressed in

modern organizations. Changing internal and external environmental conditions and new
problems emerging and complex understanding of management-organization is the most
important source of competitive advantage, management must not forget to give strategic
importance to man. Into almost every part of the world as a result of globalization,
operations, growth, downsizing, mergers, restructuring and corporate responsibility as the
lives in the process, introduced concepts such as active and working every day to try a new
technique in the management of human resources in organizations, human resource
management is becoming a very big importance and priority. Managers with strategic
decisions and practices focus on results and it should reflect the thoughts and actions

5
HUMAN RESOURCE MANAGEMENT

Although it was commonly accepted that human resource practices had formally started with
industrial revolution, the fact is that the roots of human resource management lie deep in the
past. Just as the employees who shared the tasks that have to be done in modern
organizations, humans in ancient societies also, divided work among themselves. So it can be
said that division of labor has been practiced since prehistoric times. Tasks were allocated
according to skills such as the ability to find food or plants, track animals or cook (Anyadike,
2007). But the major contribution to the development of the human resource management
systems is provided by industrial revolution in the 1800. Human resource management in the
1980s brought managerial scholars to the link between the management of people and
performance. A number of attempts were made to put empirical facts with the theoretical
bones of the knowledge based firms and the specific HRM views concerning how the systems
on human resource practice, which can make an increment on the organizational
performance. Today, operating organizations continue their existence for different goals.
Armstrong (2006) also stated the aims of HRM and defined these aims in a similar way. A
common point emphasized by these researchers is obtaining organizational goals through the
employee.

MANPOWER/ HUMAN RESOURCE PLANNING

Human resources planning is defined as the process of assessing an organisation’s human

resources needs in the light of organisational goals and changing conditions and making plans
to ensure that a competent, stable workforce is employed. The actual planning process will
vary a great deal from organisation to organisation. However, Walker (1992) pointed out that
for some companies, human resources planning is essentially management succession and
development planning. For others, it is the staffing process which includes forecasting and
planning for recruitment, deployment, development and attrition of talent in relation to the
changing needs of the organisation. Walker further opined that, effective human resources
planning is a process of analysing an organisation’s human resources needs under changing
conditions and the development of the activities necessary to satisfy those needs. He views
human resources planning as a two-step processes, planning as they pertain to all aspects of
personnel management.

6
EFFECTIVE UTILISATION OF HUMAN RESOURCE

Effective and efficient managing of staff requires a broad process called known as human
resource planning. It constitutes one of the major strategies to enhance and improve work
performance, this it does by removing deficiencies and preventing deficiencies from
occurring. Human resource planning helps the organisation to tap efficiently talents which
will help to integrate both the individual and organisational goal. This will consequently
minimise some of the problems associated with low productivity, absenteeism and labour
turn- over. A good human resource planning must respond appropriately to the rapid changes
in the society and must go beyond forecasting to all aspects of Personnel Management.
Determination of Manpower Requirements Manpower requirement are determined by
comparing the supply against the predicted demand and looking for manpower In future

AIMS AND OBJECTIVES:

The researcher aims to fulfill below objectives through this project:

 The main aim of this project is to study the effective use of manpower planning
 To study the methods and techniques adopted by organizations to have an
effective manpower planning.

HYPOTHESIS

‘Hypothesis’ is derived from two words: ‘hypo’ means ‘under’, and ‘thesis’ means an ‘idea’
or ‘thought’. Hence, hypothesis means an ‘idea’ underlying a statement or a proposition.

The Hypothesis for this project is 'Effective ways and methods of man power planning’.

RESEARCH METHODOLOGY

The researcher will be relying on Doctrinal method of research to complete the project

7
 2. MANPOWER PLANNING (PART I)

ORIGIN OF MANPOWER PLANNING

Towards the end of the eighteenth century Morton (1969) Mehlmann (1980) developed an
optimal recruitment and transition strategy for manpower systems using dynamic
programming recursion with the objective of minimizing a quadratic penalty function which
reflects the importance of correct manning of each grade under preferred recruitment and
transition patterns. During the first part of 20"' century, the focus in human resource planning
was on the hourly production worker for increasing efficiency with the need to improve
productivity and to introduce greater objectivity to personnel policies. In the 60s, prevailing
view of manpower planning was that tourism industry forecasted their needs, identified the
gaps between what could be needed and what was available. Manpower planners planned for
recruitment, selection and placement of new employees, provided for training and
development and anticipated necessary promotion end transfers. During 80s, human resource
planning, the employees desire for participation in decisions that affected their work and
careers become stronger. In 90s' concepts in vague were job sharing, reduced working hours,
flexibility of time, significant reshaping of work and work customs, job design, job
enrichment, empowerment, total quality management and business process re-engineering..
Lane and Andrew (1995) also developed a lognormal model in which the distribution of
wastage was related to length of services and proposed two methods of analysis. Cohort
analysis, in which the wastage characteristics of an initial homogeneous groups are observed
over longer periods of time; census analysis in which two sample points in time are used to
determine the wastage rates. As alternative, approach to manpower planning is based on
optimization theory. The theoretical foundations of the optimization approach have been
developed in Holt et al. (2009). Noel et al (2004) viewed that organizations should carryout
manpower planning so as to meet business objectives and gain an advantage over their
competitors. To do so, organizations need a clear idea of the strengths and weakness of their
existing internal labour force. They also must know what they want to be doing in future as
well as have a clear vision of how much they want the organization to grow. andeventually to
population census.

8
MEANING AND DEFINITION OF MAN POWER PLANNING

Man power planning is defined by Vetteras:“the process by which management determines

how the organization should move from its current manpower position to its desired
manpower position.”Through planning, the management strives to have the right number and
right kind of people, at right places, at the right time, doing things which result in both the
organization and the individual receiving maximum long run benefit.

According to Gordon MacBeath, manpower planning involves two stages. The first
stage is concerned with the detailed “planning of manpower requirementfor all types and
levels of employees throughout the period of plan.,” and the second stage is concerned with “
the planning of manpower supplies to provide the organization with the right type of people
from all sources to meet the planned requirements.”

The selection of suitable candidates on the basis of their skill-set and requirements of the job
is known as manpower staffing.

OBJECTIVES OF MANPOWER PLANNING

According to Geisler (1967), one of the objectives of manpower plan for a manager is Its
utility as a planning and control techniques

a) Accurate Estimates of manpower requirements:

The most important object of manpower planning is to make as far as possible correct
estimates of future manpower requirements. The technique of forecasting is very helpful in
selecting right type of man for the right type of job. Additional jobs are created by retirement,
retrenchment, discharge, demotion and separation etc. Forecasting also helps in minimising
labour costs.

b) Helpful in Recruitment and Selection: Humanresource or manpower management is

immensely helpful in the process of recruitment and selection also. It brings down the
recruitment and selection costs by pursuing sound procedures of recruitment and selection.

c) Achieving and maintaining Production Level:Manpower planning helps in achieving

and maintain production level in an organisation. There is reduction in labour turnover,
absenteeism and accidents etc. These industrial hazards are properly estimated by manpower

9
management. These estimates in advance are helpful in maintaining desired production
levels.

d) Establishing corporate goals and objectives

Senior managers define objectives for the organization for the next 5-20 years. These
objectives are broad statements that establish goals the organization will achieve

Other objectives of manpower planning is to ensure optimum use of human resources in an

organization to cope with the technology development and modernization, ensure higher
labour productivity and most of all to ensure career planning of every employee of the
organization and making succession programmes.

IMPORTANCE OF MANPOWER PLANNIG

1. Key to managerial functions- The four managerial functions, i.e., planning,

organizing, directing and controlling are based upon the manpower. Human resources
help in the implementation of all these managerial activities. Therefore, staffing
becomes a key to all managerial functions.
2. Efficient utilization- Efficient management of personnels becomes an important
function in the industrialization world of today. Seting of large scale enterprises
require management of large scale manpower. It can be effectively done through
staffing function.
3. Motivation- Staffing function not only includes putting right men on right job, but it
also comprises of motivational programmes, i.e., incentive plans to be framed for
further participation and employment of employees in a concern. Therefore, all types
of incentive plans becomes an integral part of staffing function.
4. Better human relations- A concern can stabilize itself if human relations develop
and are strong. Human relations become strong trough effective control, clear
communication, effective supervision and leadership in a concern. Staffing function
also looks after training and development of the work force which leads to co-
operation and better human relations.

10
 3. MANPOWER PLANNING (PART II)

ADVANTAGE OF MANPOWER PLANNING

a. Key to managerial functions:- the four managerial functions, i.e. planning, organizing,
directing and controlling are based upon the manpower. Human resources help in the
implementation of these managerial activities. Therefore, staffing became a key to all
managerial function.

b. Efficient utilization:- efficient managerial personnel became an important function in the

industrialization world of today setting of large scale enterprises requires management of
large scale manpower. It can be effectively done through staffing function,

c. Motivation:-staffing function not only includes putting right men or right job, but it only
or also comprises of motivation programmes, i.e. incentives plans to be framed for further
participation and employment of employees in a concern. Therefore all types of incentives
plans became an integral part of staffing function,

d. Better human relation:- a concern can stabilize itself if human relation develop and are
strong. Human relations became strong through effective control, clear communication,
effective supervision, and leadership in a concern. Staffing function also looks after training
and development of the force which lead to cooperation and better human relation.

DISADVANTAGE OF MANPOWER PLANNING

Although human resource planning comes with so many advantages, it can also have some
disadvantages, which sometimes prevent some organizations from engaging in it. Some of the
disadvantages associated with human resource planning include the following:

Human resource planning can be quite expensive for some organizations to engage in. The
sheer cost involved in HR planning can be quite unbearable for some organizations –
especially the cash-strapped businesses. In addition to money, businesses also invest a great
deal of time towards human resource planning. Sometimes companies simply do not have the
amount of time or money needed to be invested into human resource planning.

11
Another disadvantage of human resource planning is that the time and effort used in
retraining employees could have been used by the employees to offer services or produce
more goods. In the short run, human resource planning can sometimes be unproductive. This
however, is not the case in the long run.

The risk of too much planning is another issue that sometimes plagues human resource
planning. Too much planning comes about when planning is done so excessively it becomes
counterproductive to the company or organization.

MANPOWER PLANNING PROCESS

This process entails consideration of several steps with relevant input before the manpower
demand can be arrived at, on one hand or other, identification of the sources of supply to
meet this demand taking into account the several constraints;

a. The mission and vision of the organization: The organization should be clear about it
mission and objectives. The manpower planning must be integrated with other business
policies such as profitability; production would certainly effect the manpower planning.

b. The Strengths, Weakness, Opportunities, and Threat (SWOT): After organization has fixed
the goals and objectives, the next step is the corporate assessment. The organization now
begins to analyze its goals, current strategized, external environment, strengths and weakness,
opportunities and threat (SWOT) to know whether they can be able to achieve with the
current human resources.

The SWOT analysis serves as the link between the organizations such go to meet its
Objectives.

 Problems in manpower planning

The following are some of the problems associated with manpower planning.

a. Resistance from employees and trade unions resist manpower planning, they feel that this
planning increase their overall workload and regulate them through productivity bargaining.
They also feel that it would to wide spread of Significance of Manpower Planning For
Effective Utilization of Human Resources in an unemployment, especially of unskilled
labour.

12
b. Expensive and time consuming Manpower planning is an expensive and time consuming
process. Employees may resist manpower planning feeling that it will increase the cost
manpower.

TYPES OF MAN POWER PLANNING

Manpower planning can be of two type: short term and long term

Short term man power planning

This planning is done to find a temporary match between the existing individuals and
the existing jobs. It aims at quick removal of anomalies in posting and placements. The steps
are as follows;
1) The step one is to identify the weak and strong incumbents. Weak incumbents are
those whose skills fall short of their job requirements. Similarly strong incumbents are
those whose skills far exceed their job requirements
2) The second step is to set the above anomalies right. In the case of weak incumbents
this can be done by:
 Assigning difficult parts of their jobs to others
 Improving them through short – term training or counseling and
 Replacing them by other individuals
3) the final step is to think of persons who can be additional charge of posts falling
unexpectedly vacant due to sudden death , resignation or transfer of the original
incumbent
Long term man power planning:-
This planning is done to find a proper match between the future jobs and their future
incumbents. The steps involved are as follows:
1) The first step is to determine the requirements of man power for a particular period.
This is done by making forecasts. Forecasts of future manpower requirements can be
made for a period of 2 to 5 years
2) The second step is to ascertain the existing number of rank and file workers in each
section, department and unit and to compare it with the requirement number. In case
of managerial personnel, their existing number should be worked out for each of the
following four categories:

13
  promotable
 not promotable
 not retainable( i.e to be replaced)
 about to retire
3) The final step is to determine the need for and the kind of training which must be
given to the existing and new employees.

METHODS OF MAN POWER PLANNING

1. Normative method:
Is the l;common detecting the manpower or support services . This is based
on the norms developed by the government or professional bodies which are to be
used as guidelines in determining the manpower requirement – qualitative and
quantitative for an institution
2. Epidemiological or disease method
This is based on the present and projected disease condition. Keeping in view
the nature of disease in the Community and the changes in disease pattern in future ,
the institution may plan the health care services.
3. Resource availability method
It is based on the financial and other resources available in the institution or
programme. these could be the change in the financial resources , physical resources ,
transport , equipment and other related resources.
4. Qualitative and Quantitative health care service available:
This method is based on the factor of Qualitative and Quantitative health care
available in the community. If there is large number of private practitioner available
in another hospital of the community, the nature of the service to be provided by the
institution would be affected and there by the quality and quantity of manpower
required.
5. Population growth
It is based on the fact that to meet the growing demand of either through
growth of population or through the awareness of better health needs by the
population , there is an increased demand for health service.

14
 6. Objective and commitment of the institution

It is based on the objectives and the commitment of institutions which would affect the
qualitative and quantitative aspect of manpower required.

INGREDIENTS OF SOUND MANPOWER PLANNING

organizational
planning and
development
Personnel
research and Staffing and
review training

Management/ Ingredients
staff relations of sound
manpower career
development
planning;-

Morale and
motivation Fair, sound
and effective
terms of
Personnel employment
records

4. MANPOWER SYSTEM

15
MANPOWER SYSTEM

Once the corporate objectives, strategies and plans are outlined, the directions are filtered
down to the business units and departments, involving all levels of management in the
organizational planning process.

The business units management and departments management work closely with the HR
management to determine the people requirements to achieve their objectives.

Manpower planning has five essential elements:

* Analysing the current manpower resource

* Reviewing employee utilization
* Forecasting the demand for employees
* Forecasting supply
* Developing a manpower plan

While these can be seen as sequential steps, in practice thinking about manpower can begin
with almost any of these. This is what makes manpower planning a dynamic process. For
instance, a manufacturing function might want to introduce new machinery that will do a job
to a better standard and more quickly.
The other point that the two examples highlight is that planning can have a short, medium,
and long-term aspect. The long term is necessary to provide a framework for managing broad
trends. Long-term planning should be done regularly and systematically, and plans kept under
review. The short to medium term, however, is what matters to most managers.

5. MANPOWER PLANNING (PART III)

16
KEY INFLUENCE ON MANPOWER PLANNING

INDICATORS

Analysing the current manpower resource

Analysis and investigation
Internal labour
Market
Turnover Cohort analysis
Profiles
Skills audit
Succession
Manpower system
Organization
Assessment
Performance
Productivity

INFLUENCES OF MANPOWER PLANNING-CURRENT STATUS

The starting point for planning is to have proper records of existing employees. Basic records
cover:

* Personal data - including date of birth (age), qualifications, special skills, and training
record

* Position data - including current job and work history in the organization

* Financial data - including current pay, how this is made up (for example, overtime and shift
premier), incremental scale, and pension rights.

17
INFLUENCES OF MANPOWER PLANNING--WASTAGES

*Employee turnover, using data on joiners and leavers over a year. Along with headcount
analysis, this is basic to forecasting supply. It may also identify problems - for example,
particular jobs where there is high turnover - and stimulate corrective action

*Absenteeism and sickness. This will be especially geared to alerting management to

problems and the need for corrective action. It will interact with other indices concerned with
productivity (such as the amounts of overtime that are incurred simply to provide cover for
absenteeism and sickness). Analysis in these various ways can identify significant issues of
performance and productivity, and imbalances that may need to be corrected. It underpins the
shift in manpower planning from macro-forecasting towards the more problematic approach.

INFLUENCES OF MANPOWER PLANNING – LABOUR UTILISATION

Data on analysis of manning ratios ('directs' to 'indirects') is a case in point. This may come
under review only when cost pressures or the example of a competitor cutting indirect staff
focuses attention on labour costs. Many large organizations have permanent staffs using work
study and O&M (organization and methods) techniques to undertake periodic reviews of
working methods and the efficiency of staff levels.

a) Forecasting the demand for labour

At first, forecasting the demand for labor might seem straightforward. Unfortunately, it is not.
The problem is how to convert volumes of work into numbers of people. Two of the favoured
means for doing this are ratio-trend analysis and the use of work study standards.

b) Ratio trend analysis

The basic principle here is to say if it takes six people, for example, to perform an existing
amount of work, it will take twelve people to do twice as much. Organizations measure
activity levels in a variety of different ways. The ratio between 'directs' and 'indirect' in
manufacturing is a classic one.

c) Work study

18
Work study is a more systematic method, but limited to manufacturing, certain other areas of
manual work, and large clerical functions. For it to be worth while and do-able in the first
place, an activity has to be repeated sufficiently often to generate a reliable standard and
justify the cost of measuring

INFLUENCES OF MANPOWER PLANNING – FORECASTING SUPPLY

Forecasting supply has two components, internal and external. Forecasting external supply
means understanding the impact on recruitment and retention of such factors as:
•Demographic patterns
•Levels of unemploymentDevelopments in the local economy like transport, education, and
housing
•The pay policies of other employers, locally and nationally, and their plans for growth and
contraction.

PROBLEMS AND LIMITATIONS OF MAN POWER PLANNING

Even though there are many benefits and uses of manpower planning, there are certain
inherent limitations of forecasting itself which makes manpower forecasting a tricky exercise.
Thus manpower plans suffer from inaccuracy as it is difficult to prepare long range forecasts
accurately. Changes in economic conditions, technology, marketing conditions and labour
force conditions tend to make long range forecasts unreliable. However, there is a greater
danger in not for casting at all.
It is possible to a certain extent to predict with a reasonable degree of accuracy based
on experience the future vacancies resulting from retirements, deaths and resignations.
However it is more difficult to anticipate which particular member of the personnel will be
required to be so replaced. It is also risky to take action on general estimates of personnel
requirements which are not specific enough. At times, lack of top management’s support
frustrates those in charge of man power planning.

THE NEED FOR MANPOWER PLANNING

Cole (1996) has brought out the importance of human resource investments in order to place
any organization in a comfortable position and on the appreciating track. This paper suggests

19
that to build up the human resource, investments on employee recruitments, training and
development besides cost arising due to wastages and salaries may be used for decision
making purpose. It suggests the use of available tools and techniques like, works study,
learning curve, activity based costing, decision tree and risk analysis, life cycle cost approach
to assess the cost of making managers as investments. A company where there is no dearth of
qualified manpower can be one among the richest in the world to build up the manpower.
Manpower planning is a two-phased process because manpower planning does not only
analyses the current human resources but also makes manpower forecast and thereby draw
employment programmes. Manpower planning is advantageous to a firm in the following
manner:

 All the recruitment and selection programmes are based on manpower planning.

 It helps to reduce the labour cost as excess staff can be identified and thereby overstaffing
can be avoided.

 It also helps to identify talents in a concern and accordingly training programmes can be
chalked out to develop those talents.

 It helps in growth and diversification of business through manpower planning, human

resources can be readily available and they can be utilized in the best manner.

 It helps the organization to realize the importance of manpower management which

ultimately helps in the stability of a concern.

20
 6. SUMMARY AND CONCLUSION

SUMMARY

Manpower planning is concerned with analyzing the human resources available in an

organization to determine with meeting the objectives of skilled personnel and providing
productive employment for utilized and underutilized labour force. In order to bring about
much desired economics and national development skilled labour force must always be
present. Thus, proper manpower planning policies are inevitable so as to avoid the
duplication of efforts or ending up having excesses in one filed and shortages or non in
others. Proper selection of talents and abilities needs to be done to allow for an easier
utilization of human resources in an organization.

CONCLUSION

Manpower planning in any organization is very important. It is through this process that
organizations can ensure optimum use of its human resources currently at their disposal as
well as proving for the future of the organization. It is therefore concluded that the growth,
success and development of any country can be measured by how its manpower is planned,
how its human resources is being utilized. Therefore, manpower planning remains the single
and the most important factor towards technological and economic advancement. In this
present dispensation of technological development and advancement in all fields of human
endeavour, manpower planning is carried out with the sole aim of increasing efficiency and
effectiveness of individuals in an organization. The primary function of manpower planning
is to analyse resources viable in an organization, and to determine how to obtain the kinds of
personnel needed to staff position ranging from assembly line workers to chief executive.
Thus, the most important resources, the people who supply the organization are its human
resource, the people who supply the organization with work, talent, creativity and drive.
Thus, among the critical tasks of a manager is the manpower planning.

21
 7. BIBLIOGRAPHY

The researcher has consulted following sources to complete the final project:

Primary Sources:

a) Manpower Planning by D.K Sharma

b) Human resource Planning by D.K Bhattacharya

Secondary Source:-

a) www.managementstudyguide.com

b) https://www.ukessays.com/essays/business/need-and-importance-of-manpower-
planning-business-essay.php

c) www.ijbmi.org

22