PROPOSAL ON MANPOWER PLANNING AND COOPERATE OBJECTIVES

Abstract

The centrality of manpower in production process of corporate entities has long been acknowledged by organization managers and administrators. What seem to be manpower needs in order to cope with the fast changing technology, product and skills needs of modern organizations. This first unit of Manpower Planning and administration highlights on the significance of manpower planning as a corporate survival strategy in a dynamic business environment. In this research appropriate data were collected in which analysis and interpretation were given and conclusion and recommendation proffer which in the opinion of the researcher will be of benefit to the general public.

INTRODUCTION

Manpower planning and cooperate objectives is a very important aspect of any organization as the success and failure of an organization is dependent on the quality of its manpower. The over all development of a country revolves on the level of manpower utilization.  The best way of improving knowledge is to study and review and improved on works done by other and to build on work by others. This work may include Journal, newspaper books, standard dictionaries, encyclopedia and records related to the study in question. These research is set out to identify and critically review such existing literature in manpower planning and cooperate objectives in Lagos state, it also embraces, importance of manpower planning, approach of manpower planning process, manpower forecasting, importance of staff development and method of staff development.

The best way of improving knowledge is to study and review and improved on works done by other and to build on work by others. This work may include Journal, newspaper books, standard dictionaries, encyclopedia and records related to the study in question. These research is set out to identify and critically review such existing literature in manpower planning and cooperate objectives in Lagos state, it also embraces, importance of manpower planning, approach of manpower planning process, manpower forecasting, importance of staff development and method of staff development. Gareth (1998) states that manpower planning in public organization means the maintenance and improvement of the ability of the organization to achieve corporate objective through the development of strategies designed to enhance strategies may include collection of relevant information about manpower, periodic report of manpower objective requirements, actual employment, and other characteristic of research. Cole (2003) sees manpower planning as a systematic approach to the acquisition, use and deployment of the people in an organization. According to him manpower is a corporate activity arising from business objective of the organization and leading to specific plan for recruitment of workers, training and promotion. The literatures above emphases the link between manpower planning and corporate objectives/business plan. This justifies that manpower planning is the integral part of business activities. In line with the above Eugenia 2008 states that human resources planning involves applying the basic planning process to human resources needs of the organization, she emphasis that for manpower to be effective, it must be derived from corporate plan of the organization. In addition, the success of the manpower depends largely on how closely the human resources department can effective integrate manpower plan with organization’s business plan, she explicitly stated that human resources planning interprets this plan (business plan) in terms of people requirement and influencing the business strategy by drawing the attention to ways in which people could be developed and deployed more effectively to further the achievement of the business goal as well as focusing on any problems that might have to be resolved to ensure that people required will be available and will be capable of making the necessary contribution. In relation to its role in accomplishing organization’s goal, Agalamanyi (2007) stress that manpower planning determines the human resources required by an organization to achieve its strategic goals. He reiterates that, it is a means through which plans are translated into manpower objectives. In an insightful analysis of the view of the scholars above, strategic objectives of organization and manpower planning are inseparable, organizational objective informs human resources plan. In other words, organizational objective dictates the type, quality and quantity of employees existing in any establishment. The definitions of scholars on manpower planning did not offer comprehensive knowledge on manpower planning; they fail to reconcile manpower planning with evolutional trends of an organization and it did not embrace manpower inventory which is the taproot of any meaningful analysis before recruitment, promotion and training. Still on the link between manpower planning and attainment of organizational objective, Ogbochie (2010), states that manpower planning is the process or method of organizing and utilizing available human resources in an organization or country for the purpose of fulfilling desirable ends. This definition on manpower planning offer a bare knowledge on manpower planning, it fails to offer fundamental information on manpower planning as relates to recruitment when organization faces under staffed or projected goals are much and reduction of staff when organization is in declining stage. Onah (2003) points out that manpower planning is competitive organizational strategy of the enterprise as a whole, he further says that growth and development of organization depends on the quality and quantity of employee in an organization. He defines manpower planning as management of activities that involves analysis of the existing workforce, job requirement in other sources and developing people who will run the evolutional organization now and in future in order to ensure the achievement of objective. According to French (1974) manpower is human resource needs in the light of organization goal and making sure that competent stable workforce is employed. In line with the above, Mathis (2003) sees manpower resources planning as process of analyzing and identifying the needs for availability of human resources so as to meets its objectives. In support of the above views, Ubeke (1975) stress the place of manpower planning in realizing the organization’s objectives. He states that manpower planning translates organizational objectives and plan into the number of employee needed in order to meet those objectives. He reveals to its’ totality that no organization can grow effectively unless the functions of organization are carried out effectively. He emphasis that manpower planning covers more than simple planning for future manpower requirement but also concerns with the future manning of planned and evolutionary organizational structure. The above manpower planning definitions implies that organization’s activities or government’s activities should be planned and directed, taking into consideration the strategic goals and available human resources. And for any activity to be carried out, manpower must be rated first in the priority list. In critical examination of the analysis of manpower planning by the last four authors, they made good contributions, but they still have deficiencies, manpower planning is not only revolves on analysis of the job requirements and developing people that will run it in future, but organizations, in many cases employ the new entrants into the organization when internal manpower supply does not assuage the needs. Manpower planning also embraces making the employee to put in their best toward realizations of organization’s objectives. In other words, motivating of employees is a necessity if organization wants to actualize its’ goals. This makes manpower planning to have element of vicious cycle and to be a system that involves several activities. Human resources planning are the process of formulating plans to fill future opening based on the analysis of the positions that are expected to be open and deciding whether they will be filled by outside or inside candidate Dessler (2006). In support of the above, Oguniyi (1992) states that it involves the critical analysis of supply, demand surplus, shortage, wastage and utilization of human resources. He states that primary goal of manpower planning is adoption of policy action and strategies which will not be stressful or negation of endeavour to balance the equation of supply and demand required for socioEconomic and political development of a nation. The two literatures above stressed the strategic decision making and thorough articulation of policy as integral part of manpower planning. The action local government or other public sector may set and pursue in relation to manpower must be a product of decision making arising from manpower inventory and organization objectives. In view of Okoli (2007), Manpower planning is concern with the acquisitions and retention of right mix of right number of workers at the right time. He points that exercise is mediated and enhanced by the strategic objective of the organization and embraces putting employee in right job description that relates to employee’s acquired or potential skills. According to Armstrong (2004), qualitative and quantitative terms have to be put into consideration while addressing human resources needs of organization which means answering two basic questions: first, how many people does organization require? And secondly; what sort of people? He says that it looks at the broader issues relating to the ways in which people are employed and developed in order to improved organizational effectiveness. It is necessary that when good calibers of employees are employed; that they are place in appropriate job and at the right time. In line with the above illustrations, Adebayo( 2010) states that human resources planning consist of putting right number of people, right kind of people at the right place, at right time for the achievement of goals of organization. In addition, Geisler (1967) emphasis that manpower planning is a process by which firm ensures that it has the right number of people and right kind of people at the right time doing work for which they are economically most. The shortfall of the above highlights on manpower planning is that, scholars failed to realize that manpower planning does not only focused on recruitment of employee but also embraces the reduction of already existing staff especially when organization experiences over staffing and under standard employees. The scholars in definitions above fail to identify that manpower planning address the decline stage of an organization which makes displacement of worker imperative. Bulla and Scot (1994) see it as process for ensuring that Human resources requirement are identified and plans are made for satisfying those requirements. They stated that it is generally concern with matching resources to business plan needs in long terms, and it also addresses short term requirements. This is the core function of manpower planning in any organization. In line with the above, Reilly (2003) defines work force planning as the process in which organization attempts to estimates the demand for labour and evaluate the size, nature and sources of supply which will be required to meet the demand. It is a critical analysis of the workforce in an organization based on their skills, performances in relation to the roles assigned to them and evaluating trends of an organization which results to action plan to address the difference. Jan Boyce 1986 analyzes manpower planning as supply and demand calculations. He makes it clear that one cannot exactly know what will happen in the future but one is in better position to deal with event if some manpower forecasts have been calculated. To buttress this view on manpower planning, Jan Boyce lists two essential elements of manpower planning; they are as follow; (a) manpower planning should be part of integrated company plan. (b) It must be based on accurate personnel statistics. He further states manpower planning in any firm calls the firm to plan and set itself realistic objective but to do so, it must have constant and reliable source of necessary control of information. He stresses that, it is personnel manager who supplies the information on manpower needs, recruitment availability, training potentials, wage and salary. The goal and objective of organization shape and determine the quality and quantity not the reverse. Ebegbuna (1992) sees manpower planning as having right person in right number and at right time and of the right place. In the light of above views of authors, manpower challenges is not in finding the people, rather it is finding the people with right skill at the right time and in the right place. The views of scholars above do not ends in employing the right caliber of employees in organization but also ensure that they are in the right job description and performing the required function. Yesufu, (1964) also puts that the functions of organization is mainly conditioned by the quality and quantity of its human resources. Human resources give life to organization; ensure its survival and development. He goes further to say that it is not enough to have other resources alone, but the employee must be utilized to the fullest; by employing the most suitable man and women. He stresses that utilization of available resources of organization are not all assured by employing the suitable personnel but it will be maximized when employees are subjected to more training which will help to develop their potentials and motivate them to put off their best to the utilization of the organization resources towards the actualization of the general goals. In support of the views of scholars above, Adebayo reiterates that appropriate compensation package must be adopted if organizations are to achieve a higher retention of their best brain.

This has made manpower planning and development imperative for any successful organization. Maintaining a competitive edge in any segment where multiple players exist is only possible with people and talent. It has got an important place in the arena of industrialization. Manpower planning and development are two important pillars for achieving effectiveness and efficiency in organization. It has been observed that both pre and post colonial administrations of Nigeria had failed to accord adequate regard to manpower planning and development. Labour was relegated to background among other factors of production. The human resources planning and staff development for national growth and development were distorted. These affected the availability of human resources for improvement of socio-economic and political development during the first and second national development planning. This was made clearly in Nnadozie (2004), he states thus; the unrealistic nature of the 1962-68 plan objectives and targets become more apparent when they are juxtaposed with the financial, technical and managerial capabilities of the country. In recognition of the needs for human resources planning led to introducing of the policy for Manpower Planning and Development in Nigeria at the period of 1960’s and 70’s. Specifically, in the year 1962, federal republic of Nigeria created National manpower board (NMB) with the responsibility for determining the manpower needs and developments. To enhance the manpower need in local government, federal military Government in 1978 selected three universities, University Nigeria, Nsukka, Obefemi Awolowo University, Ile-Ife and Ahmadu Bello University, Zaria. Though ideals do not approximate reality, the socio-economic and political development of Nigeria state has become elusive due to inappropriate and inadequate manpower planning and development. Planning in Nigerian public service has become a gambling affair. Public service in Nigeria especially local government usually embark on manpower planning with inadequate data on the evolutionary trends of an organization, partly on organization’s personnel, external relations, and general organization’s objectives Development of workers is no longer a matter of a necessity to much management as a result of inability to forecast future manpower needs in relation to the organizations’ objectives. Training in local government, despite the selection of the universities named above to under take training of local government workers; training is still sporadic, unstructured and unsystematic. There is little emphasis on training for technical and professional staff; such as surveyors, accountants, engineer and doctors. This finally retards the progress of an organization. The resources of organization are diverse but human resources is recognized as the most important out of other resources required for effective and efficient service delivery in local government. Human resources are the key to rapid socio-economic development and efficient service delivery. In addition, Mwagbala (2005) posits that “it is Human resources of a nation not its capital, nor its material resources that determines the nature of, direction and pace of its socio-economic development. Essentially, nations are built through the creative, productive and innovative hardworking of people. At best financial resources can only facilitates production, but real wealthy is increased by productive labour activity. The quality of company’s personnel is the single factor that determines whether the organization is going to be successful, whether the organization will realize a satisfactory return on its investment and whether it will reach its basic objectives. Getting the right caliber of people through the process of recruitment to meet the organization’s need is not just enough; this makes manpower development crucial in an organization. Development of employees in enterprises is associated with long run profitability of organization. Organizational effectiveness is strengthened through workforce development. In other words, it improves employee’s productivity and increases their loyalty to the company and their job satisfaction. Manpower development is a link between the manpower planning and organizations objectives. In analysis of the above, manpower planning and development are necessary for effective productivity, growth and development. Unless there is planning, event is left to a chance affair, planning minimize risk while taking advantage of opportunities. When adequate arrangement are not being made for future manpower needs of the organization, the organization find itself fighting with emergencies as the manpower needs arises. This may definitely resulted in spending more money for hiring manpower. It also results in procuring wrong personnel which may have devastating effects on the organization. In a critical analyses of the above, manpower planning and development are path way to sustainable development. In view of this, both private sector and public have to embrace manpower planning and development if Nigeria really wants promote sustainable development. Local government which is regarded as non-functioning sector will turn to functioning sector if adequate emphasis would be accord to manpower planning and development. manpower planning is an on-going process (integrated approach), not a once and for all phenomenon. Its process involves interrelated activities and the plan must continue to be modified to meet prevailing circumstances. As a plan, it is embedded with implementation programmes designed to ensure availability of adequate qualified persons. Such implementation programmes include recruitment and selection (employment) of required skilled personnel to perform jobs that will allow the enterprise meet both the corporate and individual goals. The plan implementation programme also entails training and development of personnel and performance appraisal as well as other related personnel administration functions. The term ‘Manpower Planning’ at organizational or corporate level is also known as micro-human resources planning and it has much to do with personnel management or personnel administration. The terms “manpower, ‘human resource”, and personnel management or personnel administration refer to the same activities concerned with managing people at work. As such the terms can be used interchangeably. On this basis, Manpower Planning and Human Resources Planning (HRP) are the same phenomenon

STATEMENT OF PROBLEM

The quality and quantity of services delivery of local government for two decade now had generated national crisis. There have been sharp drop in effectiveness and efficiency with which local governments discharge their constitutional responsibilities. This is justified by pathetic nature of the high

Related Project Topics :