MANPOWER PLANNING AND EMPLOYEE’S PRODUCTIVITY IN AN ORGANIZATION
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MANPOWER PLANNING AND EMPLOYEE’S PRODUCTIVITY IN AN ORGANIZATION
Chapter one
1.1 Background of the Study
Given the increasing volatile and complex socio-economic structure of our business organisations in Nigeria, two business factors are crucial for business success: capital and human resources.
Capital, whether acquired through load or from private sources, is by far easier to manage and control only when there is qualified human resources organisations, whether public or private, are prone to jeopardy when there is no adequate human resource or manpower planning.
It is from the preceding premise that the compelling need for manpower planning and development as a sine-quanon for increasing productivity arises, given that available human or manpower organisations in Nigeria have not been properly managed, nor have the available human resources improved our economy. When an organisation is properly managed, the country suffers.
According to the Udoji study (1974), as described by Oshioneno (2001), public services must be altered and strengthened in order to properly respond to development demands.
They require competent, skilled, and motivated people at the proper time to achieve their goals, to turn paper plans into actual accomplishments in all aspects of human management, perhaps the most important for us here in Nigeria today is training and planning.
It is worth noting that the public sector has continued to devote significant attention to the proper enhancement of manpower in planning and staff development. Following the professionalism introduced or reinforced by the 1988 civil services reform
it was critical for every job holder to possess the necessary knowledge, skills, and attitudinal inclinations in specific job activities in government or other public sector services.
As a result, in order to enhance the economy and employment to the lowest feasible level of proficiency, the ministry must establish, implement, and maintain programmes or plans (FRN1988).
Even the government, which is facing significant income deficits in order to fund its development targets, has implemented staff rationalisation and other downsizing measures as a result of reverence shortfalls in both the public and private sectors, as well as throughout economic sub-sectors.
According to Banjiko (1996), human resource planning can thus be seen as the overall organisation planning process by which the organisation tries to ensure that it has the right number of people, the right kind of people
the right time, and the right place performing functions that are economically useful and satisfy the need of the individual involved. Having the right number and quality of people requires effective human resources. It is significant for the following reasons.
First, for any organisation to attain a decent level of success, neither excess nor insufficient people should be prepared for. Human resources are always expensive to acquire and retain, making it economically challenging to maintain extra labour.
When superfluous people are justified, an organisation can face major challenges. Furthermore, the organisation cannot keep or afford to keep too few people because overwork by the few available employees may impede work progress and result in a number of days of functional behaviour on the part of employees.
Effective personnel planning and utilisation that takes into account the entire set of probable planning data or can assist in determining the appropriate number and type of staff to retain.
Second, effective human resource planning tactics can help to keep employment levels stable.
Third, the need to adapt to potential changes and competitive dynamics in both the product and labour markets, as well as technological and government regulatory requirements, necessitates realistic and effective human resource planning.
All in all, for efficient manpower planning in Akwa Ibom state, and more specifically at Champion Breweries in Uyo, the following aspects must be considered: organisational changes, upcoming business decisions, and technological innovation.
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