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THE IMPACT OF EFFECTIVE MANPOWER PLANNING AND DEVELOPMENT ON THE OVERALL ACHIEVEMENT OF ORGANIZATIONAL GOALS

CHAPTER ONE

INTRODUCTION

1.1       Background of the Study

The problem of manpower planning on achievement of corporate objectives has received the attention of many experts, researchers, organizations as well as the government. This is because it constitutes a serious slowdown to the socio – economic development of the country and as well as organizations. It is in the light of this, that i have decided to examine how manpower planning will help in achieving corporate objective of an organization using Delta Glass company plc, Ughelli as a case study.

Organization is all about people. The centrality of people in the life of any organization is not subject to debate; hence manpower is the most important resources in all organization. This is what is referred to as manpower planning.

Manpower is the most important resource in an organization. This is because through it other resources are harnessed for the attainment of organizational goals.

Manpower planning can be defined as planning for the requirement of personnel in an organization for the near future. It entails an analysis of current and expected vacancies due to retirement, discharges, transfers, promotions, sick leaves, leave of absence or other reasons. It is an analysis of current and expected expansions or curtailment in department. (French 1974 in Onah 2000)

      According to Nwankwo (2000), manpower planning can be defined into macro and micro types. Macro planning refers to the nation labour force and plans to utilize its resources more effectively. It is concerned with training and development plans initiated by the federal and state governments, aggregate supply projectors and resolving unemployment problems. Micro planning on the other hand is concerned with providing the right number and kind of people to accomplish an organization’s objective. This includes the assessment of current human resources, forecasting future needs, designing programmes to recruit and develop personnel and implementing national manpower programmes in the organization.

From the above definitions, we can deduce that manpower planning has to do with establishing functional manpower in an organization. Consequently, on the basis of the analysis and assessment the personnel agency then proceeds to make plans for internal transfers or reduction of manpower for training and development to meet the desired quality and quantity of the requisite skills and knowledge for advertising existing vacancies and if need be, for the recruitment of new staff or a combination of these processes.

Manpower planning is the process that helps organizations to provide the adequate human resources to achieve their current and future organizational objectives. Manpower planning is the most strategic of all human resource management functions.

Planning defines the sources, number and type of manpower needed to meet future work requirements. Predetermined strategies to attract and retain the best people are also laid down. Strategic development and utilization of employee’s capabilities, which yield best benefits to the company, are designed into the plan. Every organization plan its manpower needs just as it budgets the amount of money it needs to spend. Those organizations, whether private or public which do not have well established personnel departments or planning units in the administration, fall into the error of looking for staff when necessary. All organizations determines their manpower needs either on a short – term (one year) basis or on a long term (from two years to ten) basis.

However, for most organizations long term planning rarely exceed five years. Short- term planning is a yearly adjustment of the figures on the current payroll which goes with the actual annual budgeting in organization.

     As it is known that planning is an analytical process involving various aspects so as to produce quality products and to offer best services, various plan excise such as determination of desired goals, assessment of the future in relation to the environmental changes, selection of activities, preparation of written plan document etc will have to be done, which will give rise to mobilization of human resources. The result of manpower planning is marvellous. This will be reflected in higher turnover, lower absenteeism, lower breakdowns, lower migration and more than anything else higher quality of work.

     In today’s turbulent, often chaotic, environment, commercial success depends not only on staff training but also on employees using their full talents. One of the ways to achieve this is through motivation. No one ever does anything without having been motivated to do it. In an organization, unless the proper persons are motivated, the organizational objectives cannot be realised no matter how well the organizational machinery is set. According to Armstong (2003) “motivation is concerned with the factors that influence people to behave in certain ways. That management can offer to the individual the means of satisfying the need as an individual incentive to increase the individual productivity and achieve organizational goals. Employees who are not motivated will not produce goods or services efficiently, will make mistakes and mar the reputation of the company. On the other hand, enthusiastic, motivated and committed employees will work in a way that supports organizational goals.

     Therefore, it is imperative and expedient for organizations to recognise manpower planning as an important aspect of its corporate planning process and so accord it the attention it deserves as well as giving the plan a financial effect on the annual estimates of the organization. As a result, most firms or organizations have gone a step further to appoint personnel advisers and directors. This underscores the strategic position of manpower in organization and the crucial desire by every organization to actualise their objectives.

     Attainment of organizational objectives requires a lot of efforts on the part of management, having gotten the right type of materials to accomplish the task they have set out. The strategic problem of goal achievement is to get to the expected end without either being derail by poor management or dearth of expertise in the needed areas of the organization. Only a navigational instrument will surely help matters, this suggests the blending of the elements of good and effective management with the availability of skilful and talented manpower to achieve corporate objectives of enterprise. This underscores the strategic position of manpower planning; it is a core area which demands maximum attention from management. This does not suggest the docility of other factors or inputs of organization. The fact is that manpower can make up an organization, manpower planning cannot be sideline in an effort to achieve organizational goals perhaps, and this explains the failure of many organizations, while others succeed in the competitive market.

This project therefore, intends to examine manpower planning, discuss or diagnose strategies adopted by organizations in achieving their corporate objectives. Examine the problem areas and to provide recommendation or solution to the problem so far identified.

1.2       Statement of the Problem

In the word of S.G Odia in his paper “Manpower Development in Nigeria”, the manpower resource of any nation is a unique index of appraising a nation’s economic growth, development and in fact it’s economic worth”.

    The same can be said at the organizational level, that is to say that manpower is the main stay of an enterprise. Long before now, emphasis has been on how to increase productivity through greater financial commitment and other inputs other than manpower. The neglect of manpower planning in the scheme of things has exposed many organizations to bad business climate in recent times. For example, the Nigerian Airways, Nigerian Railway Corporation and Nigerian shipping line.

        As a result of the above, many firms especially in the private sector of the economy saw the direct need to pursue an integrated manpower planning and organizational objectives. If one recognises the strategic position of manpower in any organization, then efforts of every organizations must be geared towards the double barrels objectives of an effective manpower planning which is a pre- requisite for the attainment of corporate objectives of an organization which in this case is profit- making.

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