UNIVERSITY OF LUCKNOW

FACULTY OF COMMERCE

SESSION:-2020-21

HUMAN RESOURCE MANAGEMENT

[BCH 201]
TOPIC:- MANPOWER PLANNING

SUBMITTED BY:-SAURABH KUMAR SUBMITTED TO:-DR. NOOR US SABA

COURSE:-B.COM(HONS.)
SECTION:-C
SEMESTER:-2ST SEM
ROLL NO:-200012025149
 ACKNOWLEdgmENT

I would like to express my special thanks of gratitude to my

teacher Dr. NOOR US SABA who gave me the golden
opportunity to do this wonderful project on the topic
“MANPOWER PLANNING” , which also helped me in doing a lot of
Research and i came to know about so many new things I am
really thankful to them.

SAURABH KUMAR
B.COM (HONS.)
 TOPIC:
mANPOWER PLANNINg
mEANINg
Manpower planning is the process of estimating the optimum
number of people required for completing a project, task or a goal
within time. Manpower planning includes parameters like number
of personnel, different types of skills, time period etc. It is a never
ending continuous process to make sure that the business has the
optimized resources available when required taking into
consideration the upcoming future projects and also the
replacement of the outgoing employees. It is also called as Human
Resource Planning.
Manpower planning is related to following activities:

 Forecasting future manpower needs.

 Inventorying present manpower resources and analysing the
degree to which these resources are employed optimally.
 Perceiving manpower problem by projecting present resources
into the future and comparing with the forecast of
requirements to find out their adequacy, both quantitatively
and qualitatively.
 Planning the necessary programmes of recruitment, selection
training, deployment, utilisation, transfer, promotion,
demotion, development, motivation and compensation.

dEFINITION
“It is the process by which a firm ensures that it has the right
number of people and the right kind of people at the right places
and at the right time, doing things in the organization”. –– Dale
Yoder and H. G. Haneman

“An executive manpower planning programme may be defined as

an appraisal of an organization’s ability to perpetuate itself with
respect to its management as a determination of measures
necessary to provide the essential executive talent”. –– E. B.
Flippo
“Man power planning is process of determining and assures that
the organization will have an adequate number of qualified persons
available at the proper times, performing Jobs which meet the
needs of the enterprise and which provide satisfaction for the
individuals involved”. –– Beach

FEATURES OF mANPOWER PLANNINg

 Different aspects through which an organization tries to ensure
that right people, at night place and at right time are available
are included in a H.R.R.
 Determination of future requirement of manpower in the height
of organizational planning and structure are involved in HRR
Therefore, HRP depends heavily on these factors Determination
of manpower requirements in advance facilitates management
to take up essential actions.
 It also take into account the manpower availability at a future
period in the organization. The gap between the needed and
available manpower can be fulfilled by taking suitable action to
make the existing manpower suitable for future managerial
positions.

ImPORTANCE OF mANPOWER PLANNINg

 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.
 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.
 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.
 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.
 Higher productivity- Productivity level increases when resources
are utilized in best possible manner. higher productivity is a
result of minimum wastage of time, money, efforts and energies.
This is possible through the staffing and it's related activities (
Performance appraisal, training and development,
remuneration)

ObjECTIVES OF mANPOWER PLANNINg:

• Making correct estimate of manpower requirements.
• Utilising and managing the manpower according to the
requirements of the organization/enterprise.
• Helps in the process of selection and recruitment.
• Helps in making the employees development programme
effective.
• Minimization of labour costs.
• For up keep and maintenance of product records.
• In establishment of industrial peace.

FACTORS AFFECTINg mANPOWER PLANNINg

Working Hours:
The total manpower requirement of an enterprise (units) is related
with the number of hours worked by the worker/employee per day
in an unit. If the number of hours for which a worker has to work is
more, less manpower will be required and vice versa.
Number of Shifts:
It is observed that the production level falls during night shifts
instead of day shifts. This factor should be taken into consideration
while running the industries in shifts and deciding the manpower
requirements.
Nature of Production:
Nature of production means whether we are manufacturing some
components/parts of machines or chemical products or some
assembly items etc. This leads to capacity utilisation and all this
ultimately affects manpower requirements.
Product Mix:
By “product mix” is meant a production programme based on
optimum productive capacity of the enterprise and sales forecast.
In a mass manufacturing type industry it is fixed keeping in view the
market trend, consumer’s demand and the amount of profit that
can be earned on it.
Performance Rate:
Rate of performance or efficiency of workers also changes the
manpower requirements. If the workers of higher efficiency are
available or working conditions and environment are so created
which result in higher worker efficiency then less workers will be
required and vice versa. In addition to working environment,
suitable incentive plans and bonus schemes also affect the
efficiency of workers.
Hours Lost:
The manpower planning is directly related with the availability of
man hours. If the productive man hours lost are less the available
productive man hours will be more and vice versa.

PROCESS OF mANPOWER PLANNINg:

Analysing the current manpower inventory- Before a manager
makes forecast of future manpower, the current manpower status
has to be analysed. For this the following things have to be noted-
 • Type of organization
• Number of departments
• Number and quantity of such departments
• Employees in these work units
Once these factors are registered by a manager, he goes for the
future forecasting.
Making future manpower forecasts- Once the factors affecting the
future manpower forecasts are known, planning can be done for
the future manpower requirements in several work units.The
Manpower forecasting techniques commonly employed by the
organizations are as follows:
• Expert Forecasts: This includes informal decisions, formal expert
surveys and Delphi technique.
• Trend Analysis: Manpower needs can be projected through
extrapolation (projecting past trends), indexation (using base
year as basis), and statistical analysis (central tendency
measure).
• Work Load Analysis: It is dependent upon the nature of work
load in a department, in a branch or in a division.
• Work Force Analysis: Whenever production and time period has
to be analysed, due allowances have to be made for getting net
manpower requirements.
• Other methods: Several Mathematical models, with the aid of
computers are used to forecast manpower needs, like budget
and planning analysis, regression, new venture analysis.
Developing employment programmes- Once the current inventory
is compared with future forecasts, the employment programmes
can be framed and developed accordingly, which will include
recruitment, selection procedures and placement plans.
Design training programmes- These will be based upon extent of
diversification, expansion plans, development programmes,etc.
Training programmes depend upon the extent of improvement in
technology and advancement to take place. It is also done to
improve upon the skills, capabilities, knowledge of the workers.
bENEFITS OF mANPOWER PLANNINg:
• The labour cost could be controlled or effectively, utilised for
maximum possible return on investment.
• The manpower development could be much effectively
controlled.
• The individual can be prepared by training or by special
assignments for amendments in development plans and
acclivities.
• The manpower inventory can provide information to
management for the internal succession of managerial
personnel, if the turnover is not perceived.
• It helps in laying down managerial succession plans as a part of
the replacement planning process, which is necessitated when
job change plans for managers are formulated.
• It helps managers to stabilize their long term supply-and-
demand expectations.

LImITATIONS OF mANPOWER PLANNINg:

 The future is uncertain. There are several external factors like
technological, political, cultural etc. that affects the employment
opportunities. Therefore, the management can consider the
human resource planning as a guiding factor and can not rely
completely on it.
 With the surplus manpower, the companies try to remove this
imbalance using termination, layoff, removal of the existing
employees.
 Human resource planning is time consuming since it collects the
complete information regarding the personnel requirements of
each department.
 It is an expensive process