Manpower: Human Resource Management
Introduction
Manpower Planning is the branch of Human Resources Management which ensures that an organization has suitable access to talent to ensure future business success. It allows corporate plans to be translated into actionable corporate Human Resources (HR) requirements. Bowey (1974) defined HR planning as “an effort to anticipate future business and environmental demands upon an organization and to provide the personnel to fulfill that business and satisfy those demands”. It also involves forecasting HR needs for the organization and developing appropriate plans to achieve those needs linked to other organizational functions e.g. strategic operational, investment planning etc ...access to talent including all potential access sources i.e. employment, contracting out, partnerships, changing business activities to modify the types of talent required, etc. is considered. By talent is meant the skills, knowledge, predisposition and ability to undertake required activities including decisions making.
External factors that influence and impact manpower planning in the Health Sector in Ireland:
The external forces are the forces which cannot be controlled by the organisation or the planning team.
Generally speaking, for a public sector organization external factors would include: 1/ Government policies:
Policies of the government like labour policy, industrial policy, policy towards reserving certain jobs for different communities and sons-of-the-soil etc affect Human Resource Planning.
2/ Supply and Demands:
The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the organisation has a demand for more professionals and there is limited supply in the market for the professionals demanded by the organisation, then the organisation will have to depend upon internal sources by providing them special training and development programs.
3/ Labour Market:
Employment
Manpower Planning is the branch of Human Resources Management which ensures that an organization has suitable access to talent to ensure future business success. It allows corporate plans to be translated into actionable corporate Human Resources (HR) requirements. Bowey (1974) defined HR planning as “an effort to anticipate future business and environmental demands upon an organization and to provide the personnel to fulfill that business and satisfy those demands”. It also involves forecasting HR needs for the organization and developing appropriate plans to achieve those needs linked to other organizational functions e.g. strategic operational, investment planning etc ...access to talent including all potential access sources i.e. employment, contracting out, partnerships, changing business activities to modify the types of talent required, etc. is considered. By talent is meant the skills, knowledge, predisposition and ability to undertake required activities including decisions making.
External factors that influence and impact manpower planning in the Health Sector in Ireland:
The external forces are the forces which cannot be controlled by the organisation or the planning team.
Generally speaking, for a public sector organization external factors would include: 1/ Government policies:
Policies of the government like labour policy, industrial policy, policy towards reserving certain jobs for different communities and sons-of-the-soil etc affect Human Resource Planning.
2/ Supply and Demands:
The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the organisation has a demand for more professionals and there is limited supply in the market for the professionals demanded by the organisation, then the organisation will have to depend upon internal sources by providing them special training and development programs.
3/ Labour Market:
Employment
References: : * A quantitative tool for workforce planning in health care system : Example Simulations by Nora Condon et al, june 2009. * An integrated workforce planning strategy for the health services 2009 – 2012 . * Barney, J. (1986). Organizational culture: Can it be a source of competitive advantage? Academy of Management Review, 3. * Bowey, A. (1974) Manpower Planning. Oxford: Heinemann. * Marcoulides, G. A., & Heck, R. H. (1993). Organizational culture and performance: Proposing and testing a model. Organization Science, 4, 209-225. * Gordon, G. G., & DiTomaso, N. (1992). Predicting corporate performance from organizational culture. Journal of Management Studies, 29, 783-798. * Human resources planning by Ku KHAAS HA, 2009. * Workforce Planning in the Irish Public Service by Joanna O’Riordan April 2012. search Pa