LESSON 5

MANPOWER PLANNING
Manpower relates to Human resource conceived as – the total knowledge, skill, creative
abilities,talents and aptitudes of an organization work force as values, attitude and
benefits of an individual involved in organization. The sum total of inherent abilities,
acquired knowledge and skills are represented by the talents and aptitudes of the
employed persons.

Manpower or human resource or persons employed at various levels constitute the

important and valuable asset of an organization to be utilized effectively towards the
achievement of individual and organizational goals of an enterprise.

Planning for manpower or human resources is considered as important in modern

industrial organization. Not only hygiene and safety is included in general but also
include working life as – social insurance schemes, protection of women and young
workers, limitation of working hours paid vacations.

It is most valuable asset of an organization, and not the money or physical equipment.
It is in fact an important economic resource, covering all human resources organized or
unorganized, employed or capable of employment, working at all levels – supervisors,
executives, Government employees, “blue” and “white” collar workers, managerial,
scientific, engineering, technical, skilled or unskilled persons, who are employed in
creating, designing, developing, managing and operating productive and service
enterprises, and other economic activities. Human resources are utilized to the
maximum possible extent in order to achieve individual and organizational goals. An
organization’s performance and resulting productivity are directly proportional to the
quantity and quality of its human resources.

“Manpower Planning” and “human resource” planning are synonymous. In the past, the
phrase manpower planning was widely used, but now the emphasis is on human
resource planning which has a broader sense. Human resource or manpower planning
is “the process by which a management determines how an organization should move
from its current manpower position to its desired manpower position. Through planning,
a management strives to have the right number and the right kinds of people at the right
places at the right time to do things which result in both the organization and the
individual receiving the maximum long-range benefit”.

Human resource or manpower planning is “the process of determining manpower

requirements and the means for meeting those requirements in order to carry out the
integrated plan of the organization.”

Human resource planning activities

 (a) Forecasting future manpower requirements either in terms of mathematical
projections of trends in the economic environment and development in industry,
or in terms of mental estimates based upon the specific future plans of a
company.

(b) Making an inventory of present manpower resources and assessing the

extent to which these resources are employed optimally;

(c) Anticipating manpower problems by projecting present resources into the

future and comparing them with the forecast of requirements to determine their
adequacy, both quantitatively and qualitatively and

(d) Planning the necessary programmes of requirement, selection, training,

development, utilization, transfer, promotion, motivation and compensation to
ensure that future manpower requirements are properly met.

Manpower planning consists in projecting future manpower requirements and

developing manpower plans for the implementation of the projections.

In the field of HRM

Some authors have expressed their views that manpower planning is connected with
recruitment and selection.

Where as some other experts recognized that manpower planning is connected with all
the major personnel function and activities including their base in policy.

According to Gorden Mc Beath-

Manpower planning involves two steps:-

1. The first stage is concerned with the detailed planning of manpower requirement
for all types and levels of employees throughout the period of the plan.

2. Secondly, it is concerned with planning of manpower supplies to provide the

organization right types of people from all sources to meet the planned
requirements.

Bruce P. Coleman

Manpower planning is the process of determining manpower requirements in order to

carry out the integrated plan of the organization.

Edwin B. Geister

Manpower planning is the process (including forecasting, developing, implementing and

controlling) by which a firm ensures that it has the right numbers of people and the right
kind of people at the right place, at the right time doing things for which they are
economically most useful.

Dale Yoder

Manpower planning emphases:

a) Establishment and recognition of future job requirements

b) Assured supplies of qualified participants

c) Development of available manpower (training, experience, carrier planning)

d) Effective utilization of current and prospective work force members.

e) Concerned with quantitative as well as qualitative considerations, it involves

provision of adequate supplies as well as their assured effective utilization.

Manpower planning consists in projecting future manpower requirement and developing

manpower plans for the implementation of the projection. So planning cannot be static
or rigid. It must be flexible to make possible necessary modification, review and
adjustments in accordance with the need of the enterprise or change in circumstances.

Concept of manpower planning

The basic concept of planning is developing controls for future change. It involves
recognition of the option in changes the possibilities of management guidance and
control.

Managers plan in order to be ready for change and to shape changes related to the
attainment of the organizations present and future goals.

Process of Human Resource Planning

Human resource planning process is a crucial, complex and continuing managing

function which “embraces organization development, management development, career
planning and succession planning”. The process is important to increase the size of
business enterprises, complex production technology and the adoption of professional
management techniques. It is rightly regarded as a multi step process including
different issues like:

(a) deciding goals or objectives

(b) estimating future organizational structure and manpower requirements
(c) auditing human resources
(d) planning job requirements and job descriptions and developing human resource
plan
(a) Objectives of Human Resource Planning

Human resource planning fulfils individual, organizational and national goals. The
ultimate mission or purpose is to provide future human resources to future enterprise
needs so as to maximize the future return and investment in human resources. The
objectives may be fixed for a short term (i.e. for one year). For ex.- to hire certain
percentage of persons from a class like schedule tribes or backward class for the
purpose of training. Whereas the long term objective relates to start a new industry,
to expand the market, to produce a new product, to develop its own sales force
rather than depend on distributors, or to have minority group members eventually in
position of middle and upper management cadres.

(b) Estimating Future Organizational Structure and Manpower Requirements

Management requires estimating the structure of organization at a given point in

time. Regarding this, management has to estimate the number and type of
employees needed. They include business forecast, expansion and growth, design
and structural changes, management philosophy, government policy, product and
human skills mix, and competition.

(c) Auditing Human Resource

Once the future human resource needs are estimated then the next focus is to
determine the present supply of man power resources. This is possible through skill
inventory, as skills inventory contains data about each employee’s skills, abilities,
work preferences and other items which generally indicate the person’s overall value
to the company. Once the present manpower resources are determined, the
personnel department usually estimates what changes will occur in the present labor
force in the next few years (may be two years or five years).

(d) Job Analysis

Preparation of job analysis is necessary after having the decision of the requirement
of persons for different jobs. This analysis records the details of training skills,
qualification, abilities, experience and responsibilities etc which are generally
required for a job. Job analysis includes the preparation of job description and job
specifications.

(e) Developing Human Resource Plan

This step relates to the development and implementation of the human resource
plan, this consists in finding out the sources of labor supply with a view of making
effective use of these resources. In this regard the first step is to decide on the
policy whether the personnel be hired from within through promotional channels or it
should be obtained from outside source. The best policy is to fill up higher
 vacancies by promotion and lower level position by recruitment from the labor
market.

Planning may be formal or informal

Informal planning does not produce any special statement or document, it may exist
only in the minds of executives or managers or informal plans may emerge as
suggestive, ideas and possibilities advanced in oral discussions.

Formal planning is the product of recognized planning performance, formal plans are
documentary and they become matters of records. Individuals are assigned the task of
developing plans that gives formal recognition to planning activity.

Replacement or balance sheet planning

It is concerned with recruitment (external source) or promotion (internal supply) to fill up

expected losses (the numbers of persons expected to leave between now and selected
time in the future) . In this regard age, health problem and other causes of identification
are considered for replacements. It is most frequently used in planning for replacement
in managerial and highly skilled positions.

Short term planning from long term planning (often called strategic planning)

Short term planning is concerned with specific manpower projects and programmes.
Whereas long term planning relates to the considerable changes in organization
structures, technology and assignment of personnel and policies that may fit changes
as they occur.

Three types of planning concepts (on the basis of time spare)

a) Adaptive Planning: -in this future alternatives are identified with options which are
considered and evaluated.

b) Contingency planning: - in this potential risks are identified and advance

strategies are developed.

c) Real time planning: - in this managers and planners cooperate in handling

unanticipated events as they occur.

Manpower planning is a continuous process; all plans may be multiple choice plans in
which the feedback from the activation of a plan is likely to effect some modification in it
from the activation of a plan. A manpower planning cycle may be identified in three
phases.

1. Strategic planning

2. Activation of the plan

 3. Feedback and revision

Importance

First manpower or human resources management start with manpower planning

because personnel management is always concerned with having right type of people
as and when required and improving the performance of the existing people to make
them more effective on their jobs. So manpower or human resource management starts
with manpower planning, as in case of other functional areas like marketing, production
or finance.

Secondly, planning for manpower resources becomes important when job requires
specified source, skills and capabilities. Raw manpower is required in very limited
quantities but in most cases higher levels of skills are needed.

In modern industrial economics, because of rapid economic, technological and other

changes, there have been constantly higher and higher levels of knowledge and skills,
in consequence of manpower planning, achieved a high priority. Since qualified and
capable manpower has become largely a source, it is considered as a great necessity
for long term survival and desired growth in modern industrialized economics.

Factors generally contribute greater interest for manpower planning

a) Change in environment.

b) In changing environment of any organization through environment changes.

c) Manpower planning provides necessary personnel with requisite capabilities

qualifications, skills, aptitude and work experience in changing requirements of
any organization..

d) For meeting the replacement and new recruitment needs for the organization,
manpower planning contributes a considerable role to face the organization
losses.

e) The constant change in production technologies and changing factors before

the pace of production technologies have been constantly changing and in
consequence, job and job requirements are changing faster than before the
pace of technical change is accelerated. Training of existing personnel and
injection of new blood in organization is necessary through formal planning.

f) Manpower planning is also necessary and important because of identification of

areas in which there is shortage of skills, especially in developing countries
where shortage of skill may create a major bottle neck in their progress towards
industrialization. There shortages are to be made good and surplus personnel
through effective planning.
 g) Increase mobility of manpower resources while increased mobility of manpower
resources on one hand assisting organization in meeting new job requirements,
industrial or inter firm mobility. On the other hand, complicated the
management efforts to retain capable and qualified personnel.

h) Growing National concern- in case of growing national concern in developed as

well as developing countries. The levels of employment and effective utilization
of available manpower resources has to be considered in the development and
promotion of positive manpower polices and development programmes in
different countries.

i) Pressures exerted by environment- internal as well as external. The organization

has not only to fill current vacancies but also has to use long range organization
and manpower planning to fit selection and placement activities to the changing
character of jobs and tasks and to evaluate the changing forces in the
economic, political and social environment to ascertain their impacts on
manpower needs.

Human resources planning or manpower planning is a sub system in total

organizational planning. Every dynamic organization necessarily requires systematic
manpower planning to ensure smooth functioning of organizational activities and easily
achievement of organizational results.

The primary purpose of human resource planning is to prepare for the future by
reducing its uncertainty

Ultimate of manpower planning objective

a) Attainment of Individual goals

b) Attainment of Organizational goals

c) Attainment of National goals

First goal relates to ensure the optimum use of human resources

Second goal emphases as to assess or forecast future skills requirements and

Third goal relates to control measures to ensure that necessary resources are available
as and when required.

The aim of human resource planning is to maintain and improve the organization’s
ability to attain the goals by developing strategies to magnify the contribution of human
resources.

What does manpower planning suggest?

Manpower planning suggests the significant impacts of change on jobs in the
organization and provides understanding enables the personnel mangers to prepare the
employees or co-workers for changes and take measures to minimize individual and
group resistance.

To fit the employee abilities to the requirements of the organization

“The ultimate mission or purpose (manpower planning) is to relate future human

resources to future enterprise needs to maximize the return on investment in human
resources.

In general the objective of manpower planning may be classified as-

A) Short run objectives

B) Long run objectives

A. Short run objective is to recruit or select a particular number of a particular class of

employees (scheduled or backward class) for the purpose of particular type of training
for particular positions.

B. Long run objective relates to the introduction of a new product, to expand market or
to develop its own sales arrangement i.e. anticipating changes and needs as well as
arranging for an orderly procedure to fulfill needs or meet the changes as they appear.

Systematic manpower planning identifies major variables to be involved in future

changes and permits recognition of their inter relationship and helps managers in
comparing results with alternative options.

Manpower planning highlights different sub plans that combine to make the total and
facilitates to estimate costs involved in each programme. Thus improved monitoring and
control can be possible as a result of predictions of both results and costs.

Plans may be received continually to evaluate the progress and support necessary
modification. i.e anticipating changes and need as well as arranging for an orderly
procedure to fulfill needs or meet the manpower planning process which involves:-

A) Forecasting future Human Resource need:-

The demand for labor is derived from the demand of an organization goals and
services.

B) Projecting Human resources supply:-

projection means estimation the number and kind of employees that can be
expected to contribute an organization’s work force at some future point of time.
 C) Comparing forecast needs with projections supply: after comparing the
forecast needs for human resources with the projection of internal supply, the
planners can determines an organization net employee requirement for a future
course of action.

JOB ANALYSIS

Introduction
Development of organization structure depends on jobs which are to be staffed. Work
is primary function in any organization. The basic work activities generally relates to
three categories like –

(1) Data

(2) People

(3) Things

“Data” includes synthesizing, coordinating, analyzing, compiling, computing, copying

and comparing activities.

“people” relates to monitoring, negotiating, instructing, supervising, diverting,

persuading, speaking, signaling, serving and taking instructions, and

“things” are concerned with setting up precision working, operating – controlling,

driving – operating, manipulating, feeding of bearing and handling.

Manpower inventory is concerned with telling what employees can do whereas job
analysis assesses what employees are doing.

Job:

A job may be defined as a “collection or aggregation of tasks, duties and responsibilities

which as a whole, is regarded as a regular assignment to individual employees,” and
which is different from other assignments. When the total work to be done is divided and
grouped into packages, it is called as a “job”.

Each job has a definite title based upon standardized trade specifications within a job;
two or more grades may be identified where work assignments may be graded
according to skill, the difficulty of doing them or the quality of workmanship. A job may
include many positions, a particular employee perform a job for a position.

“A position is a collection of task and responsibilities regularly assigned to one person”.

“Whereas, a job is a group of positions which usually involves the same duties,
responsibilities, skill and knowledge”. Position consists of a particular set of duties
assigned to an individual. Like in case five persons, all of whom are classified under the
same job and each may perform a slightly different work. So each person would have a
different position for e.g. while a job is impersonal the position is personal.

Job Analysis:

It is a procedure by which pertinent information is obtained about a job i.e., it is a

detailed and systematic study of information relating to the operations and
responsibilities of a specific job. Job analysis as “the process of determining, by
observation, study and reporting pertinent information relating to the nature of a specific
job. It is the determination of the tasks which comprises of the job and the skills,
knowledge, abilities and responsibilities required of the worker for a successful
performance and which differentiates one job from all other.

Job Description:

It is a written record of the duties, responsibilities and requirements of a particular job. It

“is concerned with the job itself and not with the work.” It is a statement describing the
job in terms as its title, location, duties, working conditions and hazards. It tells us ‘what
is to be done’ , ‘how it is to be done’ and ‘why it is to be done‘. It is a standard of
function, in which it defines the appropriate and authorized contents of a job.

Job Specification:

It is a standard of personnel and designates the qualities required for an acceptable

performance. It is a written record of the requirements sought in an individual worker
for a given job. It refers to a summary of the personal characteristics required for a job.
It is a statement of the minimum acceptable human qualities necessary for the proper
performance of a job.

Job Design:

It is the division of the total task to be performed into the manageable and efficient units
– positions, departments and divisions, and to provide for their proper integration. This
sub-division of work is both on a horizontal scale – with different tasks across the
organization being performed by different people and on the vertical scale, in which
higher levels of the organization are responsible for the supervision of more people and
the coordination of sub-groups, more complex planning, etc.

Job Analysis:

After a job has been defined, it is analyzed, as each task is described in detail. It is a
procedure and a tool for determining the specified tasks, operations and requirements
of each job. “It is the process of getting information about jobs; specially as to what the
worker does; how he gets it done; why he does it; skill, education and training required;
relationship to other jobs; physical demands; environmental conditions. It relates to the
anatomy of the job. It is a complete study of job, embodying every known and
determinable factor, including the duties and responsibilities involved in its performance,
the conditions under which the performance is carried on, the nature of the task, the
qualities required in the worker, and such conditions of employment as pay, duty hours,
opportunities and privileges. It also emphasizes the relation of one job to others in the
organization.

Purpose and Uses of Job Analysis:

Job analysis programme is an essential ingredient of sound personnel management. It

is the major input for forecasting future human resource requirements, Job
modifications, job evaluation, determination of proper compensation, and the writing of
job descriptions. It is of fundamental importance of management programmes due to
the wider applicability of its results. The information provided by Job analysis is useful
in almost every phase of employees relations as-

(i) Organization and Manpower Planning: It is helpful in organizational

planning, for it defines labor needs in concrete terms and co-ordinates the
activities of the work force, and clearly divides duties and responsibilities.

(ii) Recruitment, Selection: By indicating the specific requirements of each job

(i.e. the skills and knowledge), it provides a realistic basis for hiring, training,
placement, transfer and promotion of personnel. The goal is to match the job
requirements with a worker’s aptitude, abilities and interests. It also helps in
charting the channels of promotion and in showing lateral lines of transfer.

(iii) Wage and Salary Administration: it helps in salary and wage administration
by indicating the qualifications required for doing a specified job and the risks
and hazards involved in its performance. Job analysis is used as a
foundation for job evaluation.

(iv) Job Re-engineering: Job analysis provides information which enables

personnel to change jobs with specific characteristics and qualifications. This
takes two forms:

(a) Industrial engineering activity this activity is concerned with operational

analysis, motion study, work simplification methods and improvements in the
place of work and its measurements, and aims in improving efficiency,
reducing unit labor costs, and establishing the production standard which the
employee is expected to meet:

(b) Human engineering activity usually takes into consideration as human

capabilities, both physical and psychological, and prepares the ground for
 complex operations of industrial administration , increased efficiency and
better productivity.

(v) Employee Training and Management Development: Job analysis provides

the necessary information to the management of training and development
programmes. It helps to determine the contents and subject matter of
training courses. It also helps in checking application information,
interviewing weighing test results, and in checking references.

(vi) Performance Appraisal: It helps in establishing clear-cut standards which

may be compared with the actual contribution of each individual.
(vii) Health and Safety: It provides an opportunity for identifying hazardous
conditions and unhealthy environmental factors so that corrective measures
may be taken to minimize and avoid the possibility of accidents.

Job analysis is a systematic procedure for securing and reporting the information which
defines a specific job. It has many uses in the management of personnel. It determines
the qualifications required for a job; provides guidance in recruitment and selection; and
also evaluates present employees for transfer or promotion; and establishes the
requirements for training programmes. It is used as a foundation for job evaluation and
helps in employee development by means of appraisal and counseling; for establishing
improved methods of analyzing problems of health, safety and fatigue; it functions as a
guide in connection with discipline and grievances and as a basis for transfers, lay-offs
and as a basis of comparison of the pay rates obtaining in other organization; and it
establishes workloads and job assignments. It also helps in redesigning the jobs to
improve operational performance or to enrich job content and employee improvement.
Managers may develop ways of giving their employees an increased sense of
personnel accomplishment and control over themselves and their work.

Job Analysis produces four kinds of documentation and procedures that are crucial to
personnel activities like-

(i) Job descriptions

(ii) Job specification
(iii) Job evaluation
(iv) personnel assessment
In turn, the procedures and documentation are basic inputs for diverse personnel
functions.

PRIMARY WORK JOB DESCRIPTION RE CRUTING

JOB ANALYSIS
OR ACTIVITIES

JOB TRAINING
JOBS  METHODS
SPECDIFICATIONS
 TECHNIOUES COMPESATION

 RELATIONS JOB EVALUTION

DEVELOPMENT
 RESPONSIBILITIES
 JOB STRUCTURES

SECONDARY
ACTIVITIES
SUPPORTING MAIN
WORK

Job Analysis: Area of Application

Contents of Job Analysis: A job analysis provides the following information:

(i) Job Identification: Its title, including its code number;

(ii) Significant Characteristics of a Job: Its location, physical setting, supervision,

Union jurisdiction, hazards and discomforts

(iii) What the typical worker does: Specific operation and tasks that make up an

assignment, their relative timing and importance, their simplicity, routine or

complexity, the responsibility or safety of others for properly, funds, confidence

trust;

(iv) Which materials and equipment a worker uses: Metals, plastics, grains,

yarns, milling machines, punch presses and micrometers;

(v) How a job is performed: Nature of operation – lifting, handling, cleaning,

washing, feeding, removing, drilling, driving, setting up and many others;

(vi) Required personnel attributes: Experience, training, apprenticeship, physical

strength, co-ordination or dexterity, physical demands, mental capabilities,

aptitudes, social skills;

(vii) Job relationship: Experience required, opportunities for advancement, patterns

of promotions, essential co-operation, direction, or leadership from and for a job.

A job analysis is usually a clear indication of a job description and job specification.

Steps in Job Analysis:

Five basic steps are required for job analysis exercise like-
Step 1: Collection of Background Information:

“The make-up of a job, its relation to other jobs, and its requirements for competent
performance are essential information needed for a job evaluation. This information can
be obtained by reviewing available background information as organization chart( which
shows how the job in question relates to other job )

Step 2: Selection of Representative Position to be Analyzed:

The analysis of all jobs are time-consuming, so flow of representative positions are
usually analyzed.

Step 3: Collection of Job Analysis Data:

Job data on features of the job, required employee qualifications and requirements, are
collected either from the employees who actually perform a job; or from other
employees (such as foremen or supervisors) who watch the workers doing a job and
thereby acquire knowledge about it; or from the outside persons, known as the trade job
analysts who are appointed to watch employees performing a job.

Duties of trade job analyst

(i) To outline the complete scope of a job and to consider all the physical and
mental activities involved in determining what the worker does. For this
purpose, he studies the physical methods used by a worker to accomplish his
task (including the use of machinery, tools and his own movements and
necessary mental facilities);

(ii) Find out why a worker does a job; and for this purpose the studies why each
task is essential for the overall result; and

(iii) The skill factor which may be needed in the worker to differentiate between
jobs and establish the extent of the difficulty of any job.

Step 4: Developing a Job Description:

Collected information is developed in the form of a job description. This is a written

statement that describes the main features of the job, as well the qualifications/activities
which the job incumbents usually possess.

Step 5: Description statements into Job Specifications,

Last step is to convert the Job Description statements into Job Specifications, i.e.
specifically to mention what personal qualities, traits, skills and background is necessary
for getting the job done.

Techniques of Job Analysis Data:

The determination of job tasks, the concomitant skills and abilities necessary for
successful performance, and the responsibilities inherent in the job can be obtained
through the following methods or approaches like-

(i) Personal observation;

(ii) Sending out questionnaires;

(iii) Maintenance of log records; and

(iv) Conducting personal interviews.

(i) Personal Observation: The use of materials and equipment, working

conditions and probable hazards, and understanding of what the work
involves are the requirement of analyst. Direct observation is especially
useful in jobs that consist primarily of observable physical ability, like the jobs
of draftsman, mechanic, spinner or weaver.

(ii) Sending out Questionnaires: This method is usually employed by

engineering consultants. Questionnaires are sent out to job-holders for
completion and are returned to supervisors. The information received is often
unorganized and incoherent because issuing questionnaire is to elicit the
necessary information from job holders as any error may first be discussed
with the employee and, after due corrections, may be submitted to the job
analyst.

(iii) Maintenance of Log Records: The employee maintains a daily diary record
of duties , making the time at which each task is started and finished. This
system is also incomplete, as it does not give the employees desirable data
on supervisor relationship, the equipment used, and working conditions.
Moreover, it is time-consuming.

(iv) Personal Interviews:

Usually held by the analyst with the employees, and answers to relevant
questions may be recorded. But the method is time-consuming and costly.

Uses of Job Description

Job description has several uses like-

(i) Preliminary draft can be used as a basis for productive group discussion,
particularly if the process starts at the executive level.

(ii) It aids in the development of job specifications, which are useful in planning
recruitment, training and in hiring people with required skills.
 (iii) It can be used to orient new employees toward basic responsibilities and
duties.

(iv) It is basic document for the purpose of developing performance standards.

(v) It can be used for job evaluation, wage and salary administration technique.

Job specification are developed with the co-operation of the personnel department and
various supervisors in the whole organization. The personnel department co-ordinates
the writing of job descriptions and job specifications and secures agreement on the
qualifications required.

These specifications relate to:

(a) Physical characteristics, which include health, strength, endurance, age-range, body
size, height, weight, vision, voice, poise, eye, hand and foot co-ordination, motor co-
ordination, and color discrimination.

(b) Psychological characteristics or special aptitude which include the qualities as

manual dexterity, mechanical aptitude, ingenuity, judgment, resourcefulness,
analytical ability, mental concentration and alertness.

1. Personal characteristics or traits of temperament, as personal

appearance, good and pleasing manners, emotional stability,
aggressiveness or submissiveness, extroversion or introversion,
leadership, cooperativeness, initiative and drive, skill in dealing with
others, unusual sensory qualities of sight, smell, hearing, adaptability,
conversational ability, etc.

2. Responsibilities, which include supervision of others, responsibility for

production, process and equipment; responsibility for the safety of others;
responsibility for generating confidence and trust; responsibility for
preventing monetary loss.

3. Other features of demographic natures, which are age, sex, education,

experience and language ability.

Job specifications are mostly based on the educated guesses of supervisors and
personnel managers. They give their opinion as to who do they think should be
considered for a job in terms of education, intelligence, training etc.

SELF CHECK QUESTION

Long answer type questions

1. Explain the forms and importance of Man Power Planning.

2. What is the object of Man Power Planning ? Explain the stages for determination of
man power needs.
3. Why is Man Power Planning needed ? Elucidate the pre-requisites for Man Power
Planning.

4. What do you mean by job analysis ? Explain its process and also differentiate
between job rotation, job enlargement and job enrichment .

Short answer type questions

1. Discuss the purpose of job analysis.
2. Discuss the relationship between job description, job specification and job
evaluation.
3. Discuss the concept of balance sheet planning.
4. Discuss the concept of manpower planning

Objective type questions

1. At present, the basic concept of manpower planning is to______________________
(a) Prepare for future by reducing its uncertainty
(b) Prepare for future by increasing its uncertainty
(c) Prepare for future by following its uncertainty
(d) Prepare for future by reducing its certainty
Ans. (a)
2. Manpower planning in total organizational planning may be identified as the________
(a) Main system (b) Sub system (c) Operational system (d) Managerial system
Ans. (b)
3. Where potential risks are identified, the situation comes under____________________
(a) Contingency planning (b) Real time planning
(c) Adaptive planning (d) All of these (e) None of these
Ans. (a)
4. Breaking up of long term planning is called as_______________________________
(a) Operational planning (b) Back log planning
(c) Strategic planning (d) All of these (e) None of these
Ans. (c)
5. Man power planning provides help in increasing______________________________
(a) Profitability (b) Marketability (c) Productivity
(d) All of these (e) None of these
Ans (c)