Impact of Man Power Planning on Organization Competitiveness (a Case Study of Zenith Bank)
CHAPTER ONE
Objective of the Study
The main objective of the study was to examine the competitiveness of Human
Resource Planning and its effect on Zenith Bank.
The specific objectives of the study were:
- To find out whether there are manpower planning policies and practices in Zenith Bank.
- To establish whether the Manpower planning practices and procedures within Zenith Bank are functioning competitively.
- To find out the challenges of the provision of a framework to guide the implementation of manpower planning in Zenith Bank.
CHAPTER TWO
LITERATURE REVIEW
Introduction
This chapter reviews the literatures relating to the research topic. While Human Resources Planning is the subject area of this particular research project, the scope of this literature review is expanded to include other related topic relevant in addressing the research questions. Often business time-frames are too short to encourage good strategic planning. The best companies take the time and do it well. Human Resources Planning (manpower planning) is one of the most impactful aspects of business planning. Management literature is packed full of reasons why manpower planning is crucial to business success. Without it, there is little chance of the business having the right people at the right place at the right time doing the right work.
Manpower planning Defined
According to Gould, 1984, p.31 manpower planning is defined as, “the strategically driven human resource function will be devoted to finding ways to help the organization gain important advantages over its competitors”. Those advantages are often described in terms of the capacity that a business has with which to pursue its objectives. “The capacity of an organization to achieve its strategic objectives is influenced by human resources in three fundamental ways: cost economics; capacity to operate competitively; capacity to undertake new enterprises and change operations” (Biles and Holmberg, 1980, p.64).
Mullins(1996) acknowledges that „In recent years increasingly more attention has been given to the important of planning human resources as well other economic resources such as capital, materials, machinery and equipment‟.
Bulla and Scott (1994,p.66) has shown that, Manpower planning as „the process for ensuring that the human resources requirements of an organization are identified and plans are made for satisfying those requirements‟.
Manpower planning basically refers to the planning of all the various activities carried out by the human resource department or even planning how the activities of the human resource department can be executed. Some of these human resource activities are recruitment, selection, motivation, coaching, career development, empowering, and evaluations among others.
According to Mondy et al (1996) manpower planning is defined as a systematic analysis of HR needs in order to ensure that correct numbers of employees with the necessary skills are available when they are required.
CHAPTER THREE
METHODOLOGY
Introduction
This chapter is devoted to methodology of the study which contains the research design, research population, case study organization, sample and sampling procedure, data gathering instruments and method of data analysis.
Research Design
The design used for this study is a descriptive survey, thus data was systematically collected at a point in time, analysed and presented to give a clear picture of Manpower planning practices at Zenith Bank. A descriptive research was used in that it is basically designed to find out the existing situation of a particular phenomenon of concern. In other words, a descriptive research is the research which deals with the relationship among non-manipulated variables. In descriptive research, the events or conditions either already exist or have occurred and the researcher mainly selects the relevant variables for an analysis for their relationships (Best and James, 1993). This type of research is a systematic attempt to collect information from members of an identifiable population particularly, employees of Zenith Bank. The rationale for using the descriptive survey is that it helps in telling what the situation is in a systematic manner; it involves collection of accurate data for the purpose of determining the current nature of the subject of study thus impact of Manpower planning on
Zenith Bank; it also involves formulation and testing or research questions by describing the situation and using logical methods for inductive-deductive reasoning to arrive at generalizations.
The descriptive survey follows specific procedures and makes possible interpretation of data collected. Here, research questions are raised and answered in a descriptive way. Any other person therefore can follow the same procedure and come out with the same results. The descriptive survey minimizes personality values; beliefs and predisposition of the researcher since there are laid down procedures to follow. The descriptive survey also provides the researcher with instruments which are easier for the collection of data for the study (Best and James, 1993).
CHAPTER FOUR
DATA ANALYSIS AND DISCUSSION OF RESULTS
Introduction
This chapter analyses and discusses the findings. For these reason, questionnaires were administered to one hundred staffs of the various departments as well as interviews with the human resource manager and other division involved in the manpower planning to solicit further information and detailed explanation.
Zenith Bank
Zenith Bank total staff strength of the Department at the end of the year under review is 1,270.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
Summary
The study was to analyse Manpower planning practiced at Zenith Bank. How effective is Manpower planning policies and practices in Zenith Bank? How effective is manpower planning practices and procedures within Zenith Bank are functioning competitively? and the challenges hindering the implementation of manpower planning in Zenith Bank?
For these reason, questionnaires were administered to one hundred staff of the various departments as well as interviews with the human resource manager and other division involved in the manpower planning to solicit further information and detailed explanation.
Both secondary and primary methods were used, with the secondary sources were concerned data was collected from documents such as annual report from Zenith Bank, brochures on the profile of organization, operations and policy manual of the organization.
These documents were produced for specific purpose and have the advantage of being authentic, sincere and objective because they are documented policy statements for the organization.
Primary data is the basic material from which the study is obtained. First-hand full investigation was undertaken through the administration of questionnaires and interviews guides. The method was used to supplement the data collected from the secondary source.
The project ended with conclusion recommendations that will help Zenith Bank to improve on their manpower planning practices.
Conclusion
The study is to examine the extent to which Manpower planning is practiced at Zenith Bank.
It also sought to examine the relationship between Manpower planning and strategic planning of Zenith Bank and the importance of Manpower planning concept at Zenith Bank.
Furthermore, the study touched on the response for Manpower planning, how it is carried out, Officials responsible for Manpower planning as well as the challenges of Zenith Bank’s practices.
The results of the study reveal that most of Zenith Bank staff do not have in-depth knowledge on Manpower planning, thus it is not well practiced by the senior officers. It also reveals that Manpower planning can align the organization plan with Manpower planning.
The study ends with a recommendation for Zenith Bank towards the improvement of Manpower planning Practices.
Recommendations
The human resource department should develop and implement a comprehensive career development training programme for the staff. This would make them proactive and resilient, and competitively propagate government policies.
The mentality of every employee should be changed through seminars and workshops to empower them. Proper logistics should be provided as well as adequate budgetary allocation for the human resource department, to overcome improper keeping of records of staff and excess staff.
The human resource department should be structured to take its rightful place in the scheme of affair, so that they can educate the staff more on their practices and how they plan for the human resource practices like recruitment, promotion, evaluation among others. This would enable staff to have in-depth knowledge of the organization.
The department itself should have a human resource plans so that no matter the changes in management, the plans will still be followed. These plans should be periodically reviewed in order to adjust to the dynamic environment. This would overcome the issues of excess staff which leads to increase cost of labour and also constant changing of directors in the organization.
Lastly, everyone should be self disciplined including management so as to execute both the organization and human resource plans. The department should know that for manpower planning to be effective it should be align with the organizational plan.
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