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Journal articles on the topic 'Manpower planning'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 July 2024

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1

Chhina, Rajoo S., Rajdeep S. Chhina, Ananat Sidhu, and Amit Bansal. "Health Manpower Planning." AMEI's Current Trends in Diagnosis & Treatment 1, no. 1 (March 1, 2017): 53–57. http://dx.doi.org/10.5005/jp-journals-10055-0013.

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ABSTRACT Manpower is the most crucial resource toward delivery of health planning. Health manpower refers to people who are trained to promote health, to prevent and to cure diseases, and to rehabilitate the sick. The aim of manpower planning is to make available the right kind of personnel in the right number with appropriate skills at the right place at the right time doing the right job. Various types of health resources are doctors, nurses, pharmacists, lab technicians, radiographer health assistants, health workers, auxiliary nurse midwife (ANM), accredited social health activists (ASHAs), anganwadi workers, trained dais, and so on. Currently, developing countries including India lag behind suggested norms of required health manpower. Presently, India produces 30,000 doctors, 18,000 specialists, 30,000 Ayurveda, Yoga and naturopathy, Unani, Siddha, and Homeopathy (AYUSH) graduates, 54,000 nurses, 15,000 ANMs, and 36,000 pharmacists annually. This production is not equal across the states, leading to unequal distribution of doctors. Such a skewed distribution results in large gaps in demand and availability. Various reasons for this are skewed production of health manpower, uneven human resource deployment and distribution, disconnected education and training, lack of job satisfaction, professional isolation, and lack of rural experience. The 12th Plan should aim to expand facilities for medical, nursing, and paramedical education; create new skilled health worker categories; enable AYUSH graduates to provide essential health care by upgrading their skills in modern medicine through bridge courses; establish a management system for human resource in health to actualize improved methods for recruitment, retention, and performance; put in place incentive-based structures; create career tracks for professional advancement based on competence; and, finally, build an independent and professional regulatory environment. How to cite this article Chhina RS, Chhina RS, Sidhu A, Bansal A. Health Manpower Planning. Curr Trends Diagn Treat 2017;1(1):53-57.

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2

MacLeod, William B., Paul W. Huras, and Susan Burns. "Medical Manpower Planning." Healthcare Management Forum 3, no. 2 (July 1990): 28–33. http://dx.doi.org/10.1016/s0840-4704(10)61263-x.

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3

Choo, Vivien. "Faulty manpower planning?" Lancet 341, no. 8853 (May 1993): 1145–46. http://dx.doi.org/10.1016/0140-6736(93)93155-t.

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4

Laik, Nang, and Murphy Choy. "Manpower Planning using Heuristics." International Journal of Computer Applications 176, no. 29 (June 18, 2020): 23–28. http://dx.doi.org/10.5120/ijca2020920319.

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5

Mathur, Atul. "Manpower planning: Theoretical perspectives." IME Journal 14, no. 1 (2020): 111. http://dx.doi.org/10.5958/2582-1245.2020.00015.9.

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6

Bardens, Rupert, and Dimitris Karagiannis. "Knowledge-based manpower planning." Annals of Operations Research 16, no. 1 (December 1988): 347–74. http://dx.doi.org/10.1007/bf02283753.

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7

Gass, Saul I. "Military manpower planning models." Computers & Operations Research 18, no. 1 (January 1991): 65–73. http://dx.doi.org/10.1016/0305-0548(91)90043-q.

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8

FATHIMA, SHIREEN. "MANPOWER PLANNING AND PRACTICES." International Scientific Journal of Engineering and Management 03, no. 05 (May 25, 2024): 1–9. http://dx.doi.org/10.55041/isjem01859.

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This research paper explores manpower planning as one of the most crucial human resource practices. The purpose of the study is to examine the manpower planning and practices in the selected private sector. Key variables including key factors influencing employee work performance, strategic workforce planning challenges, attracting and retaining talent, enhancing manpower planning: managerial suggestion. The total population is 200 and the sample size is 180. The tools used for Non-Parametric U–test, H–test, Run test, and Spearman Rank Correlation. Through a combination of qualitative and quantitative research methods, including surveys, interviews, and data analysis, this research aims to suggest strategies to enhance collaboration, communication, and teamwork to maximize the positive impact of colleague support on work performance.

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9

Gurunathan, Dr K. Balanaga, and V. Vijayalakshmi V.Vijayalakshmi. "Manpower planning as an aspect towards employee retention." Indian Journal of Applied Research 2, no. 2 (October 1, 2011): 115–17. http://dx.doi.org/10.15373/2249555x/nov2012/43.

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10

HALL, RANDOLPH W. "Graphical models for manpower planning." International Journal of Production Research 24, no. 5 (September 1986): 1267–82. http://dx.doi.org/10.1080/00207548608919802.

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11

Schuster, Robert C. "Manpower Planning for Construction Administration." Journal of Management in Engineering 3, no. 3 (July 1987): 201–6. http://dx.doi.org/10.1061/(asce)9742-597x(1987)3:3(201).

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12

Wilson, Brian. "Manpower Planning of Future Requirements." International Journal of Manpower 8, no. 3 (March 1987): 3–8. http://dx.doi.org/10.1108/eb045119.

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13

Brockington, I. "A test for manpower planning." BMJ 295, no. 6605 (October 24, 1987): 1067. http://dx.doi.org/10.1136/bmj.295.6605.1067.

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14

Butler, G. "A test for manpower planning." BMJ 295, no. 6605 (October 24, 1987): 1067. http://dx.doi.org/10.1136/bmj.295.6605.1067-a.

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15

Marvin, C. M. "A test for manpower planning." BMJ 295, no. 6608 (November 14, 1987): 1281. http://dx.doi.org/10.1136/bmj.295.6608.1281-b.

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16

Parkhouse, J. "A test for manpower planning." BMJ 296, no. 6615 (January 9, 1988): 134–35. http://dx.doi.org/10.1136/bmj.296.6615.134-c.

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17

Yue, Chaoyuan. "The National Specialized Manpower Planning." IFAC Proceedings Volumes 20, no. 9 (August 1987): 653–58. http://dx.doi.org/10.1016/s1474-6670(17)55782-1.

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18

Ghosh, B. N. "Health Manpower Planning In India." Indian Journal of Community Medicine 13, no. 2 (1988): 54. http://dx.doi.org/10.4103/0970-0218.53760.

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19

Fairbairn, D. "Experiences in manpower planning for geomatics." ISPRS - International Archives of the Photogrammetry, Remote Sensing and Spatial Information Sciences XL-6 (April 23, 2014): 25–29. http://dx.doi.org/10.5194/isprsarchives-xl-6-25-2014.

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This paper addresses the issue of manpower planning in meeting the needs of national and international economies for trained geomatics professionals. Estimated statistics for the numbers of such personnel, and experience in assessing recruitment into the profession reveal considerable skills gaps, particularly in the mature economies of the developed world.<br><br> In general, centralised manpower planning has little official role in western economies. However, informal surveys of shortfalls in supply of qualified graduates in many fields, including geomatics, are undertaken by professional organisations, educational establishments and consultancies. This paper examines examples of such manpower surveys and considers whether more effective manpower planning would ensure a more efficient geomatics industry in a nation, and what the nature of such an exercise should be.

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20

Owens, Jay, and Lila Nema. "The role of manpower planning in the corporate planning process." South African Journal of Business Management 19, no. 2 (June 30, 1988): 45–56. http://dx.doi.org/10.4102/sajbm.v19i2.970.

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The purpose of this article is to evaluate how wide-spread the use of, as well as how comprehensive manpower planning is in South African organizations. It also explores how well integrated manpower planning is in the strategic planning of organizations. A review of the planning and corporate planning literature is undertaken. A sample of 25 companies from the Financial Mail 'Top 100 Companies' was selected for analysis. Conclusions are drawn from the findings, and a list of recommendations has been drawn up which will enable companies to improve their manpower planning in a changing South Africa.Die doelwit van hierdie artikel is om ondersoek in te stel na die omvattendheid asook die deeglikheid van mannekragbeplanning in Suid-Afrikaanse maatskappye. Dit is verder 'n ondersoek na hoe geintegreerd hierdie mannekragbeplanning in die strategiese beplanning van hierdie maatskappye is en bied 'n literere oorsig van die veld aan. Vyf-en-twintig maatskappye uit die Financial Mail 'Top 100 Companies' is ontleed. Met die gevolgtrekkings wat uit die ondersoek voortgespruit het, is 'n lys van aanbevelings opgestel van wat 'n maatskappy kan doen om mannekragbeplanning op te knap in 'n veranderende Suid-Afrika.

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21

Murphy, Tony. "Medical Manpower Planning Now and Future." Journal of The Royal Naval Medical Service 91, no. 3 (December 2005): 153–54. http://dx.doi.org/10.1136/jrnms-91-153.

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22

Holloran, Thomas J., and Judson E. Byrn. "United Airlines Station Manpower Planning System." Interfaces 16, no. 1 (February 1986): 39–50. http://dx.doi.org/10.1287/inte.16.1.39.

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23

Schaffer, Robert J. "Manpower Planning—Make a “Moral Contrac”." Journal of Management in Engineering 4, no. 1 (January 1988): 56–59. http://dx.doi.org/10.1061/(asce)9742-597x(1988)4:1(56).

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24

Ramarao, D., Rashmi Agrawal, B. V. L. N. Rao, S. K. Nanda, and Girish P. Joshi. "Agri-Manpower Forecasting and Educational Planning." Journal of Agricultural Education and Extension 20, no. 4 (December 7, 2013): 397–412. http://dx.doi.org/10.1080/1389224x.2013.846869.

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25

Parkhouse, J. "JPAC: a test for manpower planning." BMJ 295, no. 6603 (October 10, 1987): 868–69. http://dx.doi.org/10.1136/bmj.295.6603.868.

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26

Cowling, Alan, and Mike Walters. "Manpower Planning – Where Are We Today?" Personnel Review 19, no. 3 (March 1990): 3–8. http://dx.doi.org/10.1108/00483489010006782.

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27

Guerry, M. A. "Using fuzzy sets in manpower planning." Journal of Applied Probability 36, no. 1 (March 1999): 155–62. http://dx.doi.org/10.1239/jap/1032374238.

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In this paper, given personnel distributions that are not attainable, we introduce the grade of attainability in order to measure the degree to which there exists a similar distribution that is attainable. For constant size systems controlled by recruitment, properties of the most similar distribution to a given distribution are formulated.

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28

Ekhosuehi, Virtue, Vincent A. Amenaghawon, and Augustine Osagiede. "Markov manpower planning models: a review." International Journal of Operational Research 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijor.2020.10032112.

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29

Palastanga, Nigel. "Manpower Planning and the Physiotherapy Profession." Physiotherapy 81, no. 7 (July 1995): 393–97. http://dx.doi.org/10.1016/s0031-9406(05)66769-7.

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30

Guerry, M. A. "Using fuzzy sets in manpower planning." Journal of Applied Probability 36, no. 01 (March 1999): 155–62. http://dx.doi.org/10.1017/s0021900200016934.

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In this paper, given personnel distributions that are not attainable, we introduce the grade of attainability in order to measure the degree to which there exists a similar distribution that is attainable. For constant size systems controlled by recruitment, properties of the most similar distribution to a given distribution are formulated.

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31

Wild, Bernhard, and Christoph Schneewei. "Manpower capacity planning — A hierarchical approach." International Journal of Production Economics 30-31 (July 1993): 95–106. http://dx.doi.org/10.1016/0925-5273(93)90084-x.

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32

Reeves, Gary R., and Randall C. Reid. "A military reserve manpower planning model." Computers & Operations Research 26, no. 12 (October 1999): 1231–42. http://dx.doi.org/10.1016/s0305-0548(98)00103-8.

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33

Castley, R. J. "Policy‐focused approach to manpower planning." International Journal of Manpower 17, no. 3 (May 1996): 15–24. http://dx.doi.org/10.1108/01437729610119487.

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34

Levey, Gerald S. "Organizing to Begin Physician Manpower Planning." New England Journal of Medicine 315, no. 21 (November 20, 1986): 1344–47. http://dx.doi.org/10.1056/nejm198611203152108.

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35

Sohoni, Milind G., Ellis L. Johnson, and T. Glenn Bailey. "Long-Range Reserve Crew Manpower Planning." Management Science 50, no. 6 (June 2004): 724–39. http://dx.doi.org/10.1287/mnsc.1030.0141.

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36

Rao, K. Srinivasa, V. Srinivasa Rao, and M. Vivekananda Murty. "On two graded manpower planning model." OPSEARCH 43, no. 3 (September 2006): 225–37. http://dx.doi.org/10.1007/bf03398775.

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37

Billington, J. N. "Visual interactive modelling and manpower planning." European Journal of Operational Research 30, no. 1 (June 1987): 77–84. http://dx.doi.org/10.1016/0377-2217(87)90013-0.

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38

McClean, Sally. "Manpower planning models and their estimation." European Journal of Operational Research 51, no. 2 (March 1991): 179–87. http://dx.doi.org/10.1016/0377-2217(91)90248-t.

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39

Amenaghawon, Vincent A., Virtue U. Ekhosuehi, and Augustine A. Osagiede. "Markov manpower planning models: a review." International Journal of Operational Research 46, no. 2 (2023): 227. http://dx.doi.org/10.1504/ijor.2023.129157.

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40

Stokes, P. M. "Manpower Planning—Training Planning Co‐operation: A Suggested Model." International Journal of Manpower 6, no. 5 (May 1985): 16–18. http://dx.doi.org/10.1108/eb045037.

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41

Ogunode Niyi Jacob. "An investigation into the challenges facing the planning of manpower." International Journal on Integrated Education 3, no. 7 (July 25, 2020): 100–110. http://dx.doi.org/10.31149/ijie.v3i7.500.

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The study investigated the challenges facing the planning of manpower in the educational institutions in F.C.T, Abuja, Nigeria. We used survey research design for this study. Questionnaire was adopted for this study. The questionnaire was tagged ”Investigate the challenges facing the planning of manpower in the educational institutions Questionnaire” The reliability of the instrument was determined through the use of test and re-test method. 80 educational planners and educational officers in charge of manpower planning in the ministry, department and agency of education were selected for the study through the use of purposive sampling method. Seven hypotheses were formulated by the researchers for the study. Mean, simple percentage and chi-square was used to analyze the information collected from the study. Data collected for the purpose of this study was collated, analyzed and the following was drawn that inadequate data/information, shortage of professional planners in manpower, inadequate working materials, poor capacity development of educational planners, political instability, lack of political and inadequate planning funds are the challenges facing the planning of manpower in the educational sector in F.C.T, Abuja.

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42

HASSAN, Ibrahim Korede, and Victoria Opeyemi HUNGA. "AN ASSESSMENT OF MANPOWER PLANNING IN NIGERIA LOCAL GOVERNMENT SYSTEM." Journal of Public Administration, Finance and Law 29 (2023): 211–21. http://dx.doi.org/10.47743/jopafl-2023-29-19.

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It is unfortunate that unavailability of manpower database, lack of forecasting are part of the factors affecting manpower planners in local government in Nigeria. Hence, manpower planning as a function of management is highly indispensable in the attainment of local government development goals. The study assesses manpower planning in Nigeria local government system, using Ewekoro Local Government, Ogun State. This discourse is exploratory in nature as it largely relied on secondary data generated from journals, articles, books, internet, etc as well as direct interview with the local government staffs which serves as primary source of information. Findings from the direct interview revealed that inadequate manpower inventory, improper utilization of the 1% of federal allocations for staff training, lack of forecasting especially when it comes to replacement policy and succession planning have impede human resources planner in Ewekoro local government. It was concluded that Ewekoro local government should have strategic manpower planning and human resources system because it serves as the bedrock for effective and efficient performances of the council. Recommendations based on the study is that there should be effective organizational communication of human resources policy, adequate workers motivation, engendering performance and diligence of career local council staffs, creation of enabling working environment through adequate provision of administrative offices for local government staffs

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43

V. E., Ebele, Okoye J. N., Udeoba C. E., Nwosu I. C., and Chidi E. N. "Assessment of Manpower Planning Strategies on Employee Performance in Awka South Local Government Area, Anambra State." British Journal of Management and Marketing Studies 7, no. 3 (July 9, 2024): 1–14. http://dx.doi.org/10.52589/bjmms-ruaybttn.

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This study assessed the impact of manpower planning strategies on employee performance in Awka South Local Government Area, Anambra State, Nigeria. Effective manpower planning is essential for organizations to optimize employee performance, productivity, and overall efficiency. Despite its importance, local governments in Nigeria face challenges such as overstaffing, poor skill mix, and inefficient resource utilization, which hinder employee performance. This research aims to identify the manpower planning strategies used in Awka South Local Government Area and examine the effect of staff promotion on employee commitment. Using a descriptive survey research design, data were collected from 332 employees through questionnaires. The study found that while manpower planning strategies are generally perceived positively, there is a need for improvement in aligning job descriptions with organizational goals and regular reviews. Conversely, staff promotion practices were perceived negatively, with issues of merit-based promotions and transparency significantly affecting employee commitment. The study concludes that enhancing manpower planning and reforming promotion practices can significantly improve employee performance and organizational effectiveness in the local government area.

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44

Crawford, Gail, Sybil Johnson, Shelagh Morris, and Sheila Steeples. "Are Norms the Key to Manpower Planning?" British Journal of Occupational Therapy 55, no. 2 (February 1992): 49–52. http://dx.doi.org/10.1177/030802269205500204.

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Occupational therapy managers have relied on the College's document entitled Recommended Minimum Standards for Occupational Therapy Staff: Patient Ratios for more than a decade. Trent Region District Occupational Therapists' Group reviewed this document and agreed to formulate proposals for its update. This article describes the work of a project team who collaborated with regional manpower colleagues and the region's mental health occupational therapy services staff in an endeavour to establish norms, formulae or other means of manpower planning.

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45

Kumar K. N., Uday. "Aggregate Manpower Planning - A Goal Programming Approach." Pure and Applied Mathematics Journal 4, no. 6 (2015): 233. http://dx.doi.org/10.11648/j.pamj.20150406.11.

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46

Cook, Mark. "Manpower Planning and the Return to Teaching." Journal of Further and Higher Education 9, no. 3 (September 1985): 66–73. http://dx.doi.org/10.1080/0309877850090308.

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47

Platt, Sid. "Manpower Planning—What Trade Unions Can Do." International Journal of Manpower 7, no. 3 (March 1986): 3–9. http://dx.doi.org/10.1108/eb045062.

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48

Wertheimer, Albert I. "Pharmacist manpower planning: whose responsibility is it?" International Journal of Pharmacy Practice 22, no. 5 (September 1, 2014): 305–6. http://dx.doi.org/10.1111/ijpp.12117.

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49

Fitzgerald, Louise. "Manpower Planning: A Suitable Case for Treatment?" Health Services Management Research 2, no. 2 (July 1989): 122–32. http://dx.doi.org/10.1177/095148488900200204.

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The article sets out the current pressures on the health service to radically revise the processes of manpower planning in use. Issues discussed include the conventional problems of managing uncertainty over longer timescales and the use of relevant data. However, the need for raised awareness across all professions of the sources of influence on the service is also discussed. The use of scenario planning approaches is suggested. A case example is provided of a trial attempt to examine the major forces influencing the N.W. Thames RHA, in order to derive from them the manpower and training implications. Detailed data from the early stages of the project are presented, illustrating the impact of technological advances and of social trends on health care delivery. Interim conclusions are then drawn from this work.

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50

Yan, Shangyao, Ta-Hui Yang, and Hsuan-Hung Chen. "Airline short-term maintenance manpower supply planning." Transportation Research Part A: Policy and Practice 38, no. 9-10 (November 2004): 615–42. http://dx.doi.org/10.1016/j.tra.2004.03.005.

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