EFFECT OF MANPOWER PLANNING ON ORGANISATION PERFORMANCE IN NIGERIA BOTTLING COMPANY PLC KADUNA

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ABSTRACT

This research is directed to examine the effect of manpower planning on organisation performance in Nigeria Bottling Company Kaduna what effect has manpower planning on workers job performance. The research work is divided into five chapters with each chapter structured in such a way as to ease understanding of its contents and issue raised. The first chapter dew with the introductory part of the study historical background of the study statement of problems, aims and objectives of the study, significance, hypothesis and definition of term. The second chapter two is on review of related literature the researcher review text books, journals, and all necessary materials. To put a good work. Chapters three of this work describe the instrument use in collection of necessary data. Chapter four of this project is based on presentation and analysis of data collected. The last chapters contain summary, conclusion and recommendation necessary on manpower planning and how it would help Nigeria Bottling Company Kaduna improved their performance.

TABLE OF CONTENTS

Title page – – – – – – – – – i

Declaration – – – – – – – – – ii

Approval page – – – – – – – – iii

Dedication – – – – – – – – – iv

Acknowledgement – – – – – – – v

Abstract – – – – – – – – – vi

Table of contents – – – – – – – – vii

CHAPTER ONE

1. Background of the study – – – – – 1

1. Statement of the problem – – – – – 9

1. Objectives of the study – – – – – – 11

1. Significance of the study – – – – – 12

1. Justification of the study- – – – – – 13

1. Scope and limitation of the study – – – 13

Definition of terms – – – – – – 14

CHAPTER TWO

Literature Review

2.1 Introduction – – – – – – – 15

2.2 Conceptual definition – – — – – – 15

2.3 importance of manpower planning- – – – 16

2.4 Function of manpower planning – – – – 19

2.5 Types or style of manpower planning – – – 21

2.6 Element of manpower planning – – – – 22

CHAPTER THREE

Research Methodology

3.1 Introduction – – – – – – – 28

3.2 Research method use- – – – – – – 28

3.3 Population – — – – – – – 29

3.4 Sampling procedure – – – – – 29

3.5 Instruments used – – – – – 29

3.6 Source of data collection – – – – – 32

3.7 Data analysis procedures – – – – – 33

CHAPTER FOUR

Data presentation and analysis

1. Data presentation and analysis – – – – 35

Test of hypothesis – – – – – – 43

CHAPTER FIVE

Summary, Conclusions and Recommendations

5.1 Introduction – – – – – – – 46

5.2 Summary of findings- – – – – – – 46

5.3 Conclusion – – – – – – – – 46

5.4 Recommendations- – – – – – – 47

– – – – – – – – 51

Appendix – – – – – – – – – 52

CHAPTER ONE

BACKGROUND OF THE STUDY

The place and value of manpower planning as a resource for organizational productivity and success cannot be overemphasized, we are concerned business resources, the organization of physical and financial resources cannot take place until manpower are organized, and the effectiveness of the organizational scheme depend on the manner in which manpower are utilized. Every thing on power is a sense, therefore we do not organize physical ad financial resources we organized people who in turn are responsible for the utilization of resources. That concept of manpower, planning must be applied to all resources or face the probability that their resources will not be maximized.

Indeed individual firms or organization cannot do without manpower, our knowledge of elementary economics inform us that labour (i.e. power) is the human effort, mental or physical exerted in the production of goods and services it is one of the very important factor of production; other are land, capital and entrepreneur (equally an aspect of manpower). The realization of objective by organizations, private or public greatly depend on the skill, caliber, competence and experience of it work force. The point of emphasis here is that the success or failure of organisation is not unconnected with the manpower it recruits, maintain and develop in the course of its operational life.

Interesting, of all the tasks of management, managing the human component in an organization is the central and most important task, because all management depend on how it is done this reveal the obvious fact that all the activities carried out, performed or engaged in by an organization as well as the nation are initiated, determined, planned, implemented and evaluated by the manpower. It is the realization of the important of manpower to national development and attainment of set organizational objective, that necessitated its planning and control.

MANPOWER PLANNING

in 1980 defined manpower planning as a process which aim to ensure the efficient use of people. He further commented that manpower planning is concerned with making sure that the right number of workers are in the right place at the right time, possessing appropriate range of skill and expertise. Another group of scholars Torrighton et al gave their definition of manpower planning when they noted that the emphasis (of manpower planning) is on ensuring that the organization has the right number of people with the right skill in the right place at the right time.

In every organization manpower planning activities can be visibly identified at three levels. These are policy level, planning level and operating level.

Policy Level: The various skill to be recruited and the method to be adopted for such recruitment exercise are formulated at this level other decision and activities include recommending method for generating storms and retrieving manpower information (i.e. manpower information system), formulating and developing a frame work for internal transfers, promotions, discipline and termination of employee and appointments and sourcing and allocating the required financial resources to execute manpower programmes and activities.

Planning level: This level involve activities like establishing recruitment system of the organization. Setting the standard criteria for selection of candidates fitting in place administrative procedure for provision of central information; and establishing systems for dealing with issues like internal transfer, promotions, discipline and termination of appointments.

Operating level: This level is actually responsible for implementation of issue decided at the policy level through the use of systems framework and settings established at the planning level. It includes interviewing both applicants for employment and existing employee, administering and conducting test of skill and aptitudes designing and placing advertisement for available job vacancies; establishing relationships with external sources of manpower supply’ and compiling human resources planning date.

Meanwhile a number of factorsserves as a constraints to the validity of manpower plan in an organization, these include:

Planning period: Time span to a certain extend affects manpower planning, the longer the period covered the higher the tendency for variance to exist between forecast and actual situation and vice –versa Kemembering that the aim of most manpower plans is to avoid minimist uncertainty of demand and supply of human resources, which is affected by changes occurring within the general and specific environment of organization.

Unpredictable nature of human asset: The human assets change like weather, hence passing a serious challenge to the prease study. Measurement or investigation (Krelter, 1999 p. 48) since human beings cannot be reduced to laboratory test and they constitute a key success factor, planning targets and aches, as a matter of necessity have to be adjusted and reviewed continuously as the occasion demands.

Uncertainty in General business environment: The realities of changes, which occur frequently in both the external and internal environment of business organization reveal the general nature of planning which is uncertainty (Kreithner, Ibid, p. 162). Meaning that manpower planning is a continues never-ending process demand reviews, adjustments, and readjustment of goal

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