ABSTRACT
To ensure the continuous development and enhancement of organizational
competitive edge in a high technological driven system where positive rivalry
is encourage, manpower planning takes an enviable position in fostering and
achieving organizational goals and objectives. This research work was
undertaken to critically examine manpower planning and organizational
competitiveness using Zenith Bank Nigeria Pic as a case study. A review of
related literature was carried out to consider the extent of work previously
done in this area of study. The study aimed at finding are the following
objectives, to highlight the importance of manpower planning in organizational
competitiveness and to seeks to undertake both descriptive and empirical
analysis of manpower planning with the role objectives and determining the
usefulness of these techniques at improving organizational competitiveness. In
conclusion, it was discovered that findings are manpower planning leads to
improved organizational competitiveness, which in tum impacts positively on the
economy, policies and programmes are needed as a boost to manpower planning of
training and development in banks and Rapid development, in banks can be
attributed to successful planning programmes.
TABLE OF CONTENTS
TITLE PAGE i
CERTIFICATION ii
DEDICATION iii
ACKNOWLEDGEMENT iv
ABSTRACT v
TABLE OF CONTENT vi
CHAPETER ONE
1.1
Background of the Study 1
1.2
Statement of the Problem 3
1.3
Purpose of the Study 5
1.4
Research Questions 5
1.5
Research Hypothesis 6
1.6
Significance of the Study 7
1.7
Scope and Limitation of Study 7
CHAPTER TWO
2.0 Literature
Review 9
2.1 Introduction
9
2.2 Manpower
Planning as a Concept 9
2.3 Manpower
Planning Process in Organization 11
2.4 History
of Manpower Planning 12
2.5 Nigeria
Macro Independence 13
2.6 Types
of Manpower Planning 14
2.7 Rationale
for Manpower Planning 14
2.8 Importance of Manpower Planning 16
2.9 Manpower
Forecasting Competition 17
2.10 Manpower Planning Issues and
Competitiveness in
Organizational Training and
Development. 20
2.11.1 Zenith Bank Nigeria Plc in
Focus 24
CHAPTER THREE
3.0 Research
Methodology 26
3.1 Preamble
26
3.2 Restatement
of Research Hypothesis 26
3.3 Research
Design 27
3.4 Population
and Sample Size 28
3.5 Questionnaire
Administration 29
3.6 Procedure
for Data Analysis 29
3.7 Limitation
30
CHAPTER FOUR
4.0 Data
Presentation and Analysis 31
4.1 Analysis of Socio-Economic Data
31
4.2 General Findings and Analysis
32
4.3 Test of Hypotheses 41
CHAPTER FIVE
5.0 Summary,
Recommendations and Conclusions 48
5.1 Summary
of Findings 48
5.2 Conclusion 49
5.3 Recommendations
50
Bibliography 52
Appendix 54
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF
THE STUDY
Manpower
planning is concerned with the scientific acquisition, optimum utilization,
development and adequate maintenance of human resources. Although, manpower
planning is relatively new in the field of personnel management, in the past
not much has been written about manpower planning. But with recent discovery of
the need for planning human resources in an organization because changes are
envisaged in large organizations, manpower planning is now accorded high
attention.
However,
manpower planning gives organizations overview of the entire staff by
highlighting the strength and weakness of human resources. This makes it easier
to have very good plans and programmes that will enable them meet their
projected needs.
The
introduction of manpower planning in management circles has helped
organizations in seeking ways of maintaining and improving their ability to enhance
their corporate image and achieving corporate objectives. It has also helped
organizations in developing strategies that are designed to increase the
present and future contributions of manpower towards the survival of the
organization.
To
this end, it is apparent that manpower planning must be part of overall
strategic planning of a competitive organization. It must be integrated within
the business objective and goals for high organizational competitiveness to be
achieved.
Ndukwe
(2003) maintains that the only competitive advantage that any company has today
is its ability to learn faster than its competitors. A culture of achievement
is only possible when change is not only accepted but also embraced.
Nwachukwu
(1997) noted that one of the major problems confronting management in any
organization is to determine the most effective ways of matching people with
jobs what makes an organization to be a successful one is the ability to
forecast the future effectively. Any organization that cannot have effective
manpower planning will always be on a risky mission. In Nigeria where both
managerial and technical skills are few, it is therefore necessary for
organizations to critically plan ahead to avoid problems developing in the near
future.
Manpower
planning is necessary because it gives apex management a better view of the
human resources dimensions of business decisions. It should be noted however,
that the days of unsystematic and intuitive manpower management have ended. Hence,
it manpower planning is not adequately implemented it will be worse than an
unplanned scenario because its multiplier effect will affect all other
functional area of organization.
Manpower
planning covers more than simply planning for future requirements of
organizational competitive ness. It takes into considerations the current level
of skills in an organization and the expected vacancies due to retirements,
promotions, transfers, sick leave, discharges or other reasons.
In
all, manpower planning is concerned with ensuring optimum use of the human
resources currently employed and the provision of the future manpower needs of
the organization in terms of skills, sizes and a host of other criteria.
Therefore,
at every point in time in the life of the organization, there must be the right
number of employees with the right level of skills in the right jobs at the
right time and performing the right activities in order to achieve the goals
and objectives of the organization. In this way, the organization is said to be
competitive.
1.2 STATEMENT OF THE PROBLEM
In the
banking industries, more emphasis is laid on areas like information technology,
marketing and product development at the expense of human resources development
especially in the aspect of manpower planning. There is no stable or consistent
programme and policy that enhances the right and appropriate manpower needs of
organizations. As a result, most people who are unqualified for a particular
job are just posted to function in such areas after minimum or little training.
These have done more damages than good to these organizations.
Most
banks make a paltry budget for manpower planning in most financial years. In
most cases, a large chunk of their budget is earmarked for information
technology, marketing, new product development and advertisement.
Key
decision makers in most banks always acknowledge that strategic manpower
planning is a since qua non for any bank. Therefore, any organization that
intends to remain in this highly competitive post consolidation era, must realize
that in most cases, the benefit accruable from this, is in no way comparable
with the cost in the long run.
However,
for any bank to be reckoned with in this era of technological changes; its
workforce planning vis a vis its organizational competitiveness has to be
constantly modernized and upgraded to correspond with the level of
technological advancement in baking. For instance, prior to now flexi cube
banking software was the most popular software among banks. It is now gradually
being phased out with finable, equinox and a host of other more efficient
banking software.
In
all, any serious organization would appreciate the fact that no matter the
level of the cutting edge technology, human inputs would still be needed to
make it work hence the need for strategic manpower (workforce) planning. This
is important because the human being is the brain behind everything in an
organization; hence if one critically examines the success or failure of any
organization, it would be noted that the human resources play a prominent role
in the eventual outcome. Therefore, an effective and time-tested planning is
necessary.
1.3 PURPOSE OF THE STUDY
The
interest for study is done out of the fact that although some organizations may
have abundant resources in terms of machines, employees and other outputs, many
lack the right caliber of personnel with organizational requisite for
competitiveness, hence they find it difficult to break through challenges.
Human resources in an organization could also be termed as transformation
capacity; that is, they can transform the rich resources into goods and
services for which demand exists or can be created. Therefore, any organization
that takes its human resources ordinarily and disregards having a systematic
plan for them may in the long run tum the organization from a market leader to
a market follower. Thus, the study shall highlight the importance of manpower
planning in organization competitiveness. Lastly, the study seeks to undertake
both descriptive and empirical analysis of manpower planning with the role
objective of determining the usefulness of these techniques at improving
organizational competitiveness.
1.4 RESEARCH QUESTIONS
In
this study some pertinent questions would be asked that will highlight the
problems of manpower planning and organizational competitiveness faced by most
organization in the banking industry and hence provide possible solutions to
them. Such questions include:
·Is the nomination of manpower for planning and
organizational competitiveness based on identified planning and competitive
needs?
·Do employees work effectively and efficiently when they
plan for organizational competitiveness?
·Is the planned manpower available and sufficient? Is
there any relationship between manpower planning, organizational
competitiveness and modernization to meet the pace of technological
advancement?
·What are the major constraint in realizing the manpower
planning and organizational competitiveness of Zenith Bank?
1.5 RESEARCH HYPOTHESIS
To
provide systematic answers to the researcher's questions, attempt was made to
explore the relationship among variables highlighted in the study.
Hence,
the following hypothesis will be tested:
HYPOTHESIS
I
Ho: There may be no significant impact of
manpower planning on organizational competitiveness.
HI: There
may be a significant impact of manpower planning on organizational
competitiveness.
HYPOTHESIS
II
Ho: There may be no significant impact of
planning function on organizational competitiveness.
HI: There
may be a significant impact of planning function on organizational
competitiveness
HYPOTHESIS
III
Ho: There may be no significant difference
between manpower planning, organizational competitiveness and modernization to
meet the pace of technological advancement.
HI: There may be a significant difference
between manpower planning, organizational competitiveness and modernization to meet the pace of technological advancement.
1.6 SIGNIFICANCE OF THE STUDY
It is
hoped that the result of this study will be very useful to practicing mangers
who would acknowledge the importance of planning their human resources
carefully in advance before they become unmanageable. It is recommended for the
researchers on the field of management, management consultants, scholars who
want to know more about the impact of manpower planning as it affects
organizational competitiveness.
1.7 SCOPE AND LIMITATION OF STUDY
The
study is intended to look at the importance of manpower planning as a lead to
organizational competitiveness. For the purpose of empirical testing, some
members of the head office and selected branches of Zenith bank (based on some
criteria) were chosen.
For
the purpose of description, quite a number of textbooks and journals were
consulted to consider the views of different management practitioners on the
area of study.
However,
the limitations inspired by this study need to be emphasized and these arise
from:
•
The
time given to carry out the study was considerably short and the possibility of
obtaining information from many sources was not possible which limited the sample
chosen as a representative of the target population.
•
The
study was restricted to Lagos state owing to its metropolitan nature, besides,
the research's decision was guided by the fact that Lagos is the commercial
capital of the country and as such conclusions reached in the research work
could be representative enough. Selection of samples was based on judgmental
and convenience sampling techniques.
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