Manpower Planning and Resourcing (MCQ)
Manpower Planning and Resourcing (MCQ)
Manpower Planning and Resourcing (MCQ)
Unit: 1
1. According to Eric W. Vetter, manpower planning is a very vital process where the management determines how the organization should move from its present manpower position to a desired manpower position. 2. According to Steiner, manpower planning may be defined as a strategy for the procurement, development, allocation and utilization of an enterprise s human resources. 3. According to K. F. Turkman manpower planning can be defined as an attempt to match the supply of people with the jobs available in an organization. Statistical techniques have been used to match the supply of people with the jobs available. 4. Bruce Coleman has defined manpower planning has been defined as the process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization . 5. Manpower planning may be defined as a strategy for the procurement, development, allocation and utilization of an enterprise s human resources. 6. Effective manpower planning is hiring the right number of people and the right kind of people at the right place and at the right time for doing the right things. 7. The 5 steps in the manpower planning process are: y Evaluate present manpower inventory y y y y Manpower forecasting Develop a manpower sourcing plan or retrenchment plan Manpower allocation Building requisite competencies
8. Manpower planning is done based on the manpower forecasts. The common manpower forecasting techniques are: a. Expert Forecasts: This includes formal expert surveys, informal decisions and the Delphi technique. b. Trend Analysis: Manpower needs can be seen through the past practice of the firm or organization keeping the principle year as a basis and a central tendency of measure c. Work Load Evaluation: This depends on the nature of the work load in a branch, department, or a division in a firm or organization. d. Work Force Evaluation: As production and the time duration are to be kept in mind, allotments have to be made for getting the total manpower requirements. e. Other Methods: A few mathematical models with the help of computers are also used to forecast manpower needs. 9. Manpower allocation helps in managing the impact of deficits and excess in manpower supply through promotions, transfers and job-rotations. 10. Manpower retention would mean taking necessary steps to ensure that the organization provides a conducive-atmosphere to the employees to perform and keeps each employee engaged. 11. Manpower allocation is a step in the manpower planning process. 12. Expert forecasts and trend analysis are two types of forecasting techniques. 13. Shortages and surpluses can be identified and quick action can be taken in planning.
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17. Usually the productivity of any organization is calculated using the formula: Productivity = Output / Input. 18. Employee Productivity = Total Production / Total no. of employees 19. Successful manpower planning involves only two critical steps. y Estimating the demand forecast for manpower accurately Ensuring the supply forecast for manpower meets the demand forecast 20. The main purpose of manpower planning is to increase the productivity of the organization and the total value created by the organization in a given unit of time. 21. Non Optimal Utilization of Manpower is one of the obstacles in manpower planning. 22. Optimum use of human resources currently employed is one of the major advantages of manpower planning. 23. Department representatives generate the demand forecast based on the business need and the guidelines provided. 24. Attrite: employees leaving the organization 25. Retrenchment: A cutting down or cutting back of manpower in this context. Reduction of manpower in this context. y Unit: 2 1. According to Lewis Mumford, If we do not take the time to review the past we shall not have sufficient insight to understand the present or command the future: for the past never leaves us, and the future is already here. 2. Business dictionary defines Manpower Forecasting as: The prediction of future levels of demand for, and supply of, workers and skills at organizational, regional, or national level. 3. Forecasting is also important when it comes to developing New products, new product lines. 4. Manpower forecasting forms a part of manpower planning process. 5. Successful manpower planning involves only two critical steps. y Estimating the demand forecast for manpower accurately y Ensuring the supply forecast for manpower meets the demand forecast 6. Two key sources of supply of manpower exist. They are: Internal Supply and External Supply. 7. Demand and supply forecasting are very essential to firms and organizations as it then helps them to decide between the various forecasting methods to be chosen.
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14. Hekimian and Jones Competitive Bidding Model: In this method managers bid for existing human resources and determine the value of the employee. The highest bid is the value of that resource. This model is based on the managers valuation of the employees. 15. The Likert and Bowers Model : This model proposes use of casual, intervening and end-result variables to determine the value of a group to the organization. y Casual variables are the ones which can be managed and controlled by the organization (Independent Variable). Examples: Managerial behavior, organization structure. y Intervening variables reflect the competencies, capabilities of an organization and involve group processes (Independent Variable). Examples: Organizational culture, environment, processes, leadership, employee satisfaction. y End-result variables reflect the achievements of the organization, total productivity, the efficiency and productivity of the organization (Dependent Variable). Examples: Sales, cost
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30. HRA assists in forecasting costs of manpower and associated activities for future business plans. 31. Direct cost will be the actual amount spent on planning whereas indirect cost will be the cost of the time that supervisors, managers in HR spend on this activity. 32. Direct HR costs include salary, bonus, software/hardware purchase, training, licenses, stationeries etc.
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2. Businesses suffer huge financial losses and lose credibility with customers when the organization does not plan its manpower or staff itself correctly. 3. Manpower planning visualizes how it can use its manpower or employees in the best possible manner. 4. Manpower planning balances demand and supply of manpower. 5. Culture refers to the values, beliefs, adherence to rules and regulations, management style demonstrated consistently. 6. The belief in behavioral event interviewing is that every human being can have two personalities. F 7. According to behavioral event interviewing the individuals future behaviors, beliefs and values will be a reflection of his/her past behaviors, beliefs and values. T 8. A competency mapping (skill inventory) evaluates all aspects of the person with respect to the job role to be performed by the person. It evaluates knowledge, skills, attitude, reflection of attitude that is behavior and possibly values where as skill mapping is restricted to just that skill. 9. A competency mapping exercise results in a report which contains information on knowledge, skills, abilities, and experiences of current employees. 10. The four essential components of competency mapping system are: y Classification system y Measurement unit y Process of measurement y Accessible Data, Information and Knowledge 11. A skill inventory is used in employee evaluation. 12. Measurement unit is one of the components of the competency mapping system. 13. In standard interviews, the focus is on asking a list of related questions in a given area, before moving on to another area. 14. Many employers resist manpower planning as they think that it increases cost of manpower as trade unions demand employee based plans and procedures, more facilities and benefits which include training and development. T 15. Uncertainties are quite prominent in human resource practices due to absenteeism, seasonal employment, labor turnover, changing technologies, market conditions making manpower planning less reliable.
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14. Aptitude tests measure the capacity or ability to acquire a skill to do a job. 15. Mental ability tests have a high validity score. 16. Aptitude tests measure if an employee has the capacity or ability to acquire a skill or do a particular kind of job. T 17. Type of Scores y Raw Scores y Standard Scores y Percentile Score Page | 12
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Unit: 10 1. The process involving the systematic identification, attraction, development, engagement and deployment of employees who are of significant value to an organization is defined as talent development. 2. Four dimensions. y Talent Requirements y Conversion from Potential to Polished Performers y HR Systems and Processes y Professional Development & Leadership Programs 3. Research reveals that the approaches can be jotted down as bellow: y Strategy y Involvement y Ongoing y Behavior y Talent Pipeline y Critical Objective y Implementation y Leadership Programs
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7. Talent engagement is the concept which explains the degree to which a talent (employee) is emotionally bonded to his/her organization and passionate about his work. 8. Managers should cultivate engagement in the organization because failure to do that causes a lack of commitment and motivation amongst employees. 9. Employer s ability to create conditions that promote talent engaged is a driving factor. 10. 3 levels of engagement: y Engaged Talent y Not Engaged Talent y Actively Disengaged Employee 11. Not engaged is a kind of talent that tends to concentrate more on the tasks allotted to them rather than the goals and outcomes expected 12.
13. Only engaged talent feels inspired, energized and motivated to give his/her best.
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16. An entrepreneur is someone who organizes a business venture and assumes the risk for it. 17. When entrepreneurship describes activities within a firm or a large organization it is referred to as intrapreneurship. Intrapreneurship may include corporate venturing, when large entities spin-off organizations. 18. Intrapreneurship is the practice of entrepreneurship by employees within an organization. 19. Talent engagement is a very powerful tool and is closely linked to business results of a company. 20. Organizations have to formulate different strategies if they desire to enhance the percentage of their engaged talents in their organization. Unit: 12 1. Career management is defined as the Lifelong, self-monitored process of career planning that involves choosing and setting personal goals, and formulating strategies for achieving them (Source: business dictionary.com). Career Management is a partnership of well organized planning and the active management option of an individual s own professional career. 2. The term Career covers all kinds of employment such as skilled, semi-skilled, semi professional and professional. 3. Career management is the process of designing and implementing goals, plans and strategies to enable the organization to satisfy employee needs while allowing individuals to achieve their career goals. 4. Career management is a lifelong, self-monitored process of career planning that involves choosing and setting personal goals, and formulation strategies for achieving them. 5. Career management is the systematic evaluation of the progress towards the achievements of goals and objectives. 6. A career management policy facilitates employees to achieve their career objectives. 7. Career planning for individuals has gained significance due to phenomenal growth of knowledge in new areas, better educational and training facilities and huge number of jobs that have got created due to a burgeoning world population and the onset of consumerism and globalization. 8. Career planning is a structured exercise undertaken to identify one's objectives, marketable skills, strengths, and weaknesses, etc., as a part of one's career management.
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10. Tips for Successful Career Planning y Make it an Annual Activity y Develop a Career Path y Present your Transferable Skills y Analyze Hobbies and Pastimes y Consider Likes and Dislikes y Track & Communicate Achievements y Study Job Trends and Career Opportunities 11. Career planning applies the ideas of strategic planning and marketing to take charge of one's professional future. 12. The first and foremost step in career planning is to know and evaluate your-self. 13. Successful career planning requires presenting your transferable skills. 14. Talent management is defined by Soft cape as the integrated process of ensuring that an organization has a continuous supply of highly productive individuals in the right job, at the right time. 15. The major aspects of talent management practiced within an organization most consistently include: y performance management y leadership development y workforce planning/identifying talent gaps y recruiting 16. This term "talent management" is usually associated with competency-based human resource management practices. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. 17. Talent management refers to the process of developing and integrating new and current workers, and attracting highly skilled workers. It is the process of attracting and retaining profitable employees. 18. A talent management point of view employee evaluations concern two main ways of measuring. They are: y Performance Appraisal y Potential Appraisal
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6. Competency models should be developed using behavior interview methods so that the organization creates a model that reflects its own strategy, its own market, its own customers. 7. Once competency mapping is done, the next steps are competency assessment and competency management.
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