NATIONAL LAW UNIVERSITY, ODISHA

Principles and practices of management Project

On

Managing Manpower Inventory

Submitted by Submitted to-

Deepak Agarwal (15BBA017) Mrs ARJYALOPAMISHRA
Kirti Vyas (15BBA029)
Pallavi Choudhury (15BBA036)
Pragya Pandey (15BBA038)
Priyam Jain (15BBA043)

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 TABLE OF CONTENT

1. ACKNOWLEDGEMENT ...................................................................................................... 3
2. ABSTRACT........................................................................................................................ 4
3. INTRODUCTION ............................................................................................................... 5
4. REVIEW OF LITERATURE ................................................................................................... 6
5. RESEARCH METHODOLOGY ............................................................................................ 22
6. DISCUSSION ................................................................................................................... 23
7. COMPANY PROFILE28
8. QUESTIONAIRES..29
9. ANSWERS AND ANALYSIS.32
10. CERTIFICATE OF SURVEY38
11. CONCLUSION39
12. BIBLIOGRAPHY.40

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 ACKNOWLEDGEMENT

The achievement and completion of this project required a considerable measure of direction
and help from many individuals and we are extremely fortunate to get this project whatever we
have done is just because of such direction and help of the people and we would not neglect to
express gratitude toward them.

We regard and say thanks to Ms. Arjyalopa Mishra our faculty for giving us a chance to do
the project work on Manpower Inventory giving all of us guidance and direction which
made us to finish the project on time.

At last we thanks our senior who helped us in completion of this project.

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 ABSTRACT

Manpower inventory may be viewed as the quantitative and subjective, estimation of work
power required in an association and arranging in connection to labour. Human asset arranging
is a vital capacity of human asset administrator which assumes a basic part in the association.
Manpower inventory manages expecting staff requisites, considering present and likely future
demands for future and the likely ease of access of people with such abilities. This is procedure
by which a firm decides how an administration ought to move from its current labour position
to its wanted labour position. The best primary force or human asset arranging progress
adequacy of a company, boost skills , capacities, competency and abilities of all workers of
association or organization. This encourages or helps the association to accomplish upper hand
before focused business sector. Better manpower inventory build profitability and gainfulness
of an association.

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 INTRODUCTION

Manpower inventory is one of the crucial parts of human resource management in light of the
fact that it serves to guarantee the required labour for the organisation goal. Because of the
globalization development, the competition to give quality and low cost goods has been
expanding step by step. In this circumstance, the HR office needs to arrange so as to give the
quality labour to contend in the business sector. The supply of labour must be adequate to
guarantee the health operation of the association. Otherwise the expressed objectives and
targets of a company can't be proficient on time.

Managing manpower inventory may be characterized as a procedure of foreordaining future

HR needs and game-plan expected to fulfil those needs to accomplish hierarchical objectives.
It guarantees that association has right number and sort of individuals, at correct spot, and at
perfect time fit for performing admirably in the association. Managing manpower inventory is
a nonstop process as opposed to a one shot issue. It tries to keep the association supplied with
required and proficient individuals when they are requested.

In addition, managing manpower inventory is a procedure of realizing that what sort of

individuals ought to be enlisted to guarantee the quality execution of the association. It tries to
guarantee that the required competency is keep up in accordance with hierarchical mission,
vision and vital targets. It likewise decides and association's human asset needs. It distinguishes
what can anyone do guarantee the accessibility of HR expected to accomplish expressed
objectives and destinations inside of the given requirements Accordingly, human resource
planning (HRP) is a mind boggling and ceaseless procedure which aides focus the labour
prerequisite of the association. It serves to interpret the association's destinations and
arrangements into the quantity of specialists expected to meet the targets. Consequently, it
claims at:

* Balancing demand and supply of labourers

* Controlling expense of human labour

* Formulating approaches on exchange, progression, movement of labour

* Ensuring right sort of individuals at the perfect time and opportune spot.

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 REVIEW OF LITERATURE

1. Manpower Planning in Public Sector Undertakings

- Subratesh Ghosh

In this article the author discusses about manpower planning in public sector undertakings.
Manpower planning in 3 Steel plants is been talked about in analytical manner, and also after
recommendation are given after giving up the problems prevailing regarding manpower
planning in these plants. By the article we can summarise few things like higher labour-
productivity need not necessarily be associated with higher capital-labour ratio. In the study
when asked to the executive it was told that there was no proper and systematic structure for
the manpower planning in their units. Also there was not any system of analysis of manpower
inventory-data that was with the company through any regular inventory review process or man
power audit. In the study the three plants had the impression that as the manpower supply in
the steel plants concerned came from known sources, and it was not considered necessary to
estimate the future changes in manpower supply. The forecasts for changes in manpower
supply being important for various purposes in addition to the filling up of vacancies through
outside recruitment (as for example, anticipation of the vacancies in the strategic job-
categories, planning for transfer, pro motion replacements and training due to superannuation,
voluntary resignations or death etc.), it is unfortunate that the steel plants covered by the study
neglected this vital aspect of manpower planning. In the plants there were arrangements for
performance evaluation but they did not use it for preparing manpower inventory that could
help in increasing potential of their organisation. Also from the study we could say that the
policy parameters for recruitment, promotions, transfers and training should emerge from the
manpower planning process and not from ad-hoc decisions. This study prescribes the setting
up of an autonomous and compelling manpower managing division in each of the steel plants,
for performing every single particular activity associated with the manpower inventory
management.

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CRITICAL ANALYSIS

There are some obstacles in planning and managing manpower inventory two of them are

Degree of Absenteeism: Absenteeism is quite high and has been increasing since last few years.
You can't "plan" for people not showing up. Illness, injury, accidents, etc happen. No amount
of planning can compensate for them and as a result many manpower plans are limited because
of those contingencies.

Lack of Education and Skilled Labour: The extent of illiteracy and the slow pace of
development of the skilled categories account for low productivity in employees. Low
productivity has implications for manpower planning.

In the study the writer has analysed only one public sector unit that is the reason we cannot
actually get a true idea about manpower inventory management in public sector undertaking.
Also there is less focus on manpower supply in public sector undertaking is mentioned in the
article.

Also recommendations given in the study cannot be fully implemented because it is difficult
to track current state of manpower requirement and future requirements of manpower.

2. A Dynamic Programming Approach to Determine Optimal Manpower Recruitment

Process

- P. POORNACHANDRA RAO

Dynamic programming approach is to reduce manpower costs. Dynamic programming is a

method of solving complex problems by breaking them into simpler sub problems. It is
applicable to problems exhibiting the properties of overlapping sub problems which are slightly
smaller.

The manpower planning models that developed exclusively deals with changes takes place in
system. Author in this article gave illustrated by models of Bartholomew, Forbes, Edwards,
price and Pisker methodology of manpower system and their views about manpower system.
Such as Bartholomew and Forbes have described state of art in many facets of manpower,
Edwards have revived various models which have developed on their assumption and

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application ,Price and Pisker have developed a goal programming system for Canadian forces
to help in minimizing the cost of promotion,tranfers and recruitment and financial.

Other models by Zanakis and Maret have formulated a Markovian goal programming model
with pre-emptive priorities and provided a more flexible and realistic tool for manpower
planning program and Mehlmann has developed optimal recruitment policies for reduction of
costs with using dynamic programming.

With the time as competition is growing and many models have been developed as discussed
previously but no work has been reported with objective of minimizing the manpower cost.
With this competition recruitment costs has been increased and hence the manpower system
costs.

Author has made to attempt to identify the various costs associated with manpower system.

Man power costs such as I recruitment costs II overstaffing costs III understaffing costs IV
firing/retirement costs V Retention costs.

Further he have formulated a manpower planning problem with the objective of reducing the
manpower system costs. He explained costs in manpower system briefly and also demonstrated
the mathematical model for formulating the manpower planning problem to determine the
optimal recruitment policies.

CRITICAL ANALYSIS

The problem can be divided into stages with decision required at each stage. Each stage has a
number of states associated with it .the Decision chosen at any stage describes how the stage
at the current stage is transformed into the stage at the next stage. An interesting extension is
to develop an integrated model which minimizes manpower system costs in the presence of
system constraints and operating policies. A simple extension of the model is to consider a k-
graded manpower system. Yet another extension could be to allow the possibility of the
understaffing, which would result in similar to back-ordering in production/inventory models,
for which the algorithms are readily available.

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3. Manpower: The Management of Human Resources

- Max S. Wortman,JR

Growing importance of manpower in both private and public companies for efficient and
effective have gain socio-economic has apparent in past decade. The government have call for
the elimination of unemployment through the managerial and scientific methods and to
improve the status of unemployed people.

Manpower policies and programs of the 1960s were eruption of the civil rights movements.
The existence of large number of disadvantage group, urban crisis, and the impact of student
demonstration which have improved the quality of life, it was the common factor i.e. to work
to the best of his abilities and contribution to the society as a whole.

After the world war second many terms were used such as personnel administration, personnel
management, and manpower management described the evolution of human resourced policies
and programs and as the time passed more inclusive terms were used industrial relation or
employment relation which encompassed such sub function as personnel and labour relation.
In the early and the middle 1950s, the term human relation described the development of
human resources.

As the 1960s began, managers, economist, and politicians started to focus upon the
development of manpower as primary object behind the development of an economy. The term
Manpower and human resources were similar at international and national level. While
managers were employing Human Resources, economists were using the term Manpower both
the term eventually meaning was same. Manpower policies and programs tried to resolve
employment problems.

The author of book titled the emergence of manpower policy by Prof. Grath L. Mangum in
which he told that manpower was mainly focus on unskilled, unemployed individuals rather
than focusing on recruitment or placement. Manpower decisions are made by families, society
or individuals not by public policy it plays very small role. In short two chapters he discovered
past and present manpower policies and in other chapter he talked about critical problems in
manpower areas.

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Magnum also listed out management problem faced in an organization such as little long range
planning, lack of clear policies, lack of adequate staff and little routine data. Magnum makes
an attempt to evaluate the current and pass manpower policies .A major contributions of
manpower policies and program in 1960s was the identification of affected person main
problem faced by them was employment which reduce little by these policies.

Author stated another book Manpower challenge of the 1970s Institution and social change
by Stanley H. He talked about three important point i) CAMPS ii) Comprehensive Work and
Training Program iii) Model Works.

CRITICAL ANALYSIS

Manpower policies and program shows that there is too much description of current policies
and program and too little work on conceptual framework. Today there is no integrated national
manpower policy. There are many different facets of manpower policy and programs.

There is no integrated policy with respect to underemployed, unemployed and unmotivated.

Much has been said about manpower on the corporate level, little has been done. Conceptually,
most consideration of manpower are explored from an industrial relation systems or
organization theory framework.

The relationship of corporate manpower to the needs of the disadvantage, the aged, and the
young has been insufficiently examined.

4. Recruitment and Selection Policies in Enterprises of Different Sizes Some Case Studies

- Subratesh Ghosh

Recruitment and selection practices in industries in India widely vary from industry to industry
and at times from unit to unit in the same industry. In this article we are going to do with the
differences in the policies for recruitment and selection .The principal objectives of the study
are:

1. To examine to what extent and in what way the recruitment practices of these
enterprises have been based on a conscious recruitment policy;
2. To study the nature of such manpower planning.

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 3. To observe whether the differences in size had anything to do with the differences in
the policies for recruitment and selection.

For these purposes, conducted empirical studies in three ficti..ous organizations One, is
an oldest and the largest firm i.e.: the alpha metal work; another a large-sized, well
organised modern factory i.e. beta metal work; and the third, a small family enterprise
controlling two workshops producing different types of product i.e.: himadri
engineering ltd.

Initially, all the three units have enlistment practices executed through their own
administration. But the similarities are:

None of them depends on merchants, sardars, or enlistment operators which

had been a standard component of enlistment in numerous commercial
enterprises in the past and still holds on in certain customary commercial
enterprises. Therefore, every one of them have a present day modern
recruitment framework.
Second, in spite of the difference in size, all three units follow definite
recruitment policies, although only one of them, i.e., the giant-sized Alfa Metal
Works, has a recruitment policy based on manpower planning

On the other hand, regardless of a few likenesses, the recruitment strategies of the three units
contrast in a few regards. Initially, of the units secured, neither the little size Himadri
Engineering nor the bigger size Beta Metal Products makes utilization of labour arranging at
their workshops with the end goal of interest anticipating, distinguishing preparing needs, or
labour use. The giant size Alfa Metal Works, then again, has a general man force arranging
apparatus, and in its different divisions and works a deliberate methodology is taken after for
gauging the labour requirements. As for the choice likewise, the approach of the little size
Himadri Building varies from that of the substantial associations, i.e., Alfa Metal Works and
Beta Metal Products. In both of the bigger associations, instructive and specialized capabilities
are allocated significant importance in the determination process. Himadri Engineering, then
again, adds higher significance to work-experience and preparing. Conceivably for a little size
developing association, the supply of adequate experienced and prepared labourers remains an
issue all through, while the bigger units may stand to search for other imperative capabilities,
the supply of prepared on the other hand experienced hands for their talented employments

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being considerably less of an issue for them. Another intriguing distinction in the recruitment
approaches of the bigger what's more, littler size endeavours lies in the more noteworthy
assignment of power in the bigger units. While in Alpha Metal Works and Beta Metal Products
the senior officials of the individual staff divisions have consider capable forces and obligations
in enlistment and choice, in the little size Himadri Engineering, the compelling choice making
force is concentrated in the hands of the executive (organization) who takes care of.

CRITICAL ANALYSIS

Subject to the confinement that contextual investigations yield no convincing and general rules
the instances of enlistment arrangements of three endeavours of diverse sizes extensively have
a tendency to show that the presentation or usage of methodical and cutting edge enlistment
strategy does not rely on upon the size class. Large and small organisations alike may have
deliberated and cutting edge recruitment strategies independent of size contrasts. In any case,
the size seems to influence the style and the way of the recruitment approaches of diverse
associations. While giant-size concerns are and can be more inspired by arranged enlistment in
light of scientific manpower management, the small size concern should seriously mull over
that as a unimportant extravagance and the moderately expansive, yet not the giant-size
undertaking, i.e., the Beta Metal Products, despite the fact that could bear to have something
like advanced manpower planning, did not consider the need of presenting that. As for
assignment of power and the distinctions in weights appended to figures pertinent to choice,
contrasts in size have all the earmarks of being an element. The littler undertaking mulled over
had moderately a great deal less designation of power as for enlistment and determination as
compared to the bigger associations. It seemed to join more weightage to occupation
experience and preparing than to capabilities (specialized or general), while the bigger units
seemed to join much higher weightage to the recent. On the other hand, to what degree these
speculative conclusions can go on as appropriate speculations could be learned just on the
premise of a methodical review of enlistment approaches of endeavours of distinctive sizes
with a much more extensive scope.

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5. Importance and Impact of Human Resource Planning in Effectiveness and
Competitiveness of an Organization

- Dr. Jameendar Ritesh

The procedure that connects the need of human resource of an association to its strategic
planning to guarantee that staffing is adequate, qualified, and sufficiently skilled to accomplish
the association's destinations. HR arranging is turning into an indispensable component for
keeping up an upper hand in the competitive world and diminishing worker turnover.

CRITICAL ANALYSIS

Process of human resource planning:-

1. Determine the objectives of human resource planning: - This is the first stage where
the manager decides and determine the objectives of the organisation to be achieved in
a time period.
2. Environmental scanning: - The second stage is to do environment scanning
.Environment scanning helps the manager to recognize and forestall causes of problems
and opportunities that would determine organizations strategic planning.
3. Internal Review: - Internal Review is the third stage. In internal review we include
analysing organization vision and mission.
4. Current manpower inventory: - The fourth stage analyse the current manpower
availability.
5. Forecasting regarding the demand: - then the future requirement of manpower is
forecasted.
6. Work study: - in this stage the manager analyse the rates of non-attendance and labour
turnover.
7. Work analysis: - In this analysis, the average loss of manpower due to leave,
retirement, demise, transfer and discharge.
8. Employment plans:-. This stage manages arranging how the association will get the
required number of right sort of work force as reflected by the staff conjectures
9. Monitoring and control:- Once the activities arrangements are actualized, the human
asset structure and framework should be assessed and controlled. Correctives moves
ought to be made at the perfect time to uproot the inadequacies

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6. The Economics of Manpower Pooling

- David. W. Conrath and William F. Hamilton

The focus of this particular article is to establish a manpower policy in a certain organization
for defined skill categories in the face of certain demands. The writer says that there are two
ways of managing. One is the Hire and Fire policy where a company can hire and fire person
ell as demands for services vary. The other way is that the work might be held constant as
predetermined level and the ways of overtime or subcontract can be adopted in case of their
need. Manpower has been considered as an inventorial factor of production. The emphasis of
his particular article is on the economic implications of alternative manpower policies with
particular emphasis on manpower pooling. Approaches to develop minimum-cost manpower
schedules under a variety of situations. Linear approach can be applied when manpower
requirements are deterministic as said by Hanssmann and Hess. Quadratic approach can be
used for random manpower demands using certainty equivalence. Dynamic approach as said
by Jewett can be used in special situation where only a limited number of mutually exclusive
manpower requirements are possible. These are the approaches under Hire and Fire Policy. The
need for pooling policy can be the general reluctance on part of some employees, especially
the federal government and its agencies, to hire and fire personnel as demands fluctuates or the
need might be because of rising cost of finding, screening and training competent personnel in
many critical skill categories. Pooling policy basically means that a level of manpower shall be
maintained despite fluctuations in demand for personnel. It can be active where currently a
workmen is assigned a job or passive where they are available for assignment. Where inventory
means idle source that possesses economic value, passive personnel can be used as manpower
inventory. Hire and Fire policy is an alternative to manpower pooling. A pure hire-fire policy
is where employment level matches manpower requirement. The rationale behind this policy
is economic. Why would a company keep workers on payroll when their cost exceeds
contribution to revenue? Todays manpower policy might have a significant impact on
tomorrows salary levels. In the present article, manpower policy models are adopted for a
defined skill category where a pool of qualified personnel is maintained at a specific level and
the size of work is adjusted with changes in demand. These are the alternative manpower
policies under consideration. Assumptions are first, the cost of maintaining and adjusting the
size of workforce are linear with the number of full-time employees involved. Second, total

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manpower requirement is normally distributed. Third, the total manpower requirement is not
auto correlated.

CRITICAL ANALYSIS

The objective of both the policies was to furnish insights rather than finding optimum solutions
to specific problems. The observations are:

1. The choice of one policy over the other is invariant with the number of planning periods
under consideration.
2. The shorter the time period during which manpower requirement are assumed constant,
the more favorable will be the manpower pooling policy for a given planning horizon.
3. The choice between the two policies is independent of the standard deviation of
manpower requirements.
4. When costs are roughly symmetric, the crude rule of thumb would be to select
manpower pooling policy.

LIMITATIONS

It has been implicitly assumed that only adjustments in manpower are made by hiring and firing
whereas, in practice, there will be some work force attrition during a planning period. It was
also assumed in developing the pooling model that any demand for manpower in excess of the
pool level would be met out by overtime or subcontracting. Whereas, no explicit provision was
made for unsatisfied demand and the associated manpower stock out costs. The pooling and
hire-fire model represents two extreme policies that permit formal analysis. But the
combination of both is likely to be most appropriate in practice. The combination model would
minimize the sum of expected hiring and firing cost plus expected holding and pooling cost.
This would be solved by equating the marginal cost of the two approaches. But as long as cost
parameters are assumed linear, one policy would dominate the other. Only when the cost
parameters are nonlinear will the combination be desirable. Also, a more realistic model would
be extremely difficult to solve analytically.

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7. Creating Workforce to Achieve the Strategic Objectives: Manpower Planning.

- M.L. Sharma

In this specific article the author talks about the very importance of manpower planning.
Manpower planning is essentially concerned with getting the right quantity and quality of
personnel to do the required tasks for the attainment of the larger organizational objectives.
Manpower planning is a continuous process which includes a set of sequential steps which are
under taken by the HR department and those steps include:

(1) Analyzing the existing manpower inventory: It includes the analysis of the current
manpower existing with the organization. This analysis is done through measuring the
skills, competencies and abilities of all present personnel. But before such analysis
some points are to be kept in mind, which are:

Type of Organization

(i) Number of departments

(ii) Number and quantity of such departments
(iii) Employees in these work units.

(2) Future projections: This step includes determining the manpower concerned
organization actually needs. This depends on the workload, growth prospectus,
identifying the shortages and surpluses in various departments within the organization.
Manpower forecasts techniques generally used are:

a) Expert Forecasts.
b) Trend Analysis.
c) Work Load Analysis.
d) Work Force Analysis.
e) Other methods.

When both these steps are combined the actual aim of manpower planning is attained which is
to analyse the gap between the current manpower inventory available and projected manpower
needs. And struck a balance between the two is the most important objective of the process
Manpower Inventory.

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CRITICAL ANALYSIS

On analysing the present article we discover that Manpower planning is a part of staffing
process which is essentially concerned with determining the workforce needed to complete the
given prescribed tasks within the specified time period and also to see that every department in
the organization has its required personnel. When we analyse the various steps involved we
come to a conclusion that managing the Manpower Inventory is primarily concerned with
bridging the gap between the current and the required (future) workforce by assessing the
workload within the organization, workforce required to accomplish that work and the present
workforce available. This study comes under the HR Department which in the modern era is
the most significant department as human resource is considered important asset of an
organization.

Managing manpower inventory is very essential because it prevents the misuse or misdirected
use of Human Resource by managing the surplus and deficit of personnel in various
departments. It also helps organization to obtain the most competent workforce which enhances
the productivity levels and hence ultimately leads to the achievement of the organizational
goals.

8. Manpower Planning: A Critique

- A K. Mohapatra

In the article the authors has done a detailed analysis and assessment of manpower planning.
He has pointed out certain drawback of assessment process he says that if so many
organisations could survive for so many years without the so-called better techniques of
assessing the quantitative requirement of human resources, may be the systems are not worth
themselves. He adds that over-assessment of manpower has always ended in numerous
problems. According to him sacrifice of organisational goals for personal goal and this goal
conflict is the traditional reason of stress and strain between vertical relationships in the
organisational hierarchy. Further in his article he explains what are the tests and examinations
done in recruitment he also says that these test are not 100% reliable as peculiarities of
procedure for different job recruitments are ignored and reliable and validated tests for the
right jobs are not available Besides development of proper tests for certain categories of job-
requirements is also lacking. An engineer need not only know his machines but also has to

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direct workers under him. A very good engineer may not at all have the ability to lead a team.
Different tests are as follows

Tests for Numerical Ability: are commonly used to provide a measure of person's facility with
figures. Clerical workers and computer programmers and the like are subjected to such tests

Tests of Verbal Ability: Vocabulary, spelling tests or comprehension tests, tests of verbal or
logical reasoning are commonly used tests for secretarial jobs and jobs involving
communication of information.

Tests of Clerical Aptitude may be defined as a capacity to do routine things well. As such it
may be a useful aptitude to possess not only in the performance of routine clerical work but
also elsewhere needing speed and accuracy without depth of thinking.

Tests of Perceptual Ability: This would attempt to measure the attention to detail needed in
visual inspection. An example is to see diagrams of various shapes and identify similar ones.
Tests of Spatial Ability: Spatial ability is to imagine shapes mentally in two or three
dimensions. This is useful in the selection of draughtsmen, inspectors, watch-repairers and
work-study personnel.

Tests of Abstract Reasoning the tests determine which one of a set of shapes follow a set given
following a logical reasoning.

Tests of Creativity: Even though tests developed to major creativity have not shown
encouraging results, they try to show some kind of originality in thought. "How many five
letter words can you think starting with PL in 5 minutes?" is just one example of such a test.

Lack of use of tests and trained personnel in the selection boards we are not able to judge the
candidates properly to meet our needs. Experience has shown that it is not possible to know a
human being correctly and fully Attributes of qualities of the heart and the brain are left to be
discovered, also where hard work, honesty, obedience, loyalty, courage or truthfulness is
concerned there is no method of assessment available . The point open for debate is: "Is it
possible to develop systems to probe into such aspects of the mind?

Interviews are also taken while recruitment like stress interviews where the interviewers
behave provocatively to simulate conditions in which the candidate, if selected, may later find
himself, do not have any predictive value.

Also physical examination for checking the health of the candidate. The special hazards of job
requirements, safeguarding the health of the worker in toxic or physical hazards and proper

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knowledge of habits likely to affect effectiveness (drink ing, drug addicts) are hardly thought
of this is general complaint from candidates.

CRITICAL APPRAISAL:

According to me author has not properly assessed the manpower planning. Also he has not
shown any other ways to solve the problems. But the drawbacks stated are logical and are
needed to be erased for proper manpower planning and recruitment.

9. FACING UP TO THE MANPOWER SHORTAGE

The author of this article is majorly concerned with the question of finding enough people with
the proper skills to those which have top priority on the economy. Today all most all companies
are facing the shortage in various categories of skilled and professional workers. Even the giant
corporations like General Electric and General Motors as well as small companies are finding
it increasingly difficult to obtain the trained pool of personnel they need. He essentially stresses
upon the value all other professions in maintaining a good technical manpower of the industry,
for instance, with the increase in demand for technical staff the shortage of teaching and
training staff is crucially serious, and also for maintenance of good health of workers they need
to have good medical staff.

Most Economist also agree on the fact that day by day population is increasing but
simultaneously the ratio of skilled and professional workers to total number of workers is
decreasing which is the main point of concern. According to author the main reason for this is
restriction on government in playing any part in manpower planning because of each
individuals right to choose his work. According to him for revival of economies from such a
condition governments interference in the interest of manpower programs has become very
crucial.

CRITICAL ANALYSIS

On analysis the article we can clearly make out that the authors main area of focus is manpower
planning in various big and small firms as they are of great significance to the economy. He
also links various professions quite efficiently and is able to establish their importance as well.

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Author here at last concludes with giving a solution. According to its high time for government
to respond to this situation otherwise consequences can be worse than now, which I also
support because interference of government policies in private sector will bring a sought of
uniformity and consistency in the quality of personnel being hired for various job positions.

10. Manpower Planning Models based on Educational Attainment

- Warren Balinsky and Arhold Reisman

A number of manpower planning models are developed and optimized. The models are
dynamic feed forward models and treat people as the only flow variable. The flow originates
by considering a particular population of eligible persons and then traces them through the
educational and economic sectors of the model. The flow is driven by selecting the optimal
number of entrants into the educational (training) program each period. The objective
function is composed of educational and manpower "inventory" costs. The manpower costs
are for having an undersupply or oversupply of trained manpower and can be related to
unemployment, educational or other societal costs.

There are basically two types of educational programs for the maintenance of manpower
inventory based on educational attainment. One is the single educational program multi period
model. This program is hierarchical in nature where multi-level educational and training
programs are conducted for hiring personnel in case of need but there is only one single level
educational test where persons may or may not participate. Some compete while some not.
Those who compete and qualify are awarded a degree or certificate. Another is the multi
echelon multi period educational model. In this process, the program is hierarchical in nature
to the process under investigation. There are levels like level 1, level 2 and so on. This program
is available to all labour supplies and the demand predictions are obtained for all levels for
entire planning horizon. Manpower demands flow from available labour pool to employment
labour pool.

Basically in this system, no. of eligible persons are admitted into educational system so that
highest manpower demand is satisfied. There are certain conditions for this system to work.
These are -

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1. No shortage is permitted
2. All functions are linear
3. Maintenance cost is less

The educational program duration modifications and other extensions also need to be
maintained with each of these models because educational level does not require a single
planning time period for completion. Either there are fractional time periods or multiple time
periods. Both these models consist of levels to complete requirements at some given level. This
is a realistic and multi-level modification. To attain this realistic model, a system with
compulsory educational levels needs to be constructed where there is one level of minimum
educational attainment. After completing that level, the total population demands time
adjustment for accounting certain levels i.e. level 1, level2 etc. This system incorporates the
possibility of student dropping out of educational program after completing few levels.

CRITICAL ANALYSIS

A number of manpower planning models are developed and optimized. Beginning with a single
educational program-multi period model, and then after presenting a general multi-echelon
multi period educational model, a very realistic compulsory type educational system and a
college type educational system are presented. By means of dynamic programming sample
results for the educational program multi- period model are demonstrated; whereas linear
programming generates the optimal decisions presented for the general multi echelon multi
period educational model. Thus a scheme of unification through generalization would work the
best.

21
 RESEARCH METHODOLOGY

Research methodology is the element of the project which portrays the method in which
research was carried out. It has an imperative role in the whole process of research. The
accomplishment of any research work depends upon the neatness and efficiency of the research
methodology.

Our study was on management of manpower inventory. Empirical research has been done. We
have gathered information from on both primary as well as secondary sources. We have used
various books, articles, and websites to collect information on our topic. We made a
comprehensive questionnaire and based on the questionnaire we conducted a survey and
analysed the answers given in the questionnaire to get proper result of the research.

SCOPE
This study focuses on how manpower inventory managed in companies. Manpower planning
is needed to analyse the current manpower requirement to check current manpower is being
utilized efficiently to find out manpower requirement in future. To make plans related
manpower procurement .we have covered the importance of manpower planning, what
manpower is planning, how it is done in future the scope left for research is what the processes
of manpower planning are, what you mean by manpower inventory in human resource
management.

LIMITATION
There were certain limitation while doing research on the topic managing manpower inventory,
first as it was empirical research so it was time consuming, secondly approaching the company
is difficult, third the information provided by the company in not always authentic employees
of the company may be sometimes afraid to disclose the information that is why information
or the answers given by the employees of the company is biased also employees are unwilling
to answer the questions asked. Also there is no transparency in giving information.

22
 DISCUSSION

"Manpower Inventory includes the characterization of qualities of staff in an association,

notwithstanding checking their number.

The term inventory is regularly utilized as a part of connection to numbering of physical articles
like crude materials, work in advancement, completed items and so forth. It might likewise
incorporate the qualities and the capacities of persons working in an organization. All things
considered an inventory is known as a manpower inventory the things that are to be
incorporated into it are difficult to bind.

It is on account of it includes the characterization of qualities of work force in an association,

notwithstanding checking their number. Both present and future qualities of faculty are
recorded in the manpower inventory.
1. The initial phase in manpower inventory is to choose who ought to frame a piece of it.
Whether inventory ought to be in connection to just officials or it ought to cover all persons in
the association.

For the most part it is readied for persons taking a shot at critical posts. For instance, the
officials and a few persons from the working staff are secured in it.

While taking persons from the agent staff just those persons are incorporated into the inventory
who have the capability of taking up higher obligation assignments.

2. In the wake of deciding the persons to be incorporated into manpower inventory, data with
respect to them is gathered in impressive point of interest. Some data is gathered from records
while some may be gathered through gatherings or chats with the concerned individuals.
The real data, for example, age, sex, experience, instruction, wealth, health, and so on is noted
from the records. The brief meeting with a man helps in comprehension his gauge, brain set,
yearnings, and so on.
A rundown explanation of data is readied about every individual and is kept prepared for
conference. This data bails administration to discover the suitable individual in an association
for taking up senior position in future.
The following step is to go on to ability list. The present and future abilities of persons are
evaluated. Some scale is readied for the appraisal of persons.

23
It is carefully attempted that the scale is a uniform one so that a typical appraisal ground is
accessible for all the faculty included in a specific department or segment of the business.

Other than appraisal tests, comments about persons are likewise given. The comments may
identify with their ability, decision taking capacity, preparing required, and so on. Along these
lines advancements are likewise managed effortlessly as manpower inventory says much in
regards to occupation specialization of the concerned persons.

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TATA CONSULTANCY SERVICES MANPOWER INVENTORY

Tata Consultancy Services Limited (TCS) is an Indian multinational Software serccices

Information Technology (IT) service dealing in consulting and business solutions whose
company headquarters are situated in Mumbai, Maharashtra. TCS operates in 46
countries. TCS is a subsidiary of the Tata Group and lists on the Bombay Stock
Exchange and National Stock Exchange of India. It is one among the largest Indian companies
by market capitalization ($80 billion) and largest India-based IT services company by 2013
revenues. TCS is placed among the Big 4 most valuable IT services brands all around the
world. In 2015, TCS is ranked 64th overall in the Forbes World's Most Innovative Companies
ranking, which makes it both the highest-ranked IT services company and first Indian company.
Measured by the revenues, it is world's 10th largest IT services provider. The basic factors
taken into account while planning its human resource management are:-

Data and Statistics of available resources

Skills of personnel to be hired for that work
Some of the minor factors:
Personality and individual conflicts among the personnel
Attendance record of the personnel
Team leader
willingness to engage in the assigned project
Additional major factors:
Product yield forecasting
Economic conditions of the company to lay-off or cut-back or change their staff.

COMPENSATION MANAGEMENT IN TCS

The compensation management practices of Tata Consultancy Services Limited (TCS) have
taken as the major issues here. Their compensation management system was based on the
Economic Value Added (EVA) model. By implementing this model in to the business, the
salary of employees comprised of two parts of fixed and variable. The fixed salary will reach
employees without any delay, but the variable part of the salary was arrived only after
considering business unit EVA, Corporate EVA and also individual performance EVA. Based
on this calculation, the employees can earn their salary. In the last quarter of the financial year
2007-2008, Tata Consultancy Services Limited (TCS) has announced that it is in the critical
situation, so as it has planned to slash 1.5% of the variable component of employees' salaries

25
since its EVA targets were not met by the third quarter of the financial year. This announcement
is not only for Tata Consultancy Services Limited (TCS) employees but also to the entire Indian
IT industry.

ACCESSMENT OF HUMAN RESOURCE REQUIREMENTS IN TCS

The Company saw their representatives as their assets, so they have more focused on the
effective use of those assets. Tata Consultancy Services Limited (TCS) had drawn feedback
for its pay structure. In perspective of the workers, the pay rates were not on a standard with
industry benchmarks. It has begun to misfortune its workers as not in the circumstance to take
after the Employee Stock Options (ESOP), which is being trailed by its rivals. ESOP is one of
the developing instruments to hold the representatives with the Tata Consultancy Services
Limited for quite a while.

In this circumstance, the administration was broke down with the present arrangements, and it
has a tendency to alter the systems according to their standards so as to meet representatives'
necessities and also the objectives settled by the organization.

To beat the issue happened, it is recommended by the Tata Consultancy Services Limited
(TCS) senior administration to continually keep the representatives' track of the immense
scholarly assets, their ability sets, the status of undertakings on which they were working. At
that point, they have begun to evaluate the required number of individuals accessible to be set
in the other new ventures.

PURPOSE OF HRM POLICIES IN TCS

Human Resource Management strategies are the apparatus for imparting an organization's
fundamental administration philosophies, duty to reasonable business practices and equivalent
open door, and the desires of workers.

HR Manuals are essentially used to furnish HR staff with an efficient methodology for taking
care of human assets related exercises to guarantee organization strategies are upheld. It is
intended to characterize approaches and strategies that bolster fundamental administration
philosophies, framework organization tenets and necessities, illuminate the organization's
desires of its workers, and depict lines of power and levels of responsibility.

26
 The HR manual gives a way to formalized, efficient documentation and communication of
those arrangements and practices built up by the organization.

HR strategies guarantee that everybody in the Company/Tata Consultancy Services Limited is

dealt with decently and reliably and that their commitments to the Company's achievement are
properly perceived and remunerated. All workers might be completely mindful of what the
Company expects of them and what they, consequently, ought to anticipate from the Company.
HR Policies condense the Company's responsibility to people and their responsibility to the
Company.
As said by the HR Executive of Tata Consultancy Services, their company manages human
resources as listed below:

Human Resource Management: We provide advanced solutions on recruitment and

resourcing, workforce administration, compensation and benefits, and performance
and learning.
Payroll Management: Our solutions, based on the SaaS approach, include setting up
interfaces, maintaining payroll applications and assessing legal compliance and
performing audits.

Along with this management, as on March 1, 2015, Siemens Corporation has successfully aligned with
TCS its Organizational Structure to simplify and strengthen the HR Policy of TCS without hampering
its original structure as a part of its Vision 2020 goal. To ensure a smooth and successful transition
from sixteen divisions to nine, the Siemens Corporation could adopt the HR Policy of TCS in just two
months.

27
 COMPANY PROFILE

It is the largest provider of information technology in Asia and second largest provider
of business process outsourcing (BPO) services in India.

TCS is a Member of TATA Group.

1. FOUNDED: 1968
2. CHAIRMAN: Ratan Tata
3. HEAD QUARTERS: Mumbai
4. WORLDWIDE OFFICE PRESENCE: Over 42 countries with more than 142
branches across the globe
5. EMPLOYEES: Over 2,02,039(2 Lacs 2 thousand and thirty nine)
6. REVENUE: 8.2 Billion Dollars (as on March 31, 2011)
7. SOFTWARE PRODUCTS: TCS Bancs, Digital Certification Products., Healthcare
Management Systems
8. CLIENTS: Some of the popular clients are AVIVA, Arts, ING Group, Motorola etc.

HISTORY OF TCS

History it started as the "Tata Computer Center", for the organization Tata Group whose
fundamental business was to give computer services to other gathering organizations.

F C Kohli was the first broad chief. J. R. D. Tata was the first executive

TCS's first global request originated from Burroughs, one of the first business PC
makers.

TCS pack its first on location venture - the Institutional Group & Information Company
(IGIC) 5. Amid 2005, TCS wandered into another range for IT administrations
Bioinformatics.

28
 ANNEXURES QUESTIONAIRES

1. What should be the focus of recruitment policy of a company?

2. List some factors that affect the recruitment policy of a company?

3. What are the advantages of outsourcing the recruitment services?

4. What challenges have you faced as a recruiter?

5. Do your organization have specific model for doing manpower planning?

6. Do you follow a hire and fire policy to face certain demands or hold work at constant level
and use ways of overtime or subcontract in case of need?

7. How do you monitor and control the human resource structure and system?

8. How do you determine the objectives of human resource planning?

9. Why scanning of business environment is important?

10. How the future needs for human resources in the organization are anticipated?

11. To meet demands and assign personnel to a work, do you conduct screening and train the
competent personnel in critical skill categories?

12. Is your pooling policy active or passive?

13. While planning a manpower model for your company basing on educational attainment,
do you follow a single educational test or multi-level echelon model comprising of
levels?

14. Is your input of manpower planning dependent on the output of whether the cost invested
in keeping workers on payroll exceeded the contribution to revenue?

15. Which source does your organization prefer for recruitment?

(i) If internal, which preferred?

Transfer

29
 Promotions

(ii) If external which and why?

Direct recruitment
Advertisements
Recommendations of employees
Campus recruitment

16. Does your organizations maintains a database of the employees which were not selected
during the selection process?
Yes
No

17. In your opinion what is the most significant advantage of recruiting personnel from
external sources?
Qualified personnel
Fresh talent
Wider choice
Competitive spirit

18. Does your organisation carry outs the reference check of the employees being hired?
Yes
No

19. Does your organisation checks the medical background of the employees being hired?
Yes
No
20 Do you think that proper manpower planning can also help in motivating employees?

Yes
No

21. In your opinion ineffective planning of workplace would be highlighted by

Recruitment and selection problems
The need to outsource some of the productions
Need to offer retraining to current employees
An opportunity to increase the use of mechanization
22. In your opinion which of the following will influence the method of recruitment and
selection use by a company

30
 The state of economy
Size of organization
The type of training programs use by the company
Possible expansion of business in future
23. Does your organization clearly defines the position objectives, requirements and candidates
specifications in recruitment process?
Yes
No
24. Rate the effectiveness of the interviewing process and selection instruments in your
company?
Poor
Adequate
Excellent
25. Does your organizations HR Department acts as a consultant to enhance the quality of the
applicant pre-screening process?
Yes
No

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ANSWERS AND ANALYSIS

1. The company has active recruitment plan which includes consistently distinguishing
suitable job candidates for the jobs. They concentrate

On selecting the best potential individuals.

To guarantee that each candidate and worker is dealt with just as with nobility and respect.
Unbiased policies.
To help and energize representatives in understanding their maximum capacity.
Transparent and merit built selection.
Weightage amid determination given to elements that suit association needs.
From the answer given by the manager we can say that a well-defined recruitment policy
is needed for the organization to respond to its human resource requirements in time. The
company give a focus on recruiting the best potential people but the recruitment policy is
totally unbiased and depends on the candidate merits for the companys benefit .Therefore,
the company has a strong and brief recruitment policy, which can be accomplished
efficiently to recruit best talent pool for the selection of the right aspirant at the correct
place rapidly. Producing an appropriate recruitment policy is the first stage in efficient
hiring process. The manager said that a strong and brief recruitment policy helps safeguard
a sound recruitment process for their company.

2. The manager listed down these factors which affect the recruitment policy of his company.

Size of the company

social and political environment
Competitors policies
Supply and demand of labour
We can say that the enrolment strategies of the contenders additionally influence the
recruitment policy of the associations. To confront the contender, numerous a times the
association need to change their enlistment approaches as per the arrangements being trailed
by the competitors. According to the manger recruitment procedure is influenced by the
association's size to an expansive degree. Experience recommends that bigger associations
select a bigger number of applicants than little ones. The strengths of social and political
environment additionally impact enlistment strategy. Case in point, the adjustment in
government can have an immediate effect upon enrolment procedure of the organization

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because of progress in government guidelines and regulations. The accessibility of labour both
inside and outside the association is a critical determinant in the enrolment process. In the event
that the organization has an interest for more experts and there is restricted supply in the
business sector for the experts requested by the organization, then the organization will need
to rely on inward sources by giving them exceptional preparing and advancement programs.

3. We see many advantages in outsourcing the recruitment cost

- to focus on core and strategic activities
- to utilize optimally the resources and time
- It delivers access to the expertise of the placement agents
- Decrease in recruitment cost

Cost regulation and the need to concentrate on centre business operations are at the highest
priority on the rundown of a few regular motivations to outsource enrolling. When the
recruiting process is outsourced to recruiting specialists, it doesnt take anything away from
core business activities and enables employers to find the talent they need without distractions
from business operations. The manager said it is necessary because the company is able to
reach more candidates, access passive candidates that they may not otherwise be able to
engage, and realize more efficient use of recruiting resources. The enrolment procedure is put
in the reins of experienced enrolment specialists, sparing the time and cost. There are more
reasons that the company decide to outsource enrolling incorporate a need to enhance selecting
procedures, diminish a high turnover rate, control fast development or regularity that makes it
difficult to stay aware of enlisting needs, create upper hand in the market.

4. As a recruiter our company faces these problems

- Lack of candidates in some particular domain
- Changing trends of the market

The HR expert manager said that the company has to keep tuned in to the evolving times, i.e.
the progressions occurring crosswise over the globe. As there are changes in the trends of the
market they have to keep up with those changes to keep an upper hand in the market. An
absence of inspiration is also a problem faced by them in these days. The contiguity and speed
of the recruitment procedure are the main worries of the HR in enrolment. The procedure ought
to be adaptable, adaptive and receptive to the prompt prerequisites. The enlistment process
should also be financially effective. So it can been seen that the company faces problem in

33
keeping up with the changes in the policies and trends of the market .this shows that a regular
analysis of the market is needed to keep up in the competition .to find a right man for a right
job is also becomes necessary for the company .

5. Yes, we have specific manpower planning model.

6. Company usually follows Hire and fire policy, Manager said we cant build company with
a good candidates and it is very important to identify technical skills of a candidates and they
suits to the company policies. If you are building a vision based company every small things
has to be noticed so every new hire either strengthen or weaken your culture and one who
hired should understand the value of an organization. And once we have clear line we follow
the simply criteria for selection of an candidate

1. Filter the questions and assign tasks in the application process

2. Checking the values alignment of an candidate by phone before the interview

3. Questions regarding their behaviour and attitudes during the interview

4. Follows the interaction program with peers before hiring.

For every company in general certain employee dont fit to working conditions although the
hiring the right employee is the biggest driver of the success of the company. Even the best
hiring dont get right every time and sometimes the employee doesnt fit with vision many
factors such as poor performance, cultural unfit, behaviour and the employee who does not
follow the culture simply have to move out of the company and it is not about their
performance it about their behaviour and attitudes changes. You have to feed a flame to keep
it burning in same way you have to poke your employee every time and if employees passion
and dedication fades away then the company will be in the big trouble they will become work
freak so to keep company safe we usually fire the employee to save our culture and company.

7. Once we formulate the plan, we need to revive and regulate the human resource structure
and we use zero base budgeting to make action plans so how do we really monitor and control
the human resource structure we follow certain steps

1. Manpower is our top level of management

2. Any changes in manpower management it should be reported and regularized

34
 3. Human resource budgets which are on manpower plans are used to keep the
manpower in defined limits
4. Keeping and regularly monitoring the overtime work and daily labor.

8. We see our company have employees with professional skills for fulfilling the organisational
goals. Every company have certain human resource planning but here we see that our company
have adequate supply of manpower and it is provided when needed, existing supply of human
resources, keeping more human resources for future needs, jobs, requirement of human
resources, control of human resources, training and assessment of human resources these are
factors we achieve to determine the objectives of human resource planning of company.

9. Environment scanning is very important it tells about what factor are affecting the
business .environment scanning help our company to identify the threats and make
appropriate action plans and utilize the opportunities its a basically a study of
technological,political,global factors etc.

Main objective of environment Scanning is to understand the present changes in environment

business like technological, economic environment ,it helps in taking the decisions for policy
making, formulation of plan and we ensures that we utilize our resources to extent to get more
profits .

10. our company looks or asses our current workforce this is first step towards the strategic
human resource planning it includes employees skills, knowledge, abilities, we also see the
employees talent beyond their job description .second step is we consider our future human
capital needs, here we see the what are jobs are left vacant and which candidate are best fit in,
as our business grows what type of new recruits is needed and also a potential staffing
challenges.

Third step is setting up of our employees for future ready that involves hiring highly qualified
employee that support the company in long term goals. Then comes gap analysis which
resources are needed and what we will need in the future. We know changes are inevitable for
securing it we hired a professional legal advisory board and in these way we are able to
anticipate the future needs of human planning in our company.

35
11. Yes, we do train our employee to with meet our demands, critical skills are expertise in
some particular department that is essential for a company, we here in company need
communications skills, collaboration, critical thinking and creativity. We see that our
employees are best in communication that they are able convey their ideas orally when needed.
How they are able to work and productively with others and many other skills are needed so
we critical skill development so it gives us competitive advantages.

12. We follows active pooling policy while recruitment we hire active candidates because they
are the candidates looking for new opportunities. Active candidates are concerned for their
work, they want responsibility and they are also concerned with employs stability and hiring
them gradually help the company.

13. Our company follow multi-echelon model. Voyager Inventory Optimization diminishes
abundance stock while keeping up or enhancing client administration levels. Multi-echelon
stock improvement (MEIO) right-sizes security stock supports over the whole production
network, considering the perplexing interdependencies between stages, and variables that cause
ceaseless overabundance stock, for example, long lead times, interest vulnerability, and supply
instability. Logility's stock enhancement arrangement discharges millions in caught working
capital and moves the production network to an altogether new exchange off bend between
stock cost and administration level execution.

14. Yes, in business the main objective of the company is to generate more revenue in
comparison to the cost incurred, we need to optimally use our resources and minimize our
investment cost as much as possible. So the contribution to workers to organization in
generating profits plays an important role in deciding manpower policies.

15 (I) Promotions (II) Campus Recruitment

16. Yes
17. Competitive Spirit
18. Yes
19. Yes
20. Yes, proper manpower planning can significantly help in motivating employees , as
when the organization follows proper manpower planning , it form operational policies
taking their needs into consideration . when the company policies are framed according to
needs of the employees they feel affiliated and motivated.

36
21. Yes, because both of them are indispensable parts of the manpower planning. Work
study helps our company to avoid any sought of misuse of resources, may it be physical,
human or time related, whereas workload analysis helps us accurately calculate the
amount of work to be done and hence employ the employees accordingly.
22. Size of organization
23. Yes
24. Adequate
25. Yes

37
 CONCLUSION

Manpower planning is most essential part of any organization.

The four managerial functions i.e., planning, organizing, coordinating and controlling are based
upon the labour. HR help in the execution of all these administrative exercises. Along these
lines, staffing turns into a key to every single managerial functions. Efficient management of
staff turns into an imperative capacity in the industrialization universe of today. Setting of large
scale enterprises require administration of extensive scale labour. It can be successfully done
through staffing capacity.

Staffing function not just incorporates putting right men on right occupation, however it
likewise contains motivational projects, i.e., incentive plans to be encircled for further support
and livelihood of workers in a worry. Along these lines, a wide range of incentive plans turns
into an indispensable piece of staffing function.

A concern can settle itself if human relations develop and are solid. Human relations get to be
solid trough compelling control, clear correspondence, successful supervision and authority in
a worry. Staffing function likewise cares for preparing and improvement of the work power
which prompts co-operation and better human relations.

Profitability level increments when assets are used in best conceivable way. Higher efficiency
is an aftereffect of least wastage of time, cash, endeavours and energies. This is conceivable
through the staffing and it's connected exercises (Performance appraisal, preparing and
advancement, compensation).

Human resource planning always provide you with people who are ready to contribute to an
organization and it avails you with manpower in future. Human resource planning is essential
to adapt to the change connected with the outside natural components. It aides survey the
present HR through HR stock and adjusts it to evolving mechanical, political, socio-social, and
monetary power.

38
 BIBLIOGRAPHY

Articles

Manpower Planning in Public Sector Undertakings, By Subratesh Ghosh, Vol. 17

Indian Journal of Industrial Relations.
A Dynamic Programming Approach to Determine Optimal Manpower Recruitment
Process, by P. Poornachandra Rao, Indian Journal of Industrial Relations,Vol.19
Manpower: The Management of Human Resources, by Max S. Wortman,JR Vol. 13
The Academy of Management Journal.
Recruitment and Selection Policies in Enterprises of Different Sizes Some Case
Studies, by Subratesh Ghosh, Vol. 12, Indian Journal of Industrial Relations.
Importance and Impact of Human Resource Planning in Effectiveness and
Competitiveness of an Organization, by Dr. Jameendar Ritesh
The Economics of Manpower Pooling, by David. W. Conrath and William F. Hamilton,
Vol. 18,Management Science, Informs
Creating Workforce to Achieve the Strategic Objectives: Manpower Planning, by M.L.
Sharma, Vol. 2, International Journal of Recent Research and Review.
Manpower Planning: A Critique, by A K. Mohapatra Vol. 24,Indian Journal of
Industrial Relations
Facing Up To The Manpower Shortage, by S. Cooper, Vol.2, Challenge, Taylor &
Francis, Ltd.
Manpower Planning Models based on Educational Attainment, by Warren Balinsky and
Arhold Reisman.

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