Manpower Planning at Different Levels

MANPOWER PLANNING AT DIFFERENT LEVELS Introduction : Manpower planning is a technique of correcting the imbalances between manpower demand and manpower supply in the economy. Such imbalances can cause either the problem of unemployment or shortage of manpower. Both situation are dangerous and suicidal for the socioeconomic development of the country. Meaning and definition of man power planning: Man power planning is defined by Vetter as :“the process by which management determines how the organization should move from its current manpower position to its desired manpower position.” Through planning, the management strives to have the right number and right kind of people , at right places, at the right time, doing things which result in both the organization and the individual receiving maximum long run benefit. According to Gordon MacBeath, manpower planning involves two stages. The first stage is concerned with the detailed “ planning of manpower requirement for all types and levels of employees throughout the period of plan.,” and the second stage is concerned with “ the planning of manpower supplies to provide the organization with the right type of people from all sources to meet the planned requirements.” Staffing “Is a systematic approch to the problem of selecting , training , motivating and retaining professional and non professional personnel in the organization ” Basavanthappa B.T The selection of suitable candidates on the basis of their skill-set and requirements of the job is known as manpower staffing.(Buzzle.com) Objectives of manpower planning: •

Ensuring maximum utilization of personnel

•

Assessing future requirement of the organization

•

Determining the recruitment sources

•

Determining the training requirements for managements development and organizational development.

Objectives of planning Nursing Service: 1. To ensure total patient care 2. to see that the nursing component at the operational level is properly organized 3. to ensure optimum utilization of nursing services by avoiding non nursing duties to nursing

personnel 4. to provide a conducive environment for the professional development of the nursing personnel 5. to encourage staff education and training

6. to ensure effective participation of all nurses through team work 7. to promote effective public relations through effective communication 8. to evaluate the quality of nursing services

Importance of Manpower Planning 1. 2. 3. 4. 5.

Key to managerial functions Efficient utilization Motivation Better human relations Higher productivity

Problems and limitations of man power planning: Even though there are many benefits and uses of manpower planning , there are certain inherent limitations of forecasting itself which makes manpower forecasting a tricky exercise. Thus manpower plans suffer from inaccuracy as it is difficult to prepare long range forecasts accurately. Changes in economic conditions , technology , marketing conditions and labor force conditions tend to make long range forecasts unreliable. However, there is a greater danger in not for casting at all. It is possible to a certain extent to predict with a reasonable degree of accuracy based on experience the future vacancies resulting from retirements, deaths and resignations. However it is more difficult to anticipate which particular member of the personnel will be required to be so replaced. It is also risky to take action on general estimates of personnel requirements which are not specific enough. At times, lack of top management’s support frustrates those in charge of man power planning. Again , inaccuracies are caused when forecasts from several operating divisions are merely totaled together without a critical scrutiny. Thus, the limitations arise both from the uncertainty of forecasting itself, as well as at times from the methods used in manpower planning. However, with experience gained through manpower planning over a period of years, it is possible to become more accurate, although manpower management cannot yet lay claim to being a science. Ingredients of sound manpower planning;1. Finding and selecting the right caliber and number of people required to perform the operations of the organization involved 2. Adequate briefing of new employees to the organization and job 3. Fair, sound and effective terms of employment

4. Provision of incentive 5. Establishment and maintenance of personnel inventories based on periodic appraisals of the productivity, methods , qualifications and potential of employees 6. Well organized and specific training 7. Continuing personnel research 8. Management

Personnel research and review

Management/ staff relations

organizational planning and development Staffing and training

Ingredients of sound manpower planning;-

career development

Fair, sound and effective terms of employment

Morale and motivation Personnel records

Types of man power planning:Manpower planning can be of two type: short term and long term Short term man power planning:-

This planning is done to find a temporary match between the existing individuals and the existing jobs. It aims at quick removal of anomalies in posting and placements. The steps are as follows; 1) The step one is to identify the weak and strong incumbents. Weak incumbents are those whose skills

fall short of their job requirements. Similarly strong incumbents are those whose skills far exceed their job requirements 2) The second step is to set the above anomalies right. In the case of weak incumbents this can be done by: • Assigning difficult parts of their jobs to others • Improving them through short – term training or counseling and • Replacing them by other individuals 3) the final step is to think of persons who can be additional charge of posts falling unexpectedly vacant due to sudden death , resignation or transfer of the original incumbent Long term man power planning:This planning is done to find a proper match between the future jobs and their future incumbents. The steps involved are as follows: 1) The first step is to determine the requirements of man power for a particular period. this is done by

making forecasts. Forecasts of future manpower requirements can be made for a period of 2 to 5 years 2) The second step is to ascertain the existing number of rank and file workers in each section,

department and unit and to compare it with the requirement number. In case the required number is more than the number required, the next step would be to consider how to get rid of the excess hands, ie, whether through premature requirement or discharge or lay – off etc. In case of managerial personnel, their existing number should be worked out for each of the following four categories: •

promotable

•

not promotable

•

not retainable( i.e to be replaced)

•

about to retire

3) The final step is to determine the need for and the kind of training which must be given to the existing and new employees. Methods of man power planning: 1. Normative method:

Is the common detecting the manpower or support services . This is based on the norms developed by the government or professional bodies which are to be used as guidelines in determining the manpower requirement – qualitative and quantitative for an institution 2. Epidemiological or disease method This is based on the present and projected disease condition. Keeping in view the nature of disease in the Community and the changes in disease pattern in future , the institution may plan the health care services. 3. Resource availability method It is based on the financial and other resources available in the institution or programme. these could be the change in the financial resources , physical resources , transport , equipment and other related resources. 4. Qualitative and Quantitative health care service available:

This method is based on the factor of Qualitative and Quantitative health care available in the community . If there is large number of private practitioner available in another hospital of the community , the nature of the service to be provided by the institution would be affected and there by the quality and quantity of manpower required. 5. Population growth It is based on the fact that to meet the growing demand of either through growth of population or through the awareness of better health needs by the population , there is an increased demand for health service. 6. Objective and commitment of the institution It is based on the objectives and the commitment of institutions which would affect the qualitative and quantitative aspect of manpower required. Basic Steps in manpower planning: 1. Anticipating the manpower needs 

Personnel strength



Identification of needs and requirements



Recruitment



Investigation of turn over of personnel

2. Planning job requirements and descriptions 3. Analyzing skills to determine the nature of man power needed

1Anticipating the manpower needs

For securing maximum motivation , it is always better to encourage existing employees instead of importing new ones for higher appointments such intentional promotion can secure optimum motivation and ensure retention within the organization of its best people.  Manpower inventory This involves taking an inventory of the existing personnel to compare what exists in stock with what can be expected in stock at future dates



 Expected loss and extra manpower 

The expected loss situation can be evaluated in terms of retirement , transfer and other causes such as death and disability



In good organization their own expected loss rates are estimated on the basis of their own past experiences



In addition to this manpower requirements based on anticipated additions to operations required for meeting the wants of future expansions



In this way , the future vacancies or manpower needs of the organization anticipated



The manpower forecast is thus concerned with anticipating the number of replacements required by reasons of:  Resignations  Retirements  Deaths  Dismissal  Transfers and  Promotions

 Manpower planning methods The four methods generally used to determine the requirements of personnel are:





Annual estimate of vacancies



Long range estimates of vacancies



Fixed minimum man specification requirements and



Specific position estimation

Personnel strength

can be

Hospital staff can be categorized as ☻ Medical ☻ Nursing ☻ Administration ☻ Paramedical ☻ Engineering ☻ Unskilled The total number of staff can vary from 2-5 per bed, depending on the degree of care, facilities provided and type of hospital such as maternity/ orthopedic/ infectious disease / general hospital etc 

Identification of needs and requirements

This would include ☻ Identifying activities to be under taken ☻ Listing each activity under specific heads such as pharmacy, laboratory, radiology, nursing, administration etc ☻ Breaking down each activities into different sub activities ☻ Listing out job requirements to meet each activity. This will help in identifying the nature of qualification / experience required 

Recruitment

Once manpower requirement has been identified, the recruitment process can begin a) Guidelines for recruitment Guidelines for recruitment of various departments are as follows: i.

Doctor - bed ratio :-

According to Indian Medical Council , doctor – bed ratio is 1:5, but this is applicable only to hospitals which are attached to the Medical colleges and where doctors are required to participate in teaching programmes of Medical College It is recommended that the doctor bed ratio should be 1:10 in general hospital ii.

Nurse - bed ratio :The ratio should be 1:3 according to the Indian Medical Council. Thus for every 100 beds and to cover a 24 –hour period , there should be 4 ward sisters and 30 staff – nurses;

and for fractions of 100 beds , the staff should increase in the proportion of 1 ward – sister to 25 beds and 1 staff – nurse to 3 beds. Nurse – Bed ratio for Different Wards Ward

Nurse

Beds

Medical

1

3

Surgical

1

3

Casualty

1

1

ICU

1

1

CCU

1

1

Pediatric

1

4

If mothers are allowed to stay with patient

Pediatric

1

2

If mothers are not allowed to stay with patient

OBG

1

3

Labour room

1

3

Operation theatre

2

1

Orthopedic

1

3

Well baby nursery

1

3

Special nursery

1

1

iii.

Remarks

Per table , day shift

X - ray dept:Keeping in view the quality of care required , one X- ray technician can do 5 IVP, or 2 myelographies or 3 hysterosalpingographies or 10 barium meal investigations or 2 carotid angiographies or 30 one – view X- rays, or 20 USG investigations or 5 CT scan

iv.

Medical laboratory :-



One medical laboratory technician can do approximately 35 tests/ day



In one day the technician can do: ◊

45 hematology or

◊

50 urine analysis or

◊

50 parasitology tests or

◊

20 blood bank tests or

v.

◊

40 serology tests or 30 biochemistry tests or

◊

20 histopathology tests

Pharmacy :-

•

One pharmacist can dispense medicine to 150 patients / day, which excludes placing order with supplier, explaining the schedule of medicine to the patients.

•

One pharmacist can dispense of one prescription of a patient , whether an inpatient or out patient, in approximately 2 minutes.

vi.

vii.

viii.

ix.

Laundry •

one laundry orderly can assist in washing the linen of 50- 60 beds

•

Number employed depends on size of the hospital and with load

Dietary services :•

The staff strength depends upon the number of medicated diets required , the education programme, research work , and the type of requirement used in the department

•

However , one dietary staff member is required for approximately 15- 20 patients

Sanitation and house keeping :•

One sweeper to a work area of 1200- 1500 sq. ft

•

How ever , for a nursing unit , one sweeper for 10 beds is recommended

Security :•

x.

CSSD( central sterile supply department) :•

xi.

The norm is that one security guard for every 20- 25 bed of a hospital

One person in the CSSD can take care of 30 beds

ECG department :•

One ECG technician can take about 20 ECG s in one shift

II.Guidelines for recruitment of staffs in College of nursing(INC):-

Basic B.Sc nursing Teaching faculty

Admission capacity

Annual intake

25-50

51-100

Professor cum principal

1

1

Professor cum Vice-principal

1

1

Associate professor

1

2

Lecturer

5

10

Tutor /clinical instructor

14

28

Total

22

28

Teacher student ratio : 1:10

B.Sc : NURSING POST BASIC Teaching faculty

Admission capacity

Annual intake

Minimum -30

Maximum-50

Professor cum principal

1

1

Professor cum Vice-principal

1

1

Associate professor

1

3

Lecturer

5

7

Total

8

12

teacher student ratio: 1:10

BASIC: B.Sc nursing & B.Sc Nursing (POST BASIC) Annual intake B.Sc nursing (Basic)

50 or less

B.Sc nursing ( Post Basic)

30 or less

Professor cum principal

1

Professor cum Vice-principal

1

Associate professor

2

Lecturer

6

Tutor /clinical instructor

18

Total

28

teacher student ratio: 1:10

BASIC : BSc , BSc Nsg (Post basic)& MSc nsg Annual intake B.Sc nursing (Basic)

50 or less

B.Sc nursing ( Post Basic)

30 or less

M.Sc nursing

10 or less

Professor cum principal

1

Professor cum Vice-principal

1

Associate professor

5

Lecturer

7

Tutor /clinical instructor

18

Total

32

teacher student ratio: Basic and Post basic BSc nsg 1:10 MSc nsg 1:5

Part time teachers/ External teachers 1. Microbiology 2. Bio chemistry 3. Psychology 4. Nutrition 5. English 6. Computer

7. Hindi/ Any other language 8. Any other clinical discipline b. Sources of recruitment:Suitable candidates for various jobs can be obtained from : ◊

Government employment exchange

◊

Private placement agencies

◊

News papers

◊

Other hospitals

◊

Unsolicited applications

◊

By word of mouth

◊

Professional journals

◊

Teaching institutions

◊

Internal circulation

c. Selection and Appointment d . Types of employment ◊

Temporary

◊

Apprenticeship

◊

Contract

◊

Probation

◊

Permanent

 Investigation of turn over:◊

Labour turn over as the words imply means the rate of change in the number of employees

◊

A high turn over is warning to the hospital authorities. Turnover may be due to the wrong situation, low salary, poor working conditions etc.

◊

Some of the important factors which result in employees quitting their jobs are: → Low salary

→ Better prospects in other hospital

→ Poor working condition → Transport problems → Housing problems → Marriage( female) → Further studies → Maltreatment of superiors

2. Planning job requirements and descriptions:Manpower planning consist of studying job requirements and preparing job descriptions. The requirement of each and every job must be thoroughly studied through job analysis. Job analysis is the process of examining a job to identify its component parts and the circumstances in which it is performed. This helps to obtain relevant information about the job. Job information thus becomes the basis of many management activities. For instances, without it , recruitment become almost impossible, training would have no goal and no salary basis . It is therefore necessary to collect important parts of a job which identify it and distinguish it from other job. Job information help in many ways and more particularly for the following: • Adequate recruitment • Adequate training • Adequate salary structure • Fair appraisal

There are two steps in a programme: •

Preparation of job description

•

Preparation of job specification

Job description it is thus necessary to provide good job description. A job description can be defined as a written record of the duties , responsibilities and conditions of the job. The method which provide the required data are :

•

Observation of the employees while performing their work

•

A study of specially maintained diaries

•

A review of critical incidents

•

Discussion with departmental head and/ or supervisor; and

•

Discussion with outside consultants and experts

3. Analyzing skills to determine the nature of man power needed The skills required at different job must be analysed in terms of the job description following the job analysis. The skills required for the successful executives can be divided in to 4 types: •

Decision making skills

•

Leadership skills

•

Communication skills

•

Organizational and social skills

The basic managerial skills Every manager should have the following skills 1. To plan operations , delegate duties appropriately to his subordinates , and coordinate their work on a day to day as well as long range basis to attain the objectives 2. To appreciate the changing conditions and trends affecting the work of his unit and the service it should render 3. To select appropriate personnel for the specific assignments 4. To direct the work of the immediate subordinates 5. To stimulate , motivate and lead the subordinates with a view to secure their interested and willing

participation 6. To supervise , follow up , and appraise the performance of his subordinates 7. To keep his subordinates and superiors informed about the work of his unit The skills required of an executive can also be classified as technical, human skills and conceptual skills. 1. Technical skills :to accomplish the mechanic of a particular job 2. Human skills to build team spirit as a leader 3. Conceptual skills to recognize the interrelationships involved in his situation to enable him to

achieve maximum good for the total organization

Manpower planning at different levels Nursing is an important element of health care delivery system. According to Sir . Joseph Bhore Committee Report in 1946 there were 7000 nurses and in the end of five year plan 1979, approximately 1,23,000 trained nurses in India. Catagories of nursing service and nursing Personnel include: Nurse administrators , nurse teachers, staff nurses, auxiliary nursing personnel (health workers), nursing aids, midwives and auxiliary midwives. According to WHO Expert committee on education and training of nurse teacher and managers, recognized the functions and responsibilities of nursing man power at 3 level within the health system 1) peripheral 2) intermediate 3) national level

At peripheral level: Nursing personnel are often involved in providing direct care to the community , either on an individual basis or as a member of the team. generally their role includes encouraging the community toward the benefit of a positive health approach and identifying health related problems and prioritizing the plan of action. At intermediate level: Of the system may relate to a health centre with a few inpatients beds of to a district with specialized and training hospitals. At this level the role of the nurse may include , the planning , development and management of district programme and guidance to and supervision of local level staff and community level activities.

At the national level:Nursing personnel may function within the health Ministry & participate in the managerial process for national health development. Plans of utilizing nursing manpower and planning the nursing man power a) centralized scheduling 2 major advantages of centralized scheduling are fairness to employees through consistant objective and impartial application of policies. It also relieves head nurses from time consuming duties and engage in other activities. Disadvantage include lack of individualized treatment of employees. Line of responsibilities of an administrator include:

◊

developing a staffing pattern

◊

establishing procedures for adjustment of staff

◊

clarifying requirements for each job description and staff position

◊

developing , promoting, defining and centralizing the personal budget

◊

computers can be used in the scheduling

b) decentralized scheduling When managers/ administrators are given authority and assume responsibility they can staff their own units through decentralized staffing. Personnel think that they get more personalized attention with decentralized staffing. Staffing is easier and less complicated when done for small area instead of for the whole agency. Each manager will learn the responsibility and challenges. Staff Schedule It is a system that is centralized by the staff nurses. A process by which nurse and other staff collectively develop , and implement the work schedule , taking policies & variables affecting staffing into consideration. Alternate or Rotate Work Shift Are common for staff nurses. The frequency of rotating through all their shifts varies among institutions. Permanent shift This helps nurses to choose styles that most suits to her. Variable staffing It is a method that uses patient need to determine the number and mix of staff . Time measure are done for direct and indirect patient care. A patient classification system is developed and tables are designed to determine the number of nursing personnel required. Eight hour shift The shift are usually from 7am – 3.30 pm, 3pm- 11.30 pm, 11pm- 7.30pm Ten hrs day plus 5 or 6 hrs shifts Some hospitals have implemented , 2 to 10 hr shifts and 1to 5 hours shift 10 hours shift , 7 days work/week Includes 10 hours shift for 7 days a week followed by 7 consecutive days off. Staffing to meet the fluctuating needs

Full time staff: They may be hired to meet the average staffing needs of an institutions. The most common adjustment of an increased work load is to transfer staff from a less busy area to the overloaded areas. This is economical to the agency.

Part time staff: Flexible working hours can be on incentive for inactive nurses to start part time employment and can reduce staffing shortage. Most nurses are women who have to combine their nursing role with many other such as wife, mother and home maker. A part time job can help to over come the difficulties. Disadvantages: 1. Educational and administrative expense are higher proportionately for part time than for full time helps 2. Part time nurse may not receive benefits such as paid sick leaves , vacation days and is not likely to be considered for promotion

Staffing formula When determining the number of staffs , one has to consider the hours needing care , vacation, holidays, absenteeism and staff development time. If nurses work 5 days a week then a coverage is needed for 7 days,, it takes1.4 nurses to have , one nurse on duty 7 days . This is calculated by multiplying the number needed on duty by days of the week needing coverage and dividing by the number of days each employee work/ week to determine the number of personnel needed for coverage. Example

No needed

Days of work

No of days each will work

No of people needed

1

x

7

÷

5

=

1.4

2

x

7

÷

5

=

2.8

3

X

7

÷

5

=

4.2

This will not allow for vacation, holidays , absenteeism or staff development time. To calculate vacation coverage, multiply the number of vacation days / year by the number of people at that skill level. Dividing the total number of vacation days per skill level by the total days worked/ year/ person determine the number of people needed for vacation coverage. For example

(number of vacation days/year)х (no of full time people at that skill level)= total vacation days by skill level Total vacation ÷ Total day worked/ person/ year = Number of full time people needed for vacation relief coverage Number of Nurses assigned on weekly basis:The number of the general nursing personnel assigned on a weekly basis to any nursing unit department, is the number of personnel needed to provide services during the 7 days period allowing for a 5½ day, 44 hours / week for both professional and non professional workers. The steps for finding the required number of nursing personnel on a weekly basis in a nursing unit is as follows: Step1 Find the total number of general nursing hours needed in a week • Average patient census per day х Average nursing hours per patient in 24 hours х days in a week • Eg: 19(daily average patients)х3.4( average nursing hour/patient in 24 hours)х7days /week =

452.2(general nursing hours required per week ) Step2 Find the total number of general nursing has needed in one week which should be given by nursing and non- nursing personnel •

Number of general nursing hours/week х % to be given by the professional nurses

•

Number of general nursing hours/ week х % to be given by the non professional nurse

• Eg: 452.2 ( general nursing hours needed per week)х67%(% of nursing hours provided by the professional personnel)=303.0(general nursing hours to be given by professional personnel ) •

452.2( general nursing hours needed per week) х 33%(% of nursing hours provided by the non professional personnel)=149.2(general nursing hours to be given by non professional personnel ) Step 3 Find the number of professional nurses required on a weekly basis •

Professional nursing hours needed/ week÷ hours on duty week / nurse

•

Non Professional nursing hours needed/ week÷ hours on duty week / Non Professional

•

Eg: 303.0 (professional nursing hour )÷ 44(hours on duty weekly / hour)= 6.9professional personnel required on weekly basis)

•

149.2( non professional nursing hour)÷44(hours on duty weekly per nursing aids) = 3.4 (non professional nursing required)

National Level

At the national level we have the planning commission and associated bodies who look into all the aspect of planning in India as follows: Planning Commission The Government of India set up a planning commission which was working through 3 division: a) Programme advisors b) General Secretariat c) Technical division

Nursing Advisor in the Directorate General Of Health Service She is assigned in nursing offices and she is directly responsible for advising the government and responsible to the Deputy Directorate General. Indian Planning Commission Chairman is the Prime Minister. Planning nursing services in central level: A high power Committee on nursing and nursing services and nursing profession was set up by the Government of India in 1987, which is known as Sarojini Varadappa Committee Report. The finding shows the existing working conditions of nurses , staffing norms for providing adequate nursing personnel , education of nursing person to meet the nursing manpower needs at all levels.

Planning nursing services in central level: Health Ministry ↓ Secretary Health ↓ Director General Of Health Services(DGHS)

↓ Additional Director

↓

↓

Additional Director

Additional Director

General(PH)

General(N)

General(M)

(Addl DG)

(Addl DG)

(Addl DG)

↓ Deputy Director General(N) DDG(N) ↓

↓

Assistant Director General (Community Nursing Service)

Assistant Director General (Nursing Education & Research)

DeputyADG (Community Nursing Service)

Community nursing Officers

↓ Assistant Director General (Hospital nursing service)

DADG(Nursing Education DADG & Research) (Hospital nursing service)

Principal

Nursing supdt

school of nursing

PHN supervisor

senior tutor

deputy nursing supdt

PHN Tutor

Asst. nursing supdt

LHV clinical instructor

ANM

Ward sister

staff

State level: There is a state planning department directly render the control of the Chief Minister. There are posts of nurses in all directions of health service to look after nursing services and nursing education.

Recommended organizational Set –up At State/ Union Territory level

Secretory Health ↓ Director Nursing Services ↓ Joint / Deputy Director Nursing Service ↓

↓

AssistantDNS Community nursing

AssistantDNS

AssistantDNS

Nursing Education and research service

↓ DADNS

↓

↓

↓

DADNS

Community nursing ↓ District nursing Officer ↓

Hospital nursing

DADNS

Nursing Education and research ↓

Nursing service ↓

Principal,School Of Nug ↓

Nursing Superintendent ↓

PH Nursing officer

Senior Tutor

↓

↓

↓

Tutor

Ward Sister

↓

↓

PHN at PHC ↓

Local Health Visitor ↓ Auxillary nurse Midwife

District and Block level:

Clinical Instructor

Assistant Nursing Superintendent

Staff Nurse

At this level the work is carried out jointly by the officers of the various departments including health and family welfare. Here attempts is made to carry the process of planning further down to the village level.

Organizational Set – up at District Level

District level Director of nursing Services ↓ Deputy Director of nursing Services ↓ Asst. DNS ↓ DyAsst.DNS ↓ DMO

↓

↓

DNO

DHO ↓

↓

Asst. District Nursing Officer

Asst. District Nursing Officer(ADNO)

(Nursing Education & Hospital )

(Community health ) ↓

Nursing Supdt

↓

Principal

Dist.PNO ↓ PHN supervisor(CHC)

↓

↓

Assistant Nursing Supdt ↓

Tutor ↓

↓ PHN(PHC) ↓

Ward siste r

Clinical Instructor

LHV ↓

↓

Staff nurse

ANM Hospital Nursing Service

Board of Directors→ Director of Hospital→Administrator→Nursing Supdt→Assst.Nursing Supdt→Ward supervisor→Ward Sister→Staff nurse→ANM Role of manpower planning i.

To provide operating management with structured environment required for planning

ii.

To assist and advise the operating management to plan and establish objectives

iii.

To collect and summarize data in to the organizational terms and to ensure consistency with long range objectives and other elements of total business and other co- operating plans

iv.

To monitor and measure performance

v.

To provide research necessary for effective organizational planning

Conclusion: Manpower planning views employees as scares and costly resources , whose contribution must be developed to the fullest by the management. It is also concerned with the interaction between the organization and its environment. It also forecasts on the future requirements of human resources so that the right personnel are available for the right job at the right time in right place. Volume 5, Issue 4, Pages 235-239 (July 2005) Securing a Faculty Position: A Practical Guide for Residents, Fellows, Junior Faculty, and Their Mentors Claibourne I. Dungy, Thomas G. DeWitt, MDa, Kathleen G. Nelson Received 22 October 2004; accepted 6 March 2005. Applying for a faculty position can appear to be a daunting project for many residents, fellows, and junior faculty due, in large part, to the lack of readily available information on the process of interviewing and negotiating for faculty appointment in academic medicine. Although this process may seem mystifying to firsttime applicants, it has a structure. This article discusses the framework of the application process and recommends an action plan from initial contact to acceptance of an offer. Each step of the process is discussed. Guidelines are provided to assist applicants and their mentors to successfully manage these important steps. 2.Globalisation and Manpower Planning

Edited by M. Sudhir Reddy, P. Murali Krishna, K. Ramakrishna Reddy and K, Discovery, 2005, xii, 356 This book is an outcome of the national seminar of "Technical Manpower Planning in India--Issues and Concerns" held on 5-7 September, 2004 at Jawahar Lal Nehru Technological University, Hyderabad. The articles in this book are on the three theme Globalisation and Human Resource Planning & is centred round conceptual development and practices of human resource planning function in India Bibliography: 1. Guptha,Sunil Kant.Hospital and health care administration.1st edition.Jaypee brothers:2004. 2. B.M Sakharkar. Principles of hospital administrationand planning.1st edition.jaypee brothers.2006. 3. Ann Mariner Tomey.Nursing management and leadership. 8th edition. Missouri: Mosby Publishers;2009 4. Davar RS. Personnel Management & Industrial relations.10th edition.New Delhi:Vishal printers;1996 5. Francis CM. Souza de C Mario. Hospital administration.3 rd edition.New Delhi : Jaypee publications ; 2004 6. http://rajswasthya.nic.in/Inc.pdf 7. http://www.indiannursingcouncil.org/guidelines-nursing-school-college.asp 8. http://finmn.nic.in/the ministry/dept.eco affairs annual report. 9. http://planning commission.nic.in/reports/publication. 10. http://nihfw.org/ndc/documentation services/ committee and commission. National institute of health and family welfare. 11. http://www.chrmglobal.com/Replies/1680/1/Manpower-planning.html 12. http://business.gov.in/starting_business/manpower.php

MANPOWER PLANNING AT DIFFERENT LEVELS

SUBMITTED TO :

SUBMITTED BY:

Ms. RENJANA REBECCA JOHN P. JOSE

Ms. SHESLY

LECTURER

II YEAR MSc (N)

NUINS

NUINS

SUBMITTED ON:

- 06 - 2010