CHAPTER ONE INTRODUCTION 1.

1 BACKGROUND OF THE STUDY A meaningful personnel policy should have manpower planning as its base planning for manpower, enables the personnel manager to fulfil his or her prime function of obtaining the best staff for the organisation. The main focus of the study is to explore the roles, functions and performance of effective personnel management in a developing organisation. The findings and suggestions made in this study are then intended to aim in effect of manpower planning as a means of achieving organisational goal in an organisation. The introduction of manpower implies human resources refers to personnel available or component to work planning on its part involves deciding on the best course of action to take in future in to achieve efficiency and effectiveness, considering the available at hand. In the past, we have witnessed a growing interest in manpower of human resources economy. This is a result of the important to the nation. Manpower together with capital and land are the basic factors of production and among all, manpower is the most important of these factors because without it, effective management of other factors cannot be guaranteed. Suffice it to say, that in Nigeria, one of the major constraints t the successful implementation of natural

development plans since independence had always been identified as lack of high level of manpower. In the absence of competent human resources planning, the goal of an organisation cannot be met or the organisation will find it difficult to achieve their appropriate goals. Therefore, any organisation whether public or private that wishes to exist and growth must have meaningful plans and methods of achieving optimum use of manpower planning at its disposal. Nevertheless, it is not every employee that attain that level established by the standard of performance of their job, it is then the job of the personnel manager to identify the factor hindering their attained of that level of production from works. But before an organisation can think of the steps to take in achieving effective manpower planning, it has to ensure that it employs the right calibre of staff in the organisation through proper manpower planning. If an organisation planned for sales, finance and production and disregard the human resources plans, it will find out that all other functional area planned for will find out that all other functional area planned for will be badly implemented. Nwachukwu (2000) noted that one of the major problems confronting management in any organisation is the effective ways of matching people with jobs. What makes an organisation to be a successful one is the ability to forecast the future occurrence having defined

planning, it is pertinent to state that principle should be applied to manpower planning. According to Ejite order (2001) suggested that planning therefore is the necessary guide to direct one on the right path to follow in other to arrive at intended place. The concept of planning involves what to do, how to dot it, where to do it, who to do it, when to do it and why it must be done. It also bridges the gap from where we want to go. Human resources planning like any form of planning is a means to an end. In this case the end secure the human resources of the organisation is in order to achieve corporate objectives. In respective of the organisation nature, if it is of a size where changes in the workforce will have a significant effect on business result, then it will need some land of human resources planning activity. A number of techniques have been developed to help managers answer the question how many staff do we need both now and in future? These are variously termed manpower planning, manpower budgeting and human resources, management. Ubeku (2002) noted that there are many organisations in this country which fall into trap of looking for staff as when necessary. Therefore manpower comes more than simply planning the future requirements but it also take into consideration the current level of skills man organisation.

1.2 STATEMENT OF PROBLEM The issues of manpower planning as been so much relegated over the years that the need for its proper implementation is greatly suppressed. Many organisations, when recruiting for a vacant position are bent on having experience candidates. This is based on the belief that employers will not need to spend heavily in training new emitrants. Most organisation expect immediate gains with disregard to the issue of expansion or contraction in the same vain, some organisation prefer the management trainees but limit their ages on the long run, this class of management still fails to carry out succession plan for traness rather m=new recruits are employed for the superior position where the traness could have been advanced, in some cases less qualified personnel are promoted for one selfish reason or the other, positions are swapped even at the risk of performance and productivity. The general belief that an employees low performance is due to laziness or lack of drive or commitment and as such, employee found wanting should be replaced as soon as possible to control this unproactive situation the role played by manpower planning when it comes to employee performance is not properly understood . It is believe that manpower planning is essential but not much relevance is attached to it and therefore there is not expectation from it in the employee performance. In today

banking industry, the rule of high remuneration is bail to many wanting to work the bank both qualified and unqualified people seek for employment in the bank. The competition has now got to a stage where relationship with the top officials of the bank determines who works in the bank rather than qualifications. Putting the wrong person to a job and even making trained staff to perform where their previous training is not relevant thus causes low performance and waste of training as the case may be. The issues of favouritism and ethnicity and other problem are due to ineffective manpower planning and having adverse effect on the employee performance. 1.3 OBJECTIVES OF THE STUDY The objective of this study is to examine the specific objectives which are: 1. 2. 3. 4. 5. To identify the causes and effects of labour turnover I the organization. To consider the cost and benefit of manpower planning to the organization. To assess the impact of manpower planning on organization profitability. To consider the effect of over and under staffing of employees in an organization. Attempt to unveil some operational manpower planning process in some Nigeria firms and provide solution on how these could be reduced.

1.4 RESEARCH QUESTIONS The study shall address the following research questions: 1. 2. 3. 4. 5. Does effective human resource planning help the organization to determine recruitment levels? Does manpower planning reduce turnover? Does personnel requirement level has an impact on organizational profitability? Is there any significance correlation between the external labour market and the supply of manpower? How can manpower be enhanced in banking industry? 1.5 STATEMENT OF HYPOTHESIS 1. Ho: Hi: 2. Ho: Hi: 3. Ho: Effective manpower planning does not reduce labour turnover. Effective manpower planning reduce labour turnover. Manpower planning development will not improve quality and skills of bank personnel in Nigeria. Manpower planning development will improve quality and skills of bank personnel in Nigeria. That provision of training programme does not contribute to good quality manpower in the economy. Hi: That provision of training programme could
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contribute to good quality manpower in the economy. 1.6 RESEARCH METHODOLOGY The research shall be conducted by means of survey research in order to collect the required data to be used for the research work. The study shall focus on questionnaire as a major source of primary data collection. The first part of the questionnaire will comprise of questions on biography, data of the respondents and the second part shall focus on the topic. The questionnaire to be used in the study involves multiple choice questions and open-ended questions to allow respondents to give favourable answer, which provide objectivity to a large extent. 1.7 SIGNIFICANCE OF THE STUDY The significance of the study on manpower planning and development in the banking industry can be appreciated from micro and macro points of view. From the micro perspective, the result of the study will contribute to the development of available manpower in the various organizations in the industry, generate new ideas on manpower development practices and show the effect of such practices on the organization overall performance. This is also to evaluate and analyse the contribution of manpower development in Nigeria. 1.8 SCOPE AND LIMITATIONS OF THE STUDY

Scope of this study shall focus on banking industry. Thus, the outcome of the industry will be used to generalize the entire will banking industry. The research will be limited to the information gathered from the respondents but enough effort will be made to produce satisfactory project work. The necessary coverage and scope of the study will include examination of effective manpower planning and its well designed organization performance appraisal and to examine the reports analyzed together with ways in which significant variances can be identifies because of limitations in terms of cost, time, and quantitative information. Since banking industry is the unit of the study, it would be a bit difficult to generalize on the whole industry like construction company, insurance and others service industries, despite these limitations, it would give an insight for anybody to use this study to generate information about industry of his choice more particularly the banking industry. 1.9 DEFINITIONS OF TERMS 1. Manpower: Manpower is the total supply of people available for work or service. It could also be regarded as work of one of the recipients of a nations industry. It can be seen as power in term of men available as required for a task on purpose. 2. Development: This can be seen to occur when there is a noticeable setup output progress in the performance

of the resource (either human or material) required for organizational or national building. 3. Manpower Development: Manpower development or human resources development as a process of increasing the knowledge, skilled and the capacities of all the people of the society. 4. Human Capital: Human capital can be defined as the stock of capital embodied in people. There are investments that human beings make in themselves to improve their quality. 1.10 PLAN OF STUDY The study paper will be presented in a sequential manner. Chapter one consists of the general introduction to the study. Chapter two consist of the review of related literature on the topic of study. Chapter three examines the industry with a detailed reference to the structure, organization, staffing and performance of the bank. Chapter four takes us to the core issue of the study. The chapter examines the techniques and practices of manpower development. Chapter five summary, recommendation and conclusion.

Reference Ejite Orodo (2001): Manpower, planning review vol. no.1(CMD) Nwachukwu C. C. (2000): Management theory and practice Published by Africana feb publishers. Ltd. Ubeku A. K. (2002): Personnel management in Nigeria, 2nd Edition Macmillan publisher: London.

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CHAPTER TWO LITERATURE REVIEW 2.1 INTRODUCTION For any establishment to survive and prosper, an organisation needs well qualified and motivated employees available at the right time, it involves a careful advance planning or in the dynamic environment like Nigeria, one is bound to face difference challenges which makes it imperative for organisations that desire to survive in the business to be forward looking at every point in time to keep abreast of changes. It is widely recognised the human resources are the prime factor that makes the difference between success and failure, whether in the public or private sector of the economy. Since people leave organisation at various levels for various reasons, it is therefore necessary for every organisation to put in place appropriate strategies to ensure management capacity building and orderly to all its position. In fact, in order to function successfully, organisation need people just as they need raw materials and equipments and

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other resources. David (2002) revealed that nay human resources planning system, if it is to be effective must be simple and concisely show each manager how to reach business objectives. It is not common to find human resources being regarded as a firms most valuable asset even though they do not appear to its financial statement. Therefore organisation needs human resources and planning to enable them to meet their present future needs. Lunker (1997) suggested that it is advisable for any organisation to maintain accounts of value of human assts because of its importance to the survival of an organisation. No matter how experienced the organisation may be in planning, that is why some experts refer to human beings as assets despite the fact that is never shown on the balance sheet. Thus, we can now define manpower planning to be concerned with the acquisition, development and maintenance of human resources. It can also be described as a means by which organisation seek to maintain and improve its ability, to achieve corporate objectives by developing strategy which are designed to increase the present and future contribution of manpower. The strength and weakness of human resources are appraised. Base on this plans and programme are prepared to mean the project needs.

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Ubeku (2002) pointed out how vital human resources element is to the organisation. He noted that just as we budgeted for our manpower, he buttressed further that, no organisation can operate effectively unless the function of manpower planning are carried effectively. Some organisation without well established personnel department fall into error of recruiting wrong calibre of labour. Whatever the goals of the corporate and business plan are, they can be achieved only by the application of human skills and efforts. Idowu (1999) presented other dimension, a number of factors which can be used to rationalize the approach to planning. The factor of manpower development commends itself especially more than any other consideration; this is because of the position manpower resources occupy in the development process. He views manpower planning from two angles. 1. The technical factors view that people stay in the same occupation in which they first became well stashed. The main technical concern of manpower planning seems to be the skills of present workforce and the need for the future. 2. The organisation behaviours say that the person should be considered not only for his/her position contribution. The simple fact of life is that not everyone reached this position, even in the level of management, few people occupy the

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level of management while most of the employees that find themselves, at the bottom of the organisation do not make competition for advancement skill, so that they could enjoy Psychologically what the top management now enjoys. This makes it possible to spare some line strong for their own advancement goals rather then organisation goals. Ubeku (2002) divided manpower planning into two stages, the fist stage is concerned with detailed manpower inventory of all types and levels <skilled, unskilled, supervision and managerial of employers throughout the period of manpower planning. The second stage is concerned with the manpower supplier that is, having decided on what is need, we now know what to find out, what sources we can get, the right type of people to meet the requirement. Manpower inventory is the stock taking of employees in different categories or sections. This will reveal the skills available or lacking as well the number of unskilled employees that should not be employed. The analysis of manpower inventory will be followed by a manpower planning and it is what will show clearly the actually number of employees that will be responsible for the operations. Before the effective manpower inventory could take place, it is important to involve all the line managers with guidance from human resources department. This will afford this

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department that has surplus staff which could be transferred to other relevant departments that are experience staff shortages. This will reduce the recruitment and raising of new employees. Manpower planning must be part of the overall strategic process in the organisation; it should therefore not be seen in isolation, but in the context with the growth of the organisation. It covers more than simply planning the future manpower requirements, since it touches all aspects of the business. It is also concerned with the future changes in organisation structures. Broadly speaking manpower planning is to ensure that the organisation obtain and returns the quality and quantity of manpower, it needs as well as making use of its manpower resources. Also, it is able to anticipate the problems arising from potential surplus or deficits. Cole (1996) in supporting the views of other writes on manpower planning concluded that manpower planning can only make sense when been in relation to business objectives. It is on this note that in order to have integrated planning, it must be taken in order to have integrated planning it must be taken at the four level of organisation namely 1. Corporate planning 2. Intermediate Planning

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3. Operation Planning 4. Short term activities planning 2.2 MODELS AND THEORIES OF MANPOWER PLANNING Douglas B Gehman (2000) defined manpower planning as a critical element in running a business effectively and efficiently. He went further to say that in most firms; however, staffing plans do not get the same attention as other elements of the business plans. John Bramham (2001) defined manpower planning as a strategy to acquire, utilize, retain and develop people by formulating sound manpower policies agreed with employees and their unions. Lawal (1993) defined human resources planning as a step by step procedure designed to ensure that the personal needs of the organisation will constantly be meant. Manpower planning development consists of all learning experience provided by an organisation for the purpose of providing and continuous effort by management to improve employees competency levels and organisational performance. 2.3 ORIGIN OF MANPOWER TECHNOLOGY People are the most important and valuable resources which every society and organisation strive to search maintain and retain. Manpower planning is post word war 11 phenomenon which originates in the United States and some European countries in order to anticipate and over come labour shortage in certain occupations. As a systematic national

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development planning become a strategic instrument aim at accelerating economic growth in the developing countries, the scarcity of skilled labour to execute development programmes became evident and a planning Human resource management has for several years been a matter of increasing interest and relevance to line management. Lawal (1994) traced the origin of manpower planning to 1916 when Samuel repays became interested in providing a career structure for Royal Navy. THE NIGERIAN EXPERIENCE The origin of manpower planning in Nigeria dated back to Narbisonss projection for the countrys high level manpower needs for the protection, Nigeria needed at least 31, 000 people in the senior category of high level manpower in ten year period. Narbison recommended that 2,000 of these should have university education or its equivalent, this putting demand 2,000 graduate annually. Furthermore, Harrison through the commission strongly recommended that Nigeria should establish appropriate organisational arrangement for the purpose of assessing manpower needs and for formulating programmes for effective manpower development throughout the country on a continuing basis. The commission viewed this as its central recommendation nothing that the most critical economic naval officers in British resort manpower

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factor in Nigeria development were capital and high level manpower. The two are complimentary and hence, planning for manpower development is an integral and indispensable part of general planning for economic development. Thus, the national manpower board was established in 1962 as recommended by the commission. Manpower planning has become accepted as an integral part of national development planning in Nigeria, development planning on manpower development and utilization which among other things view the current manpower and employment trends and intermediate manpower by major occupational categories by sectors and by educational level. 2.4 INTERDEPENDENCES OF BUSINESS AND HUMAN RESOURCES PLAN Basically, it is not possible to carry out human resources planning without given adequate affection of business plan. In a situation where the training program is not relevant to the organisation needs, the participants upon completion, the programme are understandably frustrated when the employees firmed themselves things with the need of the in organisation. These becomes pronounced

government b putting it to work without considering the environment in which the business and industry is operation. The above explanation is prefer of example of the human resources plan, that is related to the overall plans of the organization will consider.

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i. Possibilities of growth and retraction of human resources ii. Changes of the status iii. Changes in the mission of the organisation iv. Shifts in the emphasis in the product of services offered. v. Robert . G. Murdock (1985) however suggested that there are eight basic elements that should be incorporates in the human resources plan within the business plan thus. A. It should be formulated in writing B. The basic organisation structure should be developed for 4-5 years C. The number and types of executive needed for the next 4-5 years should be estimated D. Replacement for key position should be identified and development plan prepared. E. Straight and weakness of executives resources should be profited F. Plans for advancing women and minority employees be made available G. A system for identifying high potential performance easily in the career should be in place H. Recruitment programmes including college recruitment should be operational. Manpower planning just as product planning, financial planning and equipment planning should be an integral part, business plans will therefore incorporate both human

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resources and functional plans. Frederick (2000) suggested that companies may prepare plans to fit four times spares. (a) Strategic plans that establish major long range plans, objectives which state principal milestone and polices to achieve. The time spark for strategic plans is usually considered for fire or more years. (b) Intermediate range plans covering a three year Period there are more specific plans in support of the next term positions of the strategic plan (c) (d) Operating plans cover one year, month by month Activity plans are the clay to day and weekly is sufficient for profits budget and cast control. plans example are the write plan or a sales person, the production plan week or the short term work assignment of a compensation specialist frequently, such plan are not even documented by supervisor. In interdependence of business plan with human resource, we have highlighted four basis levels of planning and however we will now look at the links between business planning and human resources level. 2.5 MANPOWER PLANNING STAGES This consist of some interrelated activities which are as follows a. Demand forecasting

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b. Supply forecasting c. Determine manpower requirements d. Manpower productivity and cost e. Action Planning f. Manpower budget and control A. DEMAND FORECASTING: It is the process of estimating the future quality and quantity of manpower required. There are three basic demand forecasting method that are available. i. Managerial Judgement: This simply requires the managers to sit down, think about the roads and decide on how many people they need. It might be through the bottom basis with time managers, submitting proposals for the agreement by senior management. Alternatively, a tip down approach can be needed in which company and department forecast are prepared by top management possibly acting on advice of the personnel and or corporate planning department. (ii) Statistical Analysis: The most commonly used statistical manpower forecasting techniques is ratio trend analysis, it is more complex and less used techniques. It includes the use of regression analysis and econometric models. (iii) Work Study Techniques: This can be used when it is possible to apply what measurement to calculate, how long operations should take and the amount of labour required. B. SUPPLY FORECASTING: This tends to show the quality within and outside the organization having allowed the

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absenteeism, internal movement, promotion, wastage of work. It may be important to know how many people that are having potentials for promotion and where they can be seen or found. This analysis of current resources should work at existing ratios between different categories of staff, for example a supervisor of employees skilled to semi-skilled, administration clerical to production supervisor. Recent movement in this ratio should be studied to provide trends and highlighted as areas where rapid changes may result in manpower supply problem. i. Labour Wastage: Labour wastage is a means whereby the organisations are able to identify reasons to forecast the future losses. The various ways to measure labour wastage are: Absence rates, high rate constitutes a threat to the economic survival of an organisation. ii. Labour Turn over Rate: Where there is high labour turnover, certain factors must be responsible, either the organisation is not paying its employees as much as other employers or the job are not challenging. It is often calculated by using the following formular. iii. Labour Stability Index: it is calculated as No with 1 year service or more X 100/No employed 1 year ago This index provides an indication of the tendency for longer service employees to remain with the company and therefore shows the degree to which there is continuity of

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employment. C. DETERMINING a MANPOWER REQUIREMENT: with cost Basically benefit manpower planning is directly towards supplying and maintaining productive workforce constraints. The basic promises for such planning are the companies and sales forecasting plans that determine the manpower requirements. These are the central focus for all human resources planning, however, manpower requirement are determined by relating the supply to the demand forecasts and establishing many deficits or surplus of manpower that may exists in the future. Manpower planning should be done over three planning periods-short range, intermediate range and long range. The short term indicates the best immediate personnel need of an organisation. Intermediate plan usually project one to five years into the future and long range plan extend beyond five years. D. MANPOWER PRODUCTIVITY AND COST: Manpower planning is concerned with making the best use of people with forecasting and getting the numbers required. In planning for human resources in an organisation, attention must be drawn to the cost to be incurred on the labour and this should be justifiable by its output. Productivity should be maintained by using measure as manpower. Cost per minute of output, as a ratio of man sales value per employee, tons of product handle per man-hour or hour cost as a percentage

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of added values (the difference being production cost and sales value.. E. ACTION PLANNING: All the efforts will be fertile unless action is taken to implement the plans. The manpower planning should be prepared on the basic of an analysis of manpower requirements, and a study of the information gathered on productivity and cost. The main elements depending on circumstance will consist of the following: i. The Recruitment Plan: This will set out: a. The number and types of people required and when they are needed. b. Any special manpower supply problems and how they are to be dealt with. c. The recruitment programme. ii. Redundancy Plan: This will indicate the following: a. Who is to be redundant, where and when? b. The plans for redeployment or retraining, where this has not been covered in the redevelopment plan, the steps to be taken to help redundant employees find new job. iii.The redeployment plan: This will set out programmes for transferring or retaining the existing employees. iv.The productivity plan: which will set out? a. The programmes for improving productivity by reducing manpower cost by such means as

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- Improving or streamlining methods, procedures or systems - Mechanization or automation - The use of financial incentives, payment by result schemes, business, profit sharing. v. Productivity or efficiency targets such as a. Remuneration of total employment cost as a percentage of sales revenue. b. Sales per employee c. Remuneration cost or labour cost per unit or output vi. The training plan which will show a. Remuneration of total employment cost as a percentage of sales revenue. b. Sales per employee. c. Remuneration cost or labour cost per unit or output vii. The retention plan which will describe the action required reducing avoidable wastages under the following headings a. Pay Problems: Increasing pay levels to meet competition, improving pay structure to remove inequalities affecting payment system to reduce excessive fluctuations, introduction procedures, for relating rewards more explicit to effort or performance. b. Employee leaving to further their career providing better care opportunities and ensuring that employers are aware of them. c. Losses of Unstable recruits, taking more care to avoid

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unstable individuals by analysing the characteristics of applicants which are likely to cause instability and using this analysis to screen results. In each of the seven areas of manpower planning, it will be necessary to estimate the cost involved so that they can be assessed against the potential benefits. It will be necessary to indicate who is responsible for implementing the plan for reporting on progress and monitoring the results. F. MANPOWER BUDGETING AND CONTROL: The manpower should be badge and stands. It should also classify and establish reporting procedures which will enable achievements to be monitored, so that effect on human resource plan can be considered. They may simply report on the numbers employed against the recruitment targets. But they should report manpower cost against budget, trends in wastages and the manpower ratios, procedure and form for preparing and presenting manpower statistics. 2.6 MANPOWER PLANNING PROCESS One of the most challenging responsibilities that managers face is identifying planning who he needs as the organisation grows and changes. Manpower planning is specially important in energizing highly technological field such as computer design and telecommunication. process as follows: i. Identify or assess relevant future factors. Jackson (1995) identified his own

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ii. Development of human resources need. iii. Audit current jobs and employee skills. iv. Develop specific human resources plan. v. Career planning. vi. Implementation and continued monitoring. The first process is to identify relevant future external and internal factors. From the overall plan, organisations are expected to set more specific plans that will be developed. The second process, developing of human resources for cast. This is a situation of comparing the numbers of people and skills that will be needed by the anticipated labour force at the time of expansion. The third process is auditing the current job and employee skills, using data already gathered in both first and second process. The fourth process is career planning, where the actual human resource is formulated by drawing together all the data gathered from the above processes. The fifth process is developing actual human resources plan, this is where all the necessary plan is put in place. The last process is implementation and continued monitoring of forecasts and human resources plan. Throughout the entire process, continued of internal and external is important to identify where the forecasted conditions are actually occurring. 2.7 IMPORTANCE OF MANPOWER PLANNING

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Human resources is a very important and rewarding endeavour. The most productive use of any organisational input can only be achieved through conscious and prolong attention to planning details, this planning is for reaching dimension but the basic benefits occur at the main levels, individuals, organisational and national. INDIVIDUAL IMPORTANCE: Human resources planning is important to each individual because it can assist in improving skills by using capabilities and potentials to the utmost. Personal satisfaction can be achieved more easily through proper career planning, less frustration, stress and anxiety, also usually accompany the person who has definite jobs, goals, works, objective and career plans. ORGANISATION IMPORTANCE: Manpower planning enables management to have necessary information at all times, about the number of personnel existing in the organisation from this information, subsequent manpower needs can be determined. Decision can therefore be adequately made to employing. Management is also fed with the information about those personnel who would soon be due for retirement and adequate preparation for their retirement benefits and subsequent replacements could be made in good time. NATIONAL IMPORTANCE: One of the main reasons for the economic supremacy of the United States has been its systemic selection and development of employers to staff its business enterprises.

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However, in the early 1970, it has been evident that a current limitation of the United States economy is the lack of available supply of adequate trained and development personnel for the rapidly expanding activities associated with technology advancement, if United States is to remain prominent in the economic realm, it must plan to perpetuate the supply of managerial, technical and skilled employee to meet the growth and changing need for increased productivity and enhanced social responsibility. 2.8 PROBLEM FACING MANPOWER PLANNING Manufacturers like all other business people must give great care and consideration to other people manpower represents. The problems can be divided into three general categories which are as follows: - Problem concerned with the effective of workforce. - Problem concerned with the composition of the workforce that is with age, semi-skilled and other characteristics of the firms employees. - Problem that deal with the availability of workforce. Each of the problems has direct and immediate bearing on the manufacturers cost of production. SOLUTION TO MANPOWER PLANNING The only solution to this problem is to incorporate manpower planning with organisation planning and development. This can be achieved in the steps which can be seen below. a. Developing of a meeting and systemic manpower planning

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process: This involves predicting the future manpower needs on the basis of the available data and implementation plans to meet the requirements. The process includes two important key elements. i. Skill Inventory: Firstly the forecaster must consider the qualified personnel presently in the payroll using the available data which describe the present workforce in qualitative terms form within the organisation on which require outside recruiting such as inventory generally includes information on age, experience, education, history promotion potentials and training needs. ii. Manpower Resources: The second phase of manpower planning is forecasting, which has to predict the factors controllable by the organisation, we use different forecasting method from intensive forecasting to mathematical projections applied to make accurate estimate of future manpower needs. b. Integrating the manpower planning into overall organisation development: The organisation development is a planned systemic process which applied behavioural sequence principles and practices were introduced into the organisation through the application of organisation development. Organisation improves and more importantly effectiveness is achieved with the participation of the organisation numbers.

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REFERENCES 1. 2. 3. Bargaret Attwood (1985): Introduction to personnel management published in London. Cole G. A. (1999): Management and practice 5th edition printed by BPC Book; Faghohungbe B. O. and Longe S. O. (1995): Industrial Psychology, the Nigerian perspective, Kole Consult Publishers. 4. 5. 6. 7. 8. 9. Ejite Orodo (2001): Manpower, planning review vol. no. 1 (CMD) Lawal, A. A. (1993): Management in focus, LAGS, published by Abdul Industrial Enterprises. Lunket, A. A. (1997): Human resources management, Charles E. Nevil Publishing Company. Nwachukwu C. C. (2000): Management theory and practice published by Africana feb publishers. Ltd. Ogbonna M. N. (1990): Manpower planning in the context of perspective economic planning in Nigeria. Ogunyomi P. O. (2001): Human resources management, published by Asokek K. Glosh prentice Hall.

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10. Ubeku A. K. (2002): Personnel management in Nigeria, 2nd edition macmillian publisher: London.

CHAPTER THREE RESEARCH METHODOLOGY 3.1 INTRODUCTION This chapter of the study deals with the procedures, methodology and modalities adopted in the collection of the data headed for the study. It also includes the determination and identification of the population, sample size, sampling procedure, validity and reliability of data collected during the study. Also covered in this chapter are the sources of data used and methods of analyzing the data collected for the purpose of the study. 3.2 RESEARCH DESIGN A research design is the basic plan, which guides the data collection and analysis phases of the research project. It is the frame work which specifies the type of information to be collected, the sources of the data and the data collection procedure. For the purpose of this study, the survey research deign is

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employed. The survey research design is a technique that put questions to a questionnaire or an interview (Chedwick et al 1984). 3.3 SOURCES OF DATA It is utmost importance that the researcher takes proper care of the sources of his/her data knowing fully well that, it reflects on the final result of the work. And if the data is faulty certainly the result will be faulty (Osuala 1991). Hence, in camping out the research study primary data will be needed. The source of the primary data includes the questionnaire design. 3.4 POPULATION OF STUDY The population refers to the group of people or study, subjects, who are similar in one or more ways and which form the subject of the study in a particular survey. In this study, the population is all the members of the bank staff. 3.5 SAMPLE AND SAMPLING TECHNIQUES In view of the large population of members and participant in the banking industry. This study will select a sample size that will adequately represent the population of the study. The study therefore will be based on a single size of 50 staffs. A convenient sampling design through random sampling techniques is used to collect the sample. 3.6 RESEARCH INSTRUMENT The study use questionnaire as the basic instrument, which is a collection of questions put together to measure or test

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the hypothesis formulated. Part I of the questionnaire was targeted at the socio-demographic characteristics of respondents, while part II targeted the general question to the participants. In many cases, the 3.7 VALIDATION OF RESEARCH INSTRUMENT This test is concerned with the extent to which the data measure and what they are supposed to measure or what they are believed to be capable of meaning. Also, the test of data validity could be seen as a prediction. This work adopts the use of the content validity to test whether the data collected on the questionnaire from the respondents are relevant to the objectives of the study. 3.8 RELIABILITY TEST This is the extent to which the research can depend confidentially on the information gathered through the various methods adopted to obtain data for the study. Reliability can be define as the degree to which a scale (measurement scale) yields consistently when the attitude is measured on number of times. To test the reliability of the information given by the respondents on the questionnaire the researcher employed the test-retest reliability model This is a model by which the same questionnaire is re-administered on the same respondents who have been identified during the first exercise. 3.9 METHOD OF DATA ANALYSIS

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The data gathered from the administered questionnaire will be analysed and interpreted using frequency counts and percentage. The summary of finding from observation will be presented along side responses from questionnaire. The chi-square statistical test will be adopted to test hypothesis. The chi-square is given the formular below X2 = (F0 Fe)2 Fe Where X2 = Chi-square F0 = Frequency Observed Fe = Frequency expected = Summation

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REFERENCES Odewunmi S. G and Abiola, L (1994), Statistics and Research methods. Lagos. Kodas media concept.

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CHAPTER FOUR DATA PRESENTATION, ANALYSIS AND DISCUSSION 4.0 INTRODUCTION This chapter analyses the data which were collected in this study. The data analysis was based on the result of questionnaires distributed to the staffs and management of Guaranty Trust Bank. The critical evaluation and analysis carried out in this chapter would go to some extent, it help determines the manpower functions and patterns of the guaranty Bank and its implications on productivity of staff. 4.1 DATA ANALYSIS Information supplied on the returned questionnaires would now be analyzed and this has been categorized into two (2) divisions. (i) (ii) Data presentation Content analysis

The Statistical tool used in analyzing these data is chi-square and percentage.

37

4.2 DATA PRESENTATION The presentation of data shall begin with the presentation of demographic classification of bio-data of respondents. 4.2.1 Demographic Classification Percentage % 20 24 36 20 100 Table 1: Age Distribution Status Respondents 21-30 years 10 31-40 years 12 41-50 years 18 51 and above 10 Total 50 Source: Field Survey, 2010

Interpretation: Table 1 above shows that 20% of the respondents are between 21-30 years, 24% are the range between 31-40 years, 36% are between 41-50 years while 20% are 50 and above. Table 2: Sex Status Respondents Male 28 Female 22 Total 50 Source: Field Survey, 2010 female while 22 (44%) are female. Table 3: Marital Status Status Married Single Total Respondents 26 24 50
38

Percentage % 56 44 100

Interpretation: Table 2 above indicates that 28 (56%) are

Percentage % 52 48 100

Source: Field Survey, 2010 Interpretation: Table 3 analysis shows that 52% of the respondents are married while 48% are single. Table 4: Educational Qualifications Status Respondents OND/NCE 06 SSCE 18 HND/B.SC 04 ACA/ACIB 02 M.SC 20 Total 50 Source: Field Survey, 2010 Percentage % 12 36 8 4 40 100

Interpretation: Table 4 above shows 12% of the respondents are OND/NCE holder, 36% are SSCE, 8% are HND/B.SC, 4% are ACA/ACIB and 40% are M.SC and MBA. Table 5: Job Status Status Respondents Senior Staff 23 Management Staff 27 Total 50 Source: Field Survey, 2010 Percentage % 46 54 100

Interpretation: Table 5 shows that the majority of the respondents are management staff with 54%.

Table 6: Working Experience Status Respondents

39

Percentage %

Below 5 years 06 SSCE 18 HND/B.SC 04 ACA/ACIB 02 M.SC 20 Total 50 Source: Field Survey, 2010

12 36 8 4 40 100

Interpretation: Table 6 shows that 3 (6%) have worked below 5 years, 7 (14%) worked 6-10 years and 27 (54%) worked between 16-20 years. 4.3 QUESTIONNAIRE CLASSIFICATION Table 7: Does effective manpower planning reduce labour turnover? Status Respondents Strongly Agree 01 Agree Strongly Disagree 19 Disagree 16 Undecided 14 Total 50 Source: Field Survey 2010 Interpretation: respondents The above table that strongly agree Percentage % 2 38 32 28 100 shows that 2 % of

effective

manpower

planning reduce labour turnover, while 38% was strongly disagree with the statement. Table 8: Manpower planning development will not improve quality and skills of bank personal in Nigeria. Status Strongly Agree Agree Strongly Disagree Respondents 08 12 16
40

Percentage % 16 24 32

Disagree 14 Undecided Total 50 Source: Field Survey, 2010

28 100

Interpretation: It shows from the analysis that out of the respondents answer the question 24% of them agrees that manpower planning improve quality of bank personnel. Table 9: Did provision of training programme and contribute to good quality manpower in the economy? Status Respondents Strongly Agree 08 Agree 16 Strongly Disagree 13 Disagree 01 Undecided 12 Total 50 Source: Field Survey, 2010 Percentage % 16 32 26 2 24 100

Interpretation: Majority of the respondents agrees with 16 (32%) that training programme contribute good quality manpower in the economy while 24% was undecided. Table 10: Does effective human resources planning help the organisation to determine recruitment level? Status Respondents Strongly Agree 04 Agree 06 Strongly Disagree 02 Disagree 18 Undecided 20 Total 50 Source: Field Survey, 2010 Percentage % 8 12 4 36 40 100

Interpretation: The above table shows that 20(40%) of the respondents was undecided with the statements while 4
41

(8%) strongly agree, 6 (12%) Agree, 2 (4%) Strongly Disagree and 18 (36%) Disagree. Table 11: Does personnel requirement level has on impact on organisational profitability? Status Respondents Strongly Agree 07 Agree 13 Strongly Disagree 11 Disagree 09 Undecided 10 Total 50 Source: Field Survey, 2010 Percentage % 14 26 22 18 20 100

Interpretation: From the information gathered from the respondents 14% Strongly Agree, 26% Agree, 22% Strongly Disagree, 18% Disagree, 20% was undecided. Table 12: Did provision of training programme could contribute to good quality manpower in the economy? Status Respondents Strongly Agree 05 Agree 15 Strongly Disagree 04 Disagree 06 Undecided 20 Total 50 Source: Field Survey, 2010 Percentage % 10 30 08 12 40 100

Interpretation: From the analysis, it shows that 8% of the respondents strongly Disagree that training programme could not contribute to good quality manpower in the economy. Table 13: Has manpower development been efficient,
42

effective and adequate. Status Respondents Strongly Agree 18 Agree Strongly Disagree Disagree 19 Undecided 13 Total 50 Source: Field Survey, 2010 Percentage % 36 38 26 100

Interpretation: It indicates that two of the status did not make any attempt to choose answer, while 36% of the respondents strongly agree with the statement. Table 14: Does the effect of over and under staffing of employees in an organisation? Status Respondents Strongly Agree Agree 12 Strongly Disagree 28 Disagree 03 Undecided 07 Total 50 Source: Field Survey, 2010 Percentage % 24 56 6 14 100

Interpretation: From the statement above, it shows that out of the returned questionnaire 56% Strongly Disagree with the statement. Table 15: Does manpower planning create any impact on the efficiency of production line in the banking industry? Status Strongly Agree Agree Strongly Disagree Disagree Undecided Respondents 11 14 08 07 10
43

Percentage % 22 28 16 14 20

Total 50 Source: Field Survey, 2010

100

Interpretation: The analysis indicates that 14 (28%) Strongly Agree, 18 (36%) Agree, 3 (6%) Disagree and 15 (30%) was undecided. Table 16: Does job recommendation serves as an incentive for good job performance in the banking industry? Status Respondents Strongly Agree 11 Agree 14 Strongly Disagree 07 Disagree 08 Undecided 10 Total 50 Source: Field Survey, 2010 Percentage % 22 28 14 16 20 100

Interpretation: The above analysis indicates that 22% of the respondents strongly agree that there is a very good incentive for banking industry. Table 17: Does money serves as the only incentives used to motivate employees in an organisation? Status Respondents Strongly Agree 06 Agree Strongly Disagree 14 Disagree 18 Undecided 12 Total 50 Source: Field Survey, 2010 Percentage % 12 28 36 24 100

Interpretation: The above data shows that 12 (24%) was undecided and 18 (36%) also Disagree that money did not serves as the only incentives used to motivate employees in

44

an organisation while 6 (12%) Strongly Agree with the above statement. Table 18: Is their any relation between motivational devices and employee productivity? Status Respondents Strongly Agree 15 Agree 5 Strongly Disagree 09 Disagree 11 Undecided 10 Total 50 Source: Field Survey 2010 Percentage % 30 10 18 22 20 100

Interpretation: 15 (30%) Strongly Agree, 5(10%) Agree, 9 (18%) Strongly Disagree, 11 (29%) Disagree while 10 (20%) was undecided. 4.4 HYPOTHESIS TESTING The techniques use to test the hypothesis are the chi-square statistical techniques. Formular is denoted as X2 = (Oij Eij)2 Eij Where Oij = Observed frequency Eij = Expected frequency = Summation For the purpose of the research the confidence level is 95% or 0.05level of significance. However the expected frequency (Eij) is determined by dividing the total respondents by number of options
45

available (N/5) with the degree of freedom. F = n 1 When n is the number of options available i.e. 5 1 = 4 Hypothesis One Ho: Effective manpower planning does not reduce labour turnover. H1: Effective manpower planning reduce labour turnover. For the purpose of the analysis questions seven will be used in testing the hypothesis. The responses as shown in Table 7 below; Status Respondents SA 01 A SD 19 D 16 UN 14 Total 50 Source: Field Survey, 2010 Expected frequency (Eij) = 50/5 = 10 Degree of freedom (DF) = n 1 = 5 1 = 4 The chi-square critical at 4df with 0.05level of significance = 9.49. CHI-SQUARE ANALYSIS Status SA A SD D UN O 01 19 16 14 E 10 10 10 10 10 OE -9 -10 9 6 4 (O E)2 81 100 81 36 16 (O E)2/E 8.1 10 8.1 3.6 1.6 Percentage % 2 38 32 28 100

X2 Calculated = 31.4
46

DECISION RULE: Therefore, since X2 calculated (31.4) is greater than X2 tabulated (9.49), we reject Ho and accept H1, that effective manpower planning reduce labour turnover. Hypothesis Two Ho: Manpower planning development will not improve quality and skills of bank personnel in Nigeria. H1: Manpower planning development will improve quality and skills of bank personnel in Nigeria. For the analysis of hypothesis two, data from question eight will be used. The response as shown in Table 8 is expressed below. Status Respondents SA 8 A 12 SD 16 D 14 UN Total 50 Sources: Field Survey, 2010 Expected frequency (Eij) = 50/5 = 10 Df = n 1 = 5 1 = 4 Level of significance = 0.05 X2 critical or tabulated = 9.49 Status SA A SD D UN O 8 12 16 14 E 10 10 10 10 10 OE -2 2 6 4 -10 (O E)2 4 4 36 16 100 (O E)2/E 0.4 0.4 3.6 1.6 1.6 Percentage % 16 24 32 28 100

47

X2 calculated = 16 DECISION RULE: Therefore, since x2 calculated (16) is greater than x2 tabulated (9.49), we reject the null hypothesis (Ho) and accept alternative hypothesis (H1), that manpower planning development will improve quality and skills of bank personnel in Nigeria. Hypothesis Three Ho: Provision of training programme does not contribute to good quality manpower in the economy. H1: Provision of training programme contributes to good quality manpower in the economy. For the analysis of hypothesis three, data from question nine will be used. The response as shown in table 9 is expressed below. Status Respondents SA 8 A 16 SD 13 D 1 UN 12 Total 50 Source: Field Survey, 2010 Expected frequency (Eij) = 50/5 = 10 Df = n 1 = 5 1 = 4 Level of significance = 0.05 X2 critical or tabulated = 9.49 Percentage % 16 32 26 2 24 100

48

CHI-SQUARE ANALYSIS Status SA A SD D UN O 8 16 13 1 12 E 10 10 10 10 10 OE -2 4 3 -9 2 (O E)2 4 16 9 81 4 (O E)2/E 0.4 1.6 0.9 8.1 0.4

X2 Calculated = 11.4 DECISION RULE: Therefore, since x2 calculated is 11.4 and which is greater than x2 tabulated (9.49), we reject the Ho and accept H1 alternative hypothesis, that provision of training programme contribute to good quality manpower in the economy.

49

REFERENCES Otokiti, S.O. (1999): Contemporary Statistical Methods, Lagos Vantage Publishers.

50

CHAPTER FIVE SUMMARY, RECOMMENDATIONS AND CONCLUSION 5.1 INTRODUCTION In this chapter, the whole work will be summarized for better understanding, recommendations will be given to and government enterprises in agencies, matters processional of manpower managers planning, and then

conclusion would be made. 5.2 SUMMARY This study seeks to assess the impact of manpower on employee performances focusing on Guaranty Trust Bank. As the times of life changes, so also the world changes and everyone make efforts to cope with these changes, so also with Organisation and government bodies. Man is dynamic and as a factor of production, it is difficult to handle and therefore cannot be manipulated, due to this reason

51

employers of labour decides to meet up or cope with this dynamism through daily or frequent planning. Manpower is all about making arrangement for both present and future manpower of an Organisation. It entails planning for the recruitment to the retirement or retrenchment stages. There are five stages involved and there are certain factors to be considered when planning policies etc. One thing to note is that the plan must be implemented or carried out and evaluated. During the evaluation period the effect of the plan on the performances of employee will tell, may be it failed or it is a success. It can either increase or improve performance or decrease it or sometimes productivity remains stagnant. Its impact on employees attitude, in some cases, it lead to waywardness of employees, outward drift, laxities and etc. or even a indifferent attitude to work. Finally, planning Manpower Inclusive should be anchored or success and must be effectively carried out to the last letters, to know its intensity or gravity and how it can affect employee performance. 5.3 RECOMMENDATION As earlier said in this chapter that recommendation will be made to help the government, managers, organisations and industries. Planning is Sinequanon. Labour (man) is the possesses a mind of its own and its dynamic nature, for employer to have

52

a successful dealing with their manpower, they must plan for foreseen and unforeseen exigencies etc. practitioners in the field (personnel) should undertake research works, explore more closely every area or avenue towards gearing up awareness in the sciences and practice of personnel management in the privately owned and managed enterprises. The awareness of the personnel is not helping matters the management knows little or nothing of the importance of this department, which puts them into risks, individual managers or the body of managers, should create awareness through workshops, lectures, symposium, seminars etc. in the practice and science of personal management. The government should by means of legislative measures make manpower planning a mandatory exercise in all prises. In chapter one, it was said that the determinants of a nations well being is its manpower, so also the government has to (on its own side) build up its manpower, through legislative measures e.g. policy making on labour matters. The government can attain a strong and well-catered manpower of making manpower planning a mandatory exercise in all organization both public and private enterprises. Lastly, every organization should seek to achieve optimum employee productive through further research in manpower planning. Every organization can set up a body or a department to undergo researched on how planning but

53

taking into consideration factors that may affect the plans e.g. government policies which from time to time changes. 5.4 CONCLUSION Labour is believed to contribute the longer in production and also that this contribution is said to be productivity. Matters of productivity are generally believed to be contributed or the efforts of the employee, which may be physical or intellectual. This study aims at looking at the impact of manpower planning on the efforts of the employee (i.e. employee performance). As it was earlier said, that manpower planning is important both the national economy and the industry due to this, planning is compulsory. Manpower planning is dynamic because man as a factor of production is the only one that possess a mind o its own and it is also a dynamic being. Therefore, in all human endeavours manpower include planning. A vital instrument spare form performance appraisal, that can be sued to measure employee productivity is manpower planning. Manpower planning looks into the strength and the weakness of the present employees and makes provision to help the weakness. In other words measuring employee performance is a function of manpower planning. On the economy of the nation and its impacts on manpower panning is observed that the two have much in common.

54

This confirming the view that any planning activity must be put into consideration changes. Such as economic, social, technological or political, which form time to time affect planning models. In the same vein poor manpower planning is observed as a good reason for employees wayward attitude, outward drift; and laxities to work form an organization. Hence management planning gives room to all these, remoulds them to suit and conform to the expectation of the organization. In other word manpower planning makes it possible to happen what would not otherwise happen.

55

BIBLIOGRAPHY 1. 2. 3. 4. Bargaret Attwood (1985): Introduction to personnel management published in London. Cole G. A. (1999): Management and practice 5th edition printed by BPC Book. Ejite Orodo (2001): Manpower, planning review vol. no. 1 (CMD) Faghohungbe B. O. and Longe S. O. (1995): Industrial Psychology, the Nigerian perspective, Kole Consult Publishers. 5. 6. 7. Lawal, A. A. (1993): Management in focus, LAGS, published by Abdul Industrial Enterprises. Lunket, A. A. (1997): Human resources management, Charles E. Nevil Publishing Company. Nwachukwu C. C. (2000): Management theory and practice published by Africana Feb publishers. Ltd.

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8. 9.

Ogbonna M. N. (1990): Manpower planning in the context of perspective economic planning in Nigeria. Ogunyomi P. O. (2001): Human resources management, published by Asokek K. Glosh prentice Hall.

10. Odewunmi S. G and Abiola, L (1994), Statistics and Research methods. Lagos. Kodas media concept. 11. Otokiti, S.O. (1999): Contemporary Statistical Methods, Lagos Vantage Publishers. 12. Ubeku A. K. (2002): Personnel management in Nigeria, 2nd edition macmillian publisher: London.
APPENDIX I

Department of Business Administration and Management, Business Administration Unit, Faculty of Management Sciences,

Lagos State University.

Dear Respondents,

Letter of Introduction
This research questionnaire is aimed at examining the Manpower planning and development in the Nigeria Banking industry, Therefore, it is designed for the purpose of academic research and any information given herein will be taken in utmost confidence. Thanks for your response in anticipation. Yours Truly,
57

Idowu Kehinde
(Researcher)

APPENDIX II SECTION A: Respondents Personal Data Please, tick as appropriate () in this section any of this information that relates to you. 1. Age Distribution: 21 30 yrs ( ) 31 40 yrs ( ) 41 50 yrs ( ) 51 yrs and above ( ) 2. Sex Distribution: Male ( ) Female ( ) 3. Marital Status: Married ( ) Single ( ) 4. Educational Qualification: SSCE/GCE ( ) OND/NCE HND/B.Sc ( ) ACA/ACIB ( ) M.SC ( ) 5. Job Status: Senior Staff ( ) Management Staff ( ) 6. Work Experience: Below 5 yrs ( ) SSCE ( ) HND/B.SC ( ) ACA/ACIB ( )
SECTION B

Does

effective

manpower

planning

reduce

labour

turnover?

58

Manpower planning development will not improve quality and skills of bank personal in Nigeria.

Did provision of training programme and contribute to good quality manpower in the economy?

Does effective human resources planning help the organisation to determine recruitment level? ignorance on the part of the investing public? Does personnel requirement level has on impact on organisational profitability?

Did provision of training programme could contribute to good quality manpower in the economy?

Has manpower development been efficient, effective and adequate?

Does the effect of over and under staffing of employees in an organisation?

Does manpower planning create any impact on the efficiency of production line in the banking industry?

10

Does job recommendation serves as an incentive for good job performance in the banking industry?

11

Does money serves as the only incentives used to motivate employees in an organisation?

59

60