Linking Strategic Planning and Management Manpower Planning

Stybel, Laurence J.

doi:10.2307/41164992

Cited by 8 publications

(4 citation statements)

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“…Essentially, considerable misunderstanding and disagreement exists regarding the components of manpower planning and in addition, it is important to note that diversity also exists in organizations regarding the content of "manpower planning" programmes. There are a number of external pressures that motivate organizations to adopt a new model for manpower planning (Stybel, 1982). Enforcement of Equal Employment Opportunity (EEO) legislation has made many organizations to modify their employee management in areas such as recruitment, selection, compensation, performance appraisal and other related practices (Risher, & Stopper, 2002;Pynes, 2004).…”

Section: Concept Of Manpower Planningmentioning

confidence: 99%

“…Manpower planning projects the human resources required by the management of an organization in order to achieve its strategic goals. In the word of Stybel (1982) Manpower planning is refers as "the identification of current and future job requirements, assessment of internal human resource capability in relation to those requirements, and institutionalization of management development/management succession framework". Bulla and Scott (1994) define manpower planning as "the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements".…”

Section: Manpower Planning Definedmentioning

confidence: 99%

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Succession planning and organizational survival: Empirical study on Nigerian private tertiary institutions

Adewale¹,

Abolaji²,

Kolade³

2011

Serb J Management

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Organizational survival has been argued to be a primary goal or objective every organization should have. This paper proposes a conceptual framework of succession planning consisting of six variables (talent retention, turnover rate, career development, supervisor' support, organizational conflicts and nepotism) and to explain the relationship among these variables regarding survival of organizations. The sample consists of three private tertiary institutions in Ogun-State, Southwest Nigeria. The results indicate that Talent retention, organizational conflict and nepotism positive and significantly correlated with organizational survival. On the other hand variables such as Turnover Rate, Career Development and Supervisor' Supervision) are insignificantly correlated with organizational survival. The results are supposed to inform the leadership (management) team with essential insight into the relationship among the study variables (independent and dependent).

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Section: Concept Of Manpower Planningmentioning

confidence: 99%

Section: Manpower Planning Definedmentioning

confidence: 99%

Succession planning and organizational survival: Empirical study on Nigerian private tertiary institutions

Adewale¹,

Abolaji²,

Kolade³

2011

Serb J Management

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“…This article identifies the most common pitfalls to human resource planning in U S . multinationals and offers guidelints for the h l q n n e n t of aThe focus of strategic management has recently begun to shift from a focus on the effective and efficient use of critical strategic resources, such as capital, technology, and know-how, to also include an emphasis on the quality of management (Salter, 1971; Bickford, 1981;Stybel, 1982;Lorange and Murphy, 1983). In the international quality of management seems to be even more critical than in domestic operations.…”

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confidence: 99%

Strategic management of human resources in the multinational enterprise

Tung

1984

Human Resource Management

156

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The efficient operation of a multinational enterprise is contingent upon the availability and effective utilization of numerous strategic resources—technology, capital, know‐how, and people. It is my contention that human power is a key ingredient to the successful operation of a multinational, without which all the other aforementioned resources could not be effectively and efficiently utilized or transferred from corporate headquarters to the various subsidiaries in the world; hence the need for multinationals to devote greater attention to the strategic management of human resources as part of the overall planning and control process in a firm. This article identifies the most common pitfalls to human resource planning in U.S. multinationals and offers guidelines for the development of a paradigm for the strategic management of human resources in the multinational enterprise.

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“…Although empirical research on the performance implications of matching managers to strategies has tended to be very sparse, the only evidence that does exist (Gupta and Govindarajan, 1984a) has provided strong support to this general hypothesis. Beyond this empirical and its underlying conceptual support (Gupta, 1984;Leontiades, 1982;Stybel, 1982;Szilagyi and Schweiger, 1984), this proposition also has come to be advocated increasingly by consulting firms (SPI, 1981; Gerstein and Reisman, 1983) and to guide managerial practice. For instance: IBM named Philip D. Estridge, 47-year old president of its Entry Systems personal computer division in Boca Raton, Florida, to a corporate post overseeing worldwide manufacturing.…”

Section: Matching Managers To Strategies Yields Superior Performancementioning

confidence: 99%

Matching managers to strategies: Point and counterpoint

Gupta¹

1986

Human Resource Management

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In recent years, an emerging and increasingly popular theme in the strategic management literature has been that the selection of general managers should be tied directly to the strategies of business units they will oversee. Because different strategies imply different priorities and the need for different skills, such a proposition has obvious intuitive appeal. Beyond intuitive appeal and supporting conceptual arguments, recent empirical research on whether matching general managers to strategies “pays off” in terms of more effective strategy implementation has also yielded positive results. Despite this evidence, several arguments exist for why it may not always be feasible, necessary, or desirable to match general managers to strategies. Thus, there is need for a point‐counterpoint “debate” on the subject of matching general managers to strategies. Based on a review of the relvant literature, logical reasoning, as well as some case evidence, this paper is intended to be such a debate undertaken by the author with himself. It is hoped that such a dialectical analysis will open up new avenues for productive research and also enable corporate executives to make better “managerial selection” decisions.

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Linking Strategic Planning and Management Manpower Planning

Cited by 8 publications

References 0 publications

Succession planning and organizational survival: Empirical study on Nigerian private tertiary institutions

Succession planning and organizational survival: Empirical study on Nigerian private tertiary institutions

Strategic management of human resources in the multinational enterprise

Matching managers to strategies: Point and counterpoint

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