A Project Report

On

MANPOWER PLANNING AND

SCHEDULING
At
The Singareni Collieries Company Limited
A Project report submitted in partial fulfillment for the Award of

MASTER OF BUSINESS ADMINISTRATION

BY
Karam Shravan Kumar
(H.No: 08Q61E0017)

Under guidance of
Mr. Ranga Rao, M.B.A (HOD)

AVANTHI INSTITUTE OF ENGINEERING AND

TECHNOLOGY
AFFILIATED TO JAWAHARLAL NEHRU TECHNOLOGICAL
UNIVERSITY.
Gunthapally, Hayathnagar.
2008-2010

DECLARATION

I Conclude that the project report done is based on the

Data collected by me and the bonafied project work is carried out in
Singareni Collieries Company Limited at Manuguru Area.

ACKNOWLEDGEMENT
It is my privilege to thank all those who have contributed with their valuable suggestions
towards the completion of the project. I am very much thankful to all those who helped me in
this project.

I am very much thankful to Shri K.J.Amarnath C.G.M (HRD) S.C.Co. Ltd for
giving the necessary permission for allowing me to carry out my project work and providing
me whatever information are required in the organization.

I wish my sincere thanks to shri R.S.Mantri CGM, Manuguru S.C.Co.Ltd for his
Consent to six weeks study at S.C.Co.Ltd premises in Manuguru Area.

I wish to express my profound thanks and regards to Shri M.Giridhar Rao Dy.G.M
(IED), Shri Y.Shankar Reddy EE (IED) of Manuguru Area, shri Venkaiah EE (IED), Shri
Anjaneyulu HR Dept of Kothagudem and Employees and all others for the necessary
permission and assistance rendered in successful completion of my project study.

I wish to extend my thanks to my internal guide Mr.Rajender goud faculty of MBA

department, for their kind cooperation and for making it easy for me to complete this
assignment. I am also thank full to Mr.Ranga rao (HOD), Mr. Rajan (Principal) for
their continious support during my course.

TABLE OF CONTENTS
S.NO
1.

TOPIC

Page No

Introduction
Topic
S.C.Co.Ltd

2.

Development of S.C.CO.Ltd

3.

Research problems/Objectives

4.

Prior research and Methodology

5.

Work Study

6.

Introduction to Manpower Planning & Scheduling

Objectives
Scope
Functions

7.

Manpower Planning & Scheduling in S.C.Co.Ltd

Graphs
Tables

8.

Questionnaire

9.

Appendices

10.

Bibliography

MANPOWER PLANNING & SCHEDULING

4

Introduction of the topic:

One of the most important resources for a nation to prosper is energy.
This energy can be produced in many ways and one of the most important raw
materials for the production is coal. This black gold mineral is unearthed by our very
own brethren undertaking many risks and hazard in dangerous working conditions.
Manpower required for mining this Black gold is very high in number.
They constitute in majority the Blue collared Workforce, Operators & technicians who
come under Non Executive cader, managers (Top level, Middle level and Junior
level). Manpower Planning and Scheduling is given high importance in a coal
producing industry.
The culture of a company should provide a milieu that encourages problem
solving, excellence & continuous improvement through effective and efficient
manpower deployment.
So, a project shall necessitate the student to work in tandem with the companys
HRD, IED departments in collecting the relevant data by surveying, questionnaire and
interviews and conduct the necessary study. In this context, manpower planning which
is a subset of HR planning has to be defined, current deployment methods, secondary
data in the company on this topic has to be studied in detail.
Primary data shall be collected using questionnaire and conducting interviews
for the preparation of the case along with relevant analysis and result.
Data collected shall be analysed using qualitative techniques in the campus.
It is of prime importance to see that project data collection and analysis are
done as per the activity time schedule so that interpretation of final conclusion is
reached in an optimum time for submission to company as well as the firm.
Secondary data which shall be incorporated in the project and material for
study is from valid sources like SCCLtd database, HR websites and training
organizations. The project scope covers Manpower planning and scheduling at
SCCLtd in long term.

About SCC Ltd:

The Singareni Collieries Company Limited (SCCL) is a government company

with equity participation of 51% by government of Andhra Pradesh and 49% by
government of India. The companys mining operations in Godavari Valley coalfield
is extended from Chintalpudi in the South, toAntargoan in the north, in four major
districts in Andhra Pradesh (A.P), India. Godavari Valley coalfield is having a strike
length of 350km and covers an area of 17,000 square km with a proven geological
reserves aggregating to whopping 8791 million tones. SCCL is currently operating 14
opencasts and 36 underground mines in 4 districts in Andhra Pradesh with manpower
about 69,540. The coal reserves are of non-cooking and bituminous type.
SCCL with manpower of 69,540. Underground mines 36 and opencasts 14 as
on 30-11-2009 in Andhra Pradesh are committed to customer satisfaction and is
redefining excellence in mining operations. The company with a history of over 120
years in coal mining is moving ahead to retain its leadership by taking proactive
measures to meet the emerging challenges in the coal industry both in technical and
financial terms. SCCL supplies coal to a diverse customer base ranging from power
utilities, cement companies to small sector units like brick kilns etc About 71% of
its coal production is linked to power plants in the states of A.P, Maharashtra, and
Karnataka. SCCL is a profit making company and is paying dividend to its share
holders for the last 6 years.
SCCL had planned an increase in the production capacity from the level of
43.56 million tons per annum in 2008-2009 to 50.4 million tonn per annum for the
year 2009-2010. In the year 2008-2009 its actual production was 44.44 million tons
per annum

Development of SCC Ltd:

In the year 1886 the Hyderabad Deccan Company Limited started mining
operations by means of inclines and later by vertical shafts. The output was increased
to meet the growing demand for coal, and in the year1921 The Singareni Collieries
Company limited purchased the Collieries and developed 3 pits, from which the
present output is derived.
The only seam worked is the King seam with an average thickness of 5 feet 6 inches,
from which, since the coalfield was first opened 170, 00,000 tonnes of coal have been
won.
The King seam coal is a first class steam coal, used extensively by railways and
mills. In order to ensure that only clean coal is dispatched special plants have been
6

installed. As a result of tests in 1928 taken in conjunction with one of the companys
largest customers the average analysis of samples drawn from wagons ready for
dispatch is as follows, viz... Fixed Carbon 55-85%, Volatile Matters 24.12%, Moisture
5-86%.
While historically technology has been a critical factor in SCCL's ability to reduce
environmental impacts and occupational hazards, the need to constantly increase
productivity and cut costs has demanded that the company goes in for phased
mechanization
and
adapts
state-of-the-art
technologies.
SCCL pioneered mechanization of coal mines in India by adopting coal drilling
machines as far back as in 1937. In 1950 Shuttle Cars, Gathering Arm Loaders,
Conveyors and Coal Plough Equipment were introduced. Later in a path breaking
move to replace arduous manual labour, Road Headers, Load Haul Dumpers and Side
Dump Loaders were gradually brought in.
A combination of modern machines in Open Cast Mining like Walking Draglines,
Shovels and High Capacity Dumpers were introduced in 1975. In-pit Crushing and
Conveyor technology for Over Burden removal and coal extraction was
commissioned for the first time in Ramagundam Open Cast Mine with German
assistance
in
1994.
In 2002, Surface Miner Technology which not only facilitates cost reduction but also
contributes to eco friendly mining was introduced for the first time. Long wall
technology in Under Ground Mining in 1983 and also Blasting Gallery (BG)
Technology in 1989 were other notable introductions. Today, with 4 Long wall Panels
and 5 BG Panels working in the company, mechanization of Under Ground Mining
has seen the commissioning of 104 Side Discharge Loaders and 37 Load Haul
Dumpers that have enhanced safety and productivity during the last four years. Other
innovations in Under Ground Mines are 35 man-riding systems (chairlift and railcar)
that have improved transportation inside the mines

SCCL formulated the following strategies to increase the coal

production:
1. Reconstruction of existing underground mines for safe and optimum production
by introduction of intermediate and high technology.
2. Intensive and sustainable introduction of efficient, economic and safe mining
systems with a high degree of automation.
7

3. Opening of new mines in the new geological blocks open cast or underground.
4. Adopting open cast technology for deeper depths with high stripping ratios,
whenever feasible for high rate of production and conservation.
5. Reconstruction of shallow underground workings for extraction of permanent
coal by open cast method.
6. Mining of deep shaft blocks for large scale production and to exploit deeper
deposits ranging from 300m to 600m.

Research Problem/Objectives:
Primary Objectives:
1. To know how the direction of the companys development efforts are derived
with long range management man power planning.
2. To analyze the concept of work force management during recession period.

Statements which shall support the above objectives and useful in

analysis and interpretation of conclusion are as follows:
1. To understand the gap and interface between IED & HRD depts. in mining
industry.
2. To highlight the supportive culture that is needed to establish and nurture high
performance workforce.
3. To know the fear psychosis faced by workman with the help of a survey and
find possibilities for the reduction of the same.
4. To study the impact of training programs on workforce performance.
5. To suggest remedial measures to improve attendance rate on the past data.
6. To be able to suggest any possible improvement in all existing HR practices.
7. To estimate the satisfaction levels of workmen with general deployment
methods implemented in the company.
8. To study how surplus manpower is identified understand the process of VRS
implemented in the company.

Prior Research:

Secondary data useful for the project study With reference to manpower
planning and scheduling is obtained from the website of the company.
Following details have been collected.
HRD Manual.
Employee age analysis and retirement reports.
Study incorporated at the corporate level, regional level and Area level of the
company is accomplished.
Also, articles on the area of MPP & scheduling and its importance are studied
which shall come handy when some secondary data has to be incorporated in the
project report for support.

Methodology and Data Analysis:

The techniques that will be used to collect the data for this particular project
shall be mix of both qualitative and quantitative methods.
Survey in the form of questionnaires with questions which probe the finer aspects of
their job and company will be given to the respondents.
Interviews if possible shall be taken from Top Executives, Line Managers and the
Workmen.
The above techniques are more suitable for my project because of the reliability
factor. To understand the finer aspects of future MPPS and training programmes in the
company and for the study, one need to probe deeply to know the reasons at the top of
the consciousness of the Executives.
Data collected through primary sources shall be analyzed using Qualitative &
Quantitative techniques available in the Campus Lab. Also, the secondary data
collected shall be analyzed.
To analyze and interpret these factors one need to collect primary data and evaluate
the same.
SCCLs HR Planning Initiatives:
The companys HR planning initiative, with an Annual spends PF over Rs.
14 Crores, aims at training and Development of all its Human Assets. With a well
9

established HR Department and 10 vocational Training Centers and the Nargundkar

institute of management at Ramagundam ( a full fledged training institute), imparting
of in-house training and skill up gradation is a constant activity at SCCLtd.
SCCL is pioneer in introduction of scientific Management Techniques.

Industrial Engineering Department Started in 1950 with IBCONS

Consultants
I.

All the IEs are Graduate Engineers with Post Graduation in Industrial

II.

Engineering.
IED of SCCL is the oldest in the Mining industry and is older than i.e.

III.

Professional Body Indian Institution of Industrial Engineering.

IED is pioneer in scientifically establishing jobs Standard, Crew Sizes and Job
Evaluation in the Coal Mining which helped the Company in improvement of

IV.

Productivity over the Years.

Evolved for the first time various Performance Parameters for measurement of
Productivity/Performance of various Groups, Mines and Company for

V.

monitoring.
Designed and introduced Productivity linked Wage incentive plans developed

VI.

on scientific basis for the first time in the Mining industry.

Played vital role in computerization of pay roll and Materials Management

VII.

System.
Provided Consultancy services to M/s Coal India Limited and M/s APMDC in
Industrial Engineering.

10

VIII.

On request of AP TRANSCO, a presentation about the role and functioning of

Industrial Engineering in SCCL. This enabled them to start the IE function in
their Organization.

IE Functions: Work Study

I.
II.
III.
IV.
V.

Method Study
Systems Study and Improvement
Job Standards and Work norms Development
Optimal Crew Sizes determination
Development of PERT Charts for various tasks (Maintenance, Erection,
District Preparation etc.)

Man Power
Wage Cost constitutes major component of total production cost. Hence to
contain the Cost continuous monitoring of the Manpower Resources is given top
priority by the Company rights from the beginning for Optimal Utilization of
Manpower.
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
IX.

Manpower Assessment.
Man power Planning.
Skill sets Requirement.
Redeployment.
Transfers.
Promotions.
Performance Monitoring.
Identifying Surplus Manpower and introduction of VRS.
Advance Planning of Various Skills.

11

Perspective View for IED in SCCL

I.
II.
III.
IV.

Concentration on Resource Management.

Participation in Strategic Management and Decision Support System.
Identification of thrust Areas and evolving action plans on continuous basis.
Utilization of latest concepts like ERP, TQM, TPM etc..

JOBS TO BE PERFORMED AT COAL HANDLING PLANT ARE:

Dechoking of the equipment and machineries in mines i.e. crusher and wagon
tippler area, tunnels etc.
Dewatering and desludging of dust suppression house and all the underground
tunnels.
Recovery of coal in Mines PK OC(OC 2, OC 4) mines including galleries of all
conveyors, dust extraction room, fan houses and putting it back into Unloading
hoppers.
Dechoking of the grating of the reclaim hopper in coal storage section by
rodding to ensure free flow of coal into hopper.
Dechoking of all discharge chutes of all the conveyors, feeders of crushers by
hammering, poking etc..
Rendering services for placement and removal of wagons with the help of car
pullers.
Keeping the coal stock wet by sprinkling water and fire extinguishing.
Dewatering of tunnels mainly during monsoon.
To keep the road, pathways and working area free from waste materials,
obstacles and vegetation.
Bringing various materials from the stores as per the requirement.
Rendering services for lubrication/greasing of equipments. All internal drains
and equipments cleaning before offering for maintenance.
12

Tippler Operation:
Coal is expected to be received at the rate of 14,000 million tones per month in
trucks. These trucks are made empty by using truck tippler on round the clock
basis.
Ensure necessary arrangements for engaging and disengaging trucks on truck
tippler platform as per the requirement of the Company. Deployment of
suitably qualified adequate manpower to carryout coal Handling and related
operations like clean the wagons to make them suitable for loading of coal as
and when asked by authorities. Subsequently, loaded coal shall be transported.
Arrange for loading of wagons from the possible side of tracks within in the
stipulated time allowed by Railways.

LABOUR:
The three shifts per day system have been in force since the collieries were first
opened. Careful attention is paid to housing, medical services, electricity and water
supply for the labour employed. The population of the PK OC (OC 2 & OC 4) and
UG mines in Manuguru is 1881 employed at the Singareni plant as on
10-01-2010

COAL QUALITY:

13

There have been a number of complaints about quality of coal supplied

to customers. The problems have been examined by Expert Committees, like Fazal
committee (1983) to look into the problems of coal supply to power plants, Jha
committee (1984) to look into coal supply to steel plants etc. The main problems
identified are:
1. High ash and low cooking propensities in prime cooking coal supplies to coal
plants.
2. Oversized coal and presence of extraneous matter in supplies to power plants
and
3. Inadequate availability of high Grade coal for chemical, cement, glass, pottery
industries etc

MANPOWER PLANNING:
INTRODUCTION:
Manpower is a key economic resource for any industry, more so in the case of
Coal industry like SCCL, due to its labour intensive in nature. Manpower is one of the
most important input factors of production.
Manpower planning needs utmost importance in the present day industrial
environment, particularly in labour intensive industry like Coal industry. The
performance of all other functions of the management like Finance, materials,
production, Marketing etc... Depends on the effectiveness of this function.
Many organizations pay attention on the activities like planning for its financial
resources, raising funds, their mobilization, return on capital but generally the human
14

aspect is either taken for granted or neglected. The organization which neglects on this
aspect pays heavy price at later dates.
Personnel management is productive exploitation of manpower resources.
This is also termed as Manpower Management. Manpower Management is
choosing the proper type of people as and when required. It also takes into account the
upgrading of the existing people. Manpower management starts with the Manpower
Planning. Every manager in an Organization is a personnel man dealing with the
people.

DEFINITION:
Manpower planning is the integration of manpower policies, practices
and procedures so as to achieve the right number of the right people in the right jobs
at the right time.
Manpower Planning which is also called as Human Resource planning
consists of putting right number of people , right kind of people at the right place,
right time, doing the right things for which they are suited for the achievement of
goals of the organization. Human Resource Planning has got an important place in the
arena of industrialization. It has to be a systems approach and is carried out in a set
procedure.
According to E.B. Geisler, Manpower Planning is the process including
forecasting, developing and controlling by which a firm ensures that it has the right
number of people and the right kind of people at the right places, at the right time
doing work for which they are economically most useful.

15

Importance of Manpower Planning/HRP:

John Bramham (1989-94) has distinguished between HRP and Manpower
Planning (MP). He has defined HRP as a process in which costs, number, controls and
systems interact and play part. While Manpower Planning is more concerned with the
numerical element of forecasting of Manpower.

The following highlights the importance of MPP:

1.
2.
3.
4.
5.
6.
7.
8.

Future Personnel needs.

Coping with Change.
Creating Highly Talented Personnel.
Protection of Weaker Sections.
International Strategies.
Foundation of Personnel Functions.
Increasing Investments in Human Resources.
Resistance to Change and Move.

Key to Managerial functions:

The four Managerial functions i.e. Planning,

Organizing, Directing and Controlling are based upon the Manpower. Human
Resources help in the implementation of all these managerial activities. Therefore,
staffing becomes a key to all managerial functions.

Efficient Utilization: Efficient Management of Personnel becomes an important

function in the Industrialization world of today. Setting of large scale enterprises
16

requires management of large scale Manpower. It can be effectively done through

staffing function.
Motivation: Staffing function not only includes putting right men on right job, but
also comprises of motivational programmes like incentive plans.

Better Human Relations: Human relations become strong through effective control,
clear communication, effective supervision and leadership. Staffing function also
looks for enhancing better Human Relations.

Higher Productivity: Higher Productivity is a result of minimum Wastage of time,

money, efforts, effective supervision and leadership. This is possible through the
staffing and its related activities.

Functions of Manpower Planning:

The formulation of business plans and their integration with Manpower plans.
The study of social, technological and other factors that affect hobs and
individuals, the demand for manpower and its supply.
Manpower forecasting.
Procurement, allocation, compensation and development of Manpower.
Study of the value of Human resources and of Manpower utilization.

Objectives of Manpower Planning:

1. Determination of future recruitment and selection needs.
2. Assessment of future skill requirement.
17

3.
4.
5.
6.

Determination of future training and management development needs.

Anticipation of surplus staff and avoidance of unnecessary dismissals.
Control of wage and salary costs.
Ensuring optimum utilization of the human resources presently employed.

Scope of Manpower Planning:

Manpower Planning involves the following basic processes:
1. Personnel forecasting: Every Organization has to forecast future
Manpower needs. This is done scientifically through econometric and
other mathematical projections of trends in the economy and its various
sectors, viz., agriculture, industry, transport, communication, banking
etc. This may also be done through judgement projections based upon
the experience and the managerial foresight of top management.
2. Personnel Inventorying: It involves preparing detailed catalogue of
present manpower incorporating their educational and professional
qualifications, work experience, personality background, assignments
handled, training received etc. the purpose of preparing this inventory is
to know the principle and the Quality of personnel available from within
the organization to know various positions and jobs should the
organization decide to go in for expansion moderation, diversification
etc.
3. Job Analysis: This process requires undertaking a detailed analysis of
various skills required to do the job and to spell out the duties and

18

responsibilities associated with a unit of job. This produces two out

comes, one is called job specification and the other job description.
4. Planning for Staffing: The final stage of manpower Planning
necessitates the preparation of programmes of recruitment, selection,
training, transfer, promotion, development and wage and salary
administration so that the manpower needs of the enterprise organization
could be effectively met.

Need of Manpower Planning:

Manpower Planning is advantageous to firm in following manner:
Shortages and surpluses can be identified so that quick action can be taken
wherever required.
All the recruitment and selection programmes are based on manpower
planning.
It also helps to reduce the labour cost as excess staff can be identified and
thereby overstaffing can be avoided.
It also helps to identify the available talent in a concern and accordingly
training programmes can be chalked out to develop those talents.
It helps in growth and diversification of business.
It helps the organization to realize the importance of Manpower management.

19

Target
Achieved

2004-05
35.00
35.30

2005-06
36.00
36.14

2006-07
37.50
37.71

2007-08
40.50
40.60

2008-09
43.56
44.55

MANPOWER PLANNING PROCESS:

Manpower Planning involves the following steps:
1.
2.
3.
4.
5.
6.
7.

Determination of objectives of Manpower Planning.

Current Manpower inventory.
Demand forecasting.
Supply forecasting.
Estimating net human resources requirements.
Action plan for redeployment.
Action plan for recruitment and selection.
20

8. Training and development programmes.

(1) Determination of Objectives of Manpower Planning:

Manpower planning is an integral part of the corporate planning. It must
integrated with the overall organizational plans. Manpower planning should
be done carefully, it as got long-term repercussions. It should be more
concerned with filling future vacancies with right type of people rather than
with matching existing personnel with existing jobs.
(2). Preparation of current manpower inventory: Analysis of current
Manpower supply may be undertaken by department, by function, by
Occupation, or by level of skill of qualifications. Appropriate
Adjustments in these would need to be made in the light of any
Foreseeable changes in weekly hours of work, holidays, leave.
Entitlements etc.
(3).Forecasting demand for Manpower: A proper forecast of
Manpower required in the future must be attempted.
The factors are as follows:
Employment Trends: With the help of this, it would be possible to
Determine whether a particular group has been stable or unstable
and whether it has been expanding or contracting.

21

Replacement Needs: The need for replacement arises due to death,

retirement, resignation and termination of employees. The examination
of replacement needs may related to specific manpower groups:
Supervisory, skilled, clerical, unskilled etc.
Productivity: Gains in productivity add to the growth potential of the
organization and can make possible healthy wage increase. Gains in
productivity will also influence the requirements of Manpower.
Expansion and Growth: The Companys growth plans and expansion
programmes should be carefully analysed to judge their impact on
Manpower requirements in future.
Absenteeisms: It means a situation when a person fails to come to work
when he is scheduled to work. The rate of absenteeism can be calculated
by the following formulae:
Absenteeism= Man-days lost
Man days worked + Man days lost
(4).Forecasting Manpower Supply: In order to meet anticipated
Requirements at the time of their opening, it is also necessary to plan
for supply of adequate number of personnel at the time they are
needed. There are two sources of supply of Manpower internal
and
External. In order to estimate internal supply personnel for future
22

Openings, a manager needs to conduct what is called human resource

Audits and prepare replacement charts in advance.
Human Resource Audit: Systematic audit of executive personnel or
Managers are called management inventories while those recording
Skills of non managerial workers are called Skill Inventories. Human
Resources audits give a thorough idea of potential and capabilities
of Persons working in an organization. Each key position and
Indicating time when it is likely to be vacated. It also lists the most
Likely Candidates working in the when they would be ready for
Promotion.
Replacement Chart: Replacement chart are records listing each key
Position and indicating time when it is likely to be vacated. It also
lists the most likely candidates working in the organization suitable to
fill each vacancy and also the time when they would be ready for
promotion.
(5)Estimating the Net Human Resource Requirement: Net Human
Resource Requirements in terms of number and components are to be
determined in relation to the overall Human resource requirements
(Demand forecast) for a future date and supply forecast for that date.

23

(6) Action Plan for Redeployment or Redundancy: If further surplus

is estimated, the organization has to plan for redeployment, redundancy
etc. Redundancy plan includes the type and number of employees, time
of and place of retrenchment, type of help to be extended to
retrenchched employees in the form of compensation,
help in getting new job, priority in filling future vacancies.
(7) Action Plan for Recruitment and Selection: This phases deals
with planning how the organization can obtain the required number of
right type of personnel as reflected by the personnel forecasting.
(8) Plan for Training and development: This Preparation of skill
inventory helps in identifying the training and development needs of
the organization. Training is necessary not only for new employees, but
also for old employees. Executive development programmes have to be
devised for the development of managerial personnel. The talents of
the employees are not fully productive without a systematic
programme of training and development.

MANPOWER PLANNING AND EFFECTIVE UTILISATION IN

S.C.Co.Ltd.
DEFINITION:

24

Manpower Planning is the integration of Manpower policies,

practices and procedures so as to achieve the right numbers of the right people in the
right jobs at the right time.

Manpower Planning is the system which ensures availability of

required men at required time. Manpower Planning is not like picking up a man from
the road and putting him to do any job in the organization. But the system of
Manpower Planning helps in better selection of people and effective job assignment.
Manpower Planning attempts to determine gross Manpower needs and
translate these in to talent and skill requirements. Manpower Planning is concerned
with Skill. Skill is the basic unit upon which Manpower planning centres its attention.

OBJECTIVES OF MANPOWER PLANNING:

The objectives of Manpower Planning are
i.

To ensure the optimum use of the human resources currently

ii.

employed and
To provide for the future Manpower needs of the company in
terms of skills, numbers etc.
Thus Manpower Planning has as its objectives the provision of
the right number of employees with the right level of talent and
skills in the right jobs at the right time performing the right

25

activities to achieve the right objectives to fulfill the corporate

objectives.

CONCEPTUAL FRAMEWORK:
The probable questions that can arise in the Manpower Planning are as
follows:

What Manpower is required?

What Manpower is available?
What action need be taken?
How will action be taken?
Who will take action? Etc.

The following conceptual framework will answer to a greater extent for the
above questions.

MANPOWER PLANNING AND CONTROL

Present and Future

Questions:
"WHAT
MANPOWER

Company

Organization

IS REQUIRED?"

Objectives

Structure

Manpower
Requirement
s

"WHAT

Manpower

Outside

Manpower

26

MANPOWER
IS AVAILABLE?"

Inventory

"HOW ACTION
NEEDED BE
TAKEN?"

Staffing

Recruitment

Available

Personal

Manpower

Development

Utilization

External

"HOW WILL
ACTION
BE TAKEN?"

Recruitment,

Courses,

Internal

Assignments,

Manpower

Transfer,

On job

Development

Promotions.

Training.

Top
Management,

"WHO WILL TAKE

ACTION?"

Line

Self

Manpower

Management,

Development

Control

Staf
Specialists

Production Performance
NO. OF MINES
YEAR

Under Ope
groun
n
d
Cast

2000-01

56

11

2001-02

55

11

2002-03

55

12

2003-04

54

12

PRODUCTION (Lakh Tonnes)

UNDERGROU
ND
OPENCAST
TOTAL
Tota
l
Targe Actua Targe Actua
Target Actual
t
l
t
l
148.9
167.7 164.8 316.7 302.7
67
5 137.87
5
7
0
4
142.4
167.5 170.6 310.0 308.1
66
5 137.47
5
4
0
1
130.0
195.0 204.2 325.0 332.3
67
0 128.08
0
8
0
6
149.5
185.5 205.4 335.0 338.5
66
0 133.14
0
0
0
4

27

2004-05
53

11

64

47

11

58

46

14

60

42

17

59

37

18

55

37
2010-11(Current Year):
April,2010
36
May,2010
36
June,2010
36
July,2010
36
Aug.,2010
36
Sept.,2010
36

19

56

163.0
0
142.5
1
132.3
5
131.0
8
133.1
0
153.6
0

16
16
16
16
16
16

52
52
52
52
52
52

13.73
13.41
13.74
12.80
12.36
12.21

9.37
9.06
9.32
9.59
10.11
8.38

PROG
PROG(Last
Year)

36

16

52

78.26

55.82

37

19

56

75.74

59.31

2005-06
2006-07
2007-08
2008-09
2009-10

119.69

197.0
0
217.4
9
242.6
5
273.9
2
302.5
0
350.4
0

223.2
9
234.2
7
258.3
1
279.5
9
324.5
9
384.5
6

350.0
0
360.0
0
375.0
0
405.0
0
435.6
0
504.0
0

353.0
2
361.3
8
377.0
7
406.0
4
445.4
6
504.2
5

30.38
30.22
29.41
25.88
25.45
26.44

25.65
31.67
31.06
26.05
27.74
27.44

44.11
43.63
43.15
38.68
37.81
38.65

35.02
40.73
40.38
35.64
37.85
35.82

167.7
7
164.3
1

169.6
1
178.8
7

246.0
3
240.0
5

225.4
3
238.1
8

129.73
127.11
118.76
126.45
120.87

Source:Corp IED

28

29

30

31

32

TABLE-I
Do you aware about Manpower planning
Total respondents 34
S.No
1
2

Options
Yes
No
Total

No. of Respondents
25
9
34

Percentage (%)
73.53
26.47

Interpretation:
From the above graph, it is observed that 73.53% of the workers are aware of
Manpower Planning in the Organization.

TABLE II

33

Manpower Planning in a Year

Total Respondents 34
S.No

Options

No. of Respondents

Percentage

1
2
3

Once
Twice
Dont Know
Total

26
0
8
34

76.47
0.00
23.53

Interpretation:
From the above graph, Manpower planning done once in a year is more. So,
maximum MPP is done once in a year.

TABLE III
Procedure for Manpower Planning
Total Respondents 34

34

S.No

Options

No. of Respondents

Percentage

Yes

30

88.24

No

11.76

Total

34

Interpretation:
From the above graph, it is observed that 88.24% of workers are aware of Manpower
Planning Procedure in the Organization.

TABLE IV
Manpower Planning and Corporate Objectives
Total respondents-34
S.No

Options

No. of Respondents

Percentage

35

1
2

Yes
No
Total

32
2
34

94.12
5.88

Interpretation:
From the above graph, it is observed that corporate Objectives of the
company is determined and year wise Production plan is Know. So, the company
integrates its manpower planning with its overall corporate planning.

TABLE V
Personnel records Updating
Total Respondents 34
S.No

Options

No. of Respondents

Percentage

36

Yes

31

91.18

No

8.82

Total

34

Interpretation:
From the above graph, it is observed that personnel records are updated
regularly. Maximum records are updated.

TABLE VI
Manpower Scheduling
Total Respondents 34
S.No

Options

No.of Respondents

Percentage

37

Yes

27

79.41

No

20.59

Total

34

Interpretation:
Above graph reveals that the Employees are Scheduled to avoid
interruption of productive time.

TABLE VII
Management Inventory
Total Respondents 34
S.No

Options

No. of Respondents

Percentage

Yes

34

100.00
38

No
Total

0
34

0.00

Interpretation:
Management Inventory is maintained by IE department and are updating
regularly.

TABLE VIII
Adoption of New Techniques in Manpower Planning
Total Respondents:34
S.No

Options

No. of respondents

Percentage

1
2
3

Yes
No
Dont Know

30
1
3

88.24
2.94
8.82
39

Total

34

Interpretation:
From the above graph, it is observed that, all departments are always ready to
assess the current rents and willing to adopt New Techniques.

Mine and Department-wise Men on roll 1-Jan-10

ManuguruArea
SL.No
1
2
3
4
1
2
3
4
5
6

Mine/Dept
PK1
OC-II(PKOC)
OC-IV
KOND UG
Total Mines
GMs Office
Survey
Estates
F&A
Personnel
MVTC

MOR
1047
1881
36
2964
26
12
3
36
21
8
40

7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28

TTC
Safety
Res.Room
Purchase
Engg(E&M)
Civil
IED
EDP
Quality
Security
ENV
Forestry
Medical
Health
OC Stores
Area W/shop
Auto W/shop
132 kv Sub. Stn
KCHP
Yld.GH
GH-II
Medical/Pilot
Total Depts.
Grand Total Area

11
2
6
5
2
65
5
3
24
56
2
4
82
9
50
111
23
11
244
6
3
10
840
3,804

EMPLOYEES PARTICIPATED FOR DATA COLLECTION

S.No
1
2
3
4
5
6
7
8
9

Employee Name
N. Ranga Rao
Ravindar
Shivaiah
N. Babu Rao
N. Srinivas Rao
I.Mahesh
N. Satyanarayana
N. Gopinath
G. Ram Murthy

Age
48
47
50
40
38
40
49
52
48

Designation
E.P Operator
E.P Operator
E.P Operator
Survey Dept
Survey Dept
E.P Operator
General Mazdoor
Mechanic
General Mazdoor

Place of Work
C.OC
OC II
C.OC
I-Inc.(UG)
I-Inc.(UG)
C.OC
OC-II
OC-II
I-Inc.(UG)

41

10
11
12
13
14
15
16

J .Mallesh
J. Kanakaiah
Chandram
Kedari
M. Narayana
Sarangapani
Sooraiah

47
58
50
50
45
52
40

General Mazdoor
Pump Driver
Coal Filler
Coal Filler
E.P Operator
Oil Incharge
Trammer

I-Inc.(UG)
I-Inc.(UG)
I-Inc.(UG)
I-Inc.(UG)
OC-II
C.OC
I-Inc.(UG)

17

K. Ramu

50

E.P. Operator

OC-II

18

MD. Yakoob Ali

53

E.P. Operator

OC-II

19

Apparao

50

Section Clerk

OC Stores

20

Pushpa Raju

55

General Mazdoor

OC Stores

21

L. Shankar

38

Electrician

I-Inc.(UG)

22

Rajaiah

50

E.P. Operator

OC-II

23

M. Venkateshwarlu

47

Coal Filler

I-Inc.(UG)

24

Nageshwara Rao

49

Section Clerk

C.OC

25

G. Guravaiah

56

E.P. Operator

OC-II

26

M. Venkata Reddy

45

E.P. Operator

C.OC

27

D. Raju

46

Coal Filler

I-Inc.(UG)

28

Koteshwara Rao

48

E.P. Operator

OC-II

29

Venkata Chary

50

Trip Counter

C.OC

30

Rajaiah

52

Timberman

I-Inc.(UG)

42

31

G. Venkateshwarlu

50

E.P. Operator

OC-II

32

Aakumaiah

51

E.P. Operator

C.OC

33

N. Venkateshwarlu

35

General Mazdoor

OC-II

34

P. Saibaba

56

M.V.Driver

C.OC

Findings:
1. Manpower Planning & Scheduling is done based on production targets for
The year 2008-2009 and continuously changing.
2. Compared to Men-on-roll status report Manpower is decreased but, the
Production is increasing.
3. Modern Technology is being used which enhances the Manpower to
perform Effectively and Efficiently.
4. Highest employment is done.
5. Certain schemes like Golden Hand Shake (GHS) for surplus Manpower at
Various levels in the organization.
6. Over burden is outsourcing. It was also showing Maximum impact on
Reduction of Manpower in Opencast.

43

Suggestions:
1. Advised to design more attractable schemes in the area of Manpower
Planning and Scheduling in an efficient manner.
2. Mechanization and Automation are increasing yearly which gives technical
Training to employees to work efficiently in mines and functional domains.
3. Human Resource Information System (HRIS) is useful in Manpower
Planning, Re-deployment and transfer policy.
4. Implementing New Technology in Mines bring increase in economic of
Scales in Operating.
5. To make redeployment policy efficient and transparent, it is advisable to
Convey the message to workers about their assigned works. It improves
Workers Participation in Management (WIP)
6. Peaceful Industrial Relations is created as messages are to be
Conveyed to workers About Manpower planning.

44

7. Current trends assessments and adoption will help better decision making in
Manpower Planning.

Part 1

General Question

1. Name of the Company:

Job Title:

2. Your Age:

3. Do You Work in:

Open Cast
Underground Coal Mining
Processing (washing, stockpiling, blending, bagging, surveying,
sampling)
4. Ethnicity : (Mark Appropriate Box)
North Indian
South Indian
East Indian
5. Male

West Indian
Anglo Indian

Female

6. How many hours do you work per week?

7. What attracted you into the Coal mining Industry?

8.a) Did you have relevant experience, qualifications or licences before you
45

Started working in coal mining?

If Yes- what?

8.b) Did you work in other coal mining industry jobs before working in coal
Mining?
If Yes what?
9.

How many coal mining companies have you been employed by?

10. How many years have you worked in the coal mining industry?

11. Have you been encouraged to take on site responsibility or

Supervisory/management roles?
If Yes- what?

12. Salary what is your expectation in your current job? Circle which:
Rs.30000-40000
Rs.60000-70000
Rs.90000-100000

Rs.40000-50000
Rs.70000-80000
Rs.100000 or above

Rs.50000-60000
Rs.80000-90000

46

Part 2- Professional Development

1. Is there a match between your professional development needs and what the
company perceives are your needs? If not please explain.

2. How supported are you to participate in professional development?

Encouraged?
Not encouraged?

]
[

3.a) Are Professional development goals set with you before you undertake it?

3.b) Do the goals match what you actually want from professional development?

4.

After training or professional development did you get what you though
you would get? i.e. was your understanding of would get the same as the
actual learning you received?

5.

Did you the professional development add value?

Did you elect to do or did you it because you were told to? Say which

47

6.

Do you do enough professional development?

Does it fit with where you want to go in your mining career?

7.

8.

How could professional development be structured to best fit in with your

work?

Are there any gaps in professional development areas i.e. skills needed
which are not being addressed?

9.

What ideas do you have for solutions to any professional development

Problem areas?

10.

Think about the tutor/ lecturer/ trainer. What factors make training
delivery successful for you?

11.

When you have completed any professional development what length of

Time is there between receiving it and using the new learning?

12.

What are your ideas for improving the way training is delivered to
Non-Executives & Workers?

48

Part 3 Recruitment and Retention

1.a)

What occupations within the industry are difficult to fill? Consider all
Levels i.e. workers, operators, technicians, professional experts,
managers.

1b)

What is the Reason for this?

2.

What types of skills/ occupations are likely to be most significantly

Under or over supplied in the future and why?
a) Under-supplied

b) Over-supplied

3.

To what extent will the industry need to recruit employees who are
Different from those recruited in the past, to meet the demand for
Labour e.g. gender, ethnicity, age, disability.

49

4.

How feasible will it be to fill short-term skill shortages by recruiting

Staff from under-represented groups, other industries, out of the labour
force while singarenians are receiving the formal training they need to
take up future vacancies?

5.

Is there the possibility to do apprenticeship in your company?

What do you think of this system?

6.

What can be done to improve staff retention?

7.

What are your own ideas for attracting people into the industry?

8.

Does your company encourage people into the industry? If Yes-how?

50

Part 4 Training Issues for the Company

1.

What are the barriers to adequate provision of training ?

2.

What factors are critical to the successful delivery of training ?

3.

What skills related to managing people, work relationships and leadership

are needed ?

4.

What training is needed for supervisors to make the transition from

Operational work to managing staff ?

5.

How do you attract staff into training?

6.

Are you getting what you want from your staff being trained? If not
Why not?

7.

What percentage of your staff are entry-level trained and require on-job
Experience to be of relative value compared to those who are
Immediately job ready and/or able to move into more senior or highly
Skilled positions?
51

8.

Of your training what percentage is:

External training

Internal company training run by your own staff?

Internal training run by outside training consultants.

9.

Do outside trainers/consultants keep up to date with new company

standards?

10.

With the advances in computer technology which staff will need to

become familiar with computers? (Think about all levels operators
Technicians, professional experts, middle managers. Top line managers
And the interface with technology and using the intranet.

11.

The importance of environmental management and health and safety

is increasing. What is needed for future training in these 2 areas?
a. Environmental management

b. Health and Safety

52

12.

For what proportion of staff is literacy a problem when training?

13.

Is there sufficient investment in training to improve core generic skills

(e.g. Literacy, numeracy, Problem-solving and relationship management
Skills) so the quality of employee output is assured?

14.

What is the best away to bring more coal mining engineers into the
Industry?

15.

How is industry output expected to grow over the next five years?

16.a) Are there future technological solutions that will substitute the human
resource?

16.b) If so, what occupations will be affected?

17.a) What major technological advances do you expert to impact upon the
Industry over the next 5 years?

17.b) What will need to be done to ensure training is up to date with these
Technological advances?

53

18.

What change in growth do you forecast over the next 5 to 10 years for
Existing professional occupations?
Occupation : Mining Engineering

Likely Growth

Occupation : Industrial Engineering

Likely Growth

Occupation : Construction
Occupation : Electrical Engineering

Likely Growth
Likely Growth

19. What non-existent skill sets or occupation will be needed?

20. What could be done to remedy any forecast skill shortages?

21. Small companies have more difficulty in training staff what are your
Ideas to overcome this?

22.a) How effective is the match between forecast industry needs for unskilled
and skilled labour and what the education and training system currently
delivers?

22.b) How could it be improved?

23. What upgrades are needed for future national infrastructures to ensure the
Viability of your industry? E.g. railways, ports, shipping services,
Roading etc.
Please quote an example if you have for question 23 above.

54

The below questions in Italics for Mine Managers only.

1. If you are a manager did you way up to management from the coal face or did
you get management qualification/ professional qualification and start coal
mining work as a manager?

2. Total number of operators in your mine or under your control? Include all
types of workers both in the mine and in the coal plant?

3. Total number of supervisory positions under your mine/ control?

4. Total number of administration and support positions in your mine/control?

5. Total number of management positions in your mine?

6. What is the average age of your workers?

7. What future changes may need to be made to the role of the External Training
Organizations, its structure, capabilities and resources to support you the
industry stakeholders?

55

Thank you for your participation in this survey.

QUESTIONNAIRE A

A study is being conducted to gain insight in to comparative manpower

planning strategies of select organizations. Manpower planning is understood in a
broad sense for the purpose of this study to cover the expertise of manpower planning
per se the training and development efforts and efforts at performance appraisal.
The study as its end product hopes to achieve the documentation of how these
exercises are being done in the selected undertaking. We believe such studies are
useful and will be further usable.
Your kind help and support in this direction will be much appreciated. Indeed
we dont see this study concluding satisfactory without your help and support.
We appreciate your finding time for this work. All response are totally
confidential and will not be used for any other purpose than for research.
Personal data requested:
1.
2.
3.
4.
5.
6.
7.

Name
Designation
Age
Your date of joining the present organization
What was the position you joined at?
Your present scale?
How long have you worked in the industry?

56

5.
4.
3.
2.
1.

If you completely agree.

If you moderately agree.
If you neither agree nor disagree.
If you moderately disagree.
If you completely disagree.

1.

My present assignment provides me with opportunities to display my

Talents and skills.
5
4
3
2
1

2.

The Work that I am doing is interesting and challenging.

5
4
3
2
1

3.

My present tasks are very much relevant to my background and

qualifications.
5
4
3
2
1

4.

I am satisfied with my present job assignment.

5
4
3
2

5.

Workers participation in decision making is helpful in their

development.
5
4
3
2
1

6.

Training programmes lead to improved job performance.

5
4
3
2
1

7.

A good and unbiased promotion policy is essential for Human

Resources Development.
5
4
3
2
1

8.

Promotion from within leads to development of Human resources.

5
4
3
2
1

Please answer the following questions by putting a tick mark (

appropriate box (es)

) against the

57

9.
9.a)
10.

I feel that my organization has exit interview system

a. Yes
( )
b. No
( )
A) If the answer is yes, I would like to list some of the most common
Reason of employee resignations.
I feel that the proper designation of training and development
Programmes will help in controlling such resignations.
a. Greatly
b. Somewhat
c. Not at all

11.

(
(
(

)
)
)

I feel that training programmes in my organization are

a. Need based
(
b. Fixed
(

)
)

12.

The methods used by my organization for determining the training and

development needs include
a. On basis of superiors judgement
(
)
b. Recommendations of head of department
(
)
c. On basis performance lacks/weakness areas
Identified through appraisal reports
(
)
d. Any other (please specify)
(
)

13.

The fields in which my organization organizes training programmes,

I feel that expertise available to us is adequate.
a. Yes
(
)
b. No
(
)

13.a)
14.

If answer is no, I would like to point out some of the lacunae such as.
The methods used by our organization for evaluating the effectiveness of
Training programmes include
a. On job performance
(
)
b. Interview of trainee
(
)
c. Questionnaire
(
)
d. Feedback from
(
)
1. Superiors

58

2. Peer
3. Subordinates
e. Any other (please specify)

15. I feel that Job Rotation technique is very useful for middle level of
Management
a. Strongly
(
)
b. Somewhat
(
)
c. Not at all
(
)
16.

The type of training programmes which I usually undergo includea. Seminars

(
)
b. Syndicates
(
)
c. Special Assignment
(
)
d. Job Rotation
(
)
e. Any other (please specify)
(
)

17.

I feel that some other kinds of training programmes can prove more
Useful for me.
1b)
Yes
(
)
2b)
No
(
)

17.a) If the answer is Yes, I would like to list them.

18.

In order to make the management development programmes more

effective, I feel my organization should take following measures.

19.

My organization has formal appraisal system for employees of

a. All levels
(
)
b. Top level
(
)
c. Middle level
(
)
d. Lower level
(
)
e. Hasnt folt the need
(
)

20.

The time interval at which the performance appraisal of top level

Executives is done in my organization is
a. 1 year
(
)
b. 1 year
(
)
c. 2 years
(
)

59

d. 2 and above years

21.

The purpose for which the formal appraisal reports of managers are
Being currently used in actual practices in my organization include
a. Salary progression
(
)
b. Promotion
(
c. Training and development
(
d. Review of effectiveness of
(
1.Selection method
2.Training and development efforts
e. Any other (please specify)
(

)
)
)
)

22.

I feel that the basic thrust of managerial appraisal system currently in

Vogue in my organization is on
a. Performance
(
)
b. Personality traits & skills
(
)
c. Performance traits & skills
(
)

23.

In order to evaluate the job performance of my subordinates, the sources

Of information which I use include
a. Periodic reports
(
)
b. Discussion with subordinate and his/her colleagues
(
)
c. Through self appraisal
(
)

24.

I feel that there is a need to improve the understanding of criteria which

are being used for appraising the management performance.
a. Yes
(
)
b. No
(
)

24.a)
25.

If answer is yes, I would like to mention the ways in which I feel this
Can be done.
The safeguards used by my organization errors against of appraisers
judgement in managerial appraisals include
a. Reviewing by appraisers superior
(
)
b. Detailed scrutiny by personnel dept.
(
)
c. There is an appeal system by appraise
(
)
d. The appraise is required to cite specific instances and

60

26.

To quote tangible evidence to support his assessment.

e. Any other (please specify)
(

(
)

Normally, in my organization, the appraisal is reviewed by

a. None, appraisers report is final
b. Immediate superior of appraiser
c. A committee of superiors
d. Any other (please specify)
(

(
(
(
)

)
)
)

27.

Counseling is an essential part of appraisal process in my organization

a. Yes
(
)
b. No
(
)

28.

I feel that my organization, for making training and development plans

and decisions, the appraisal reports are referred to
a. Always
(
)
b. Occasionally
(
)
c. Never
(
)
d. Dont know
(
)

29.

The weightage given to performance appraisal reports while taking

Decisions on promotions in my organization is as under
a. Promotions are decided entirely on basis of
Appraisal report
(
b. Considerable weightage is given
(
)
c. Hardly any weightage is given
(

)
)

61

QUESTIONNAIRE B

A study is being conducted to gain insight into the comparative

Manpower planning strategies of selected organization. Manpower Planning is
understood in a broad sense, for the purpose of this study, to cover the exercise
of Manpower planning per se the training and development efforts and efforts
at performance appraisal.
The study as its end product hopes to achieve the documentation of how
these exercises are being done in the selected undertakings. We believe such
studies are useful and will be further useable.
Your kind help and support in this direction will be much appreciated.
Indeed we dont see this study concluding satisfactorily without your help and
support.
We appreciate your findings time for this work. All responses are totally
confidential and will not be used for any other purpose than for research.
For your convenience, the questionnaire is framed in the first person.
Personal data request
1.
2.
3.
4.
5.
6.
7.

Name (Optional)
Designation
Age
Your date of joining the present organization?
What was the position you joined at?
Your present scale?
How long have you worked in the industry? (Kindly include the
period in which you have worked for organization other than the
one you are presently in )

62

Information / Opinions requested

Please answer, the following questions by putting a tick mark ( )
1. Manpower Planning in my organization is done at
(a) Corporate level
(b) Unit level
(c) Both level
(Corporate as well as unit)

(
(
(

)
)
)

2. The functionary who takes the central decisions of manpower Planning in my

organization is
(a) Director (personnel)
(
)
(b) General Manager (Personnel)
(
)
(c) Dy. General Manager (personnel)
(
)
(d) Manager (Manpower Planning)
(
)
(e) Manager (personnel)
(
)
(f) Functional Heads
(
)
(g) Any other (Please Specify)
(
)
3. The person responsible for follow-up on Manpower Planning in my set up is
(a) General Manager (Personnel)
(
)
(b) Dy. General Manager (Personnel)
(
)
(c) Manager (Personnel)
(
)
(d) Functional Heads
(
)
(e) Any other (Please Specify)
(
)
4. My set-up maintains Manpower inventories for employees of
(a) All level
(b) Top level
(c) Middle level
(d) Lower level
(e) Hasnt felt the need
(

(
(
(
(
)

5. The methods used for Manpower Planning in my organization include

(a) Trend analysis
(

)
)
)
)

)
63

(b) Institution
(
)
(c) PERT/CMP
(
)
(d) Replacement tables
(
)
(e) Work load
(
)
(f) Any other (Please Specify)
(
)
6. The basic on which the corporate office recommends Manpower Planning
budged for a particular unit include :
(a) Cost
(
)
(b) Relevance of Manpower to corporate plans
(
)
(c) Degree of accuracy of past plans of that unit
(
)
(d) Units ability to convince corporate office
(
)
(e) Any other (Please Specify)
(
)
7.a)

I feel that the Manpower plans of my organization are positively

Linked to Human Resources Development Plans of my organization.
(a) Yes
(
)
(b) No
(
)

7.b)

If the response is yes, I would like to elaborate upon the methods that
are used to ensure a positive link between Manpower plans and
Human Resources Development Plans for various level of
Management

a)
b)
c)
d)

Career plans
Succession Plans
Training &
Development
Programs
Any other (Please Specify)

Top
( )
( )

Lowe
Middle r
( )
( )
( )
( )

( )
( )

( )
( )

( )
( )

8. We usually consider various external environmental factors at the time of

forecasting manpower requirements such as

Economic

Completely

Some what

Not at
all

( )

( )

( )
64

Social

( )

( )

( )

Political

( )

( )

( )

Legal

( )

( )

( )

Technological

( )

( )

( )

9. The percentage of Annual employee wastage my set-up classification-wise, is

the following.
(a) Deaths
..%
(b) Resignations
..%
(c) Retirements
..%
(d) Discharges
..%
(e) Others
..%
10. The categories of employees for which my organization forecasts
Manpower requirements are:
(a) All
(
(b) Top
(
(c) Middle
(
(d) Lower
(
(e) Hasnt felt the need
(

)
)
)
)
)

11. The methodology use by my organization for estimating Manpower demand

includes:
(a) Ratio between Product & Personnel
(
)
(b) Cost to personnel ration
(
)
(c) Ratio of Supervisory personnel to total Employees
(
)
(d) Any Other (Please Specify)
(
)
12. The dimensions of Manpower Planning which my organization takes into
account includes:
(a) Quantitative estimates
(
)
(b) Qualitative evaluations
(
)
13. The extent to which Manpower Planning in my organization is related to
Human resources accounting is:
(a) Very much
(
)
(b) Sufficient
(
)
(c) Not much thought has been given
(
)

65

14

The average level of accuracy achieved by my organization in its past

Manpower projection has been:
(a) 100%
(
)
(b) Up to 80%
(
)
(c) Up to 60%
(
)
(d) Up to 40%
(
)

15

I feel that my organization has policy of promotion from within

(a) Yes
(b) No

(
(

)
)

15a. If the answer is yes, I would like to elaborate upon the percentage of
managerial Manpower supply needs which is replenished through internal
sources at different levels in my set up
(a) Top level
%
(b) Middle level
%
(c) Lower level
%
16 My organization considers the future organizational structure while
determining Manpower requirements.
(a) Yes
(
(b) No
(

)
)

17 The amount of annual budget spent by my organization on management

development programs is:
___________%
(Approx Rs. Out of a total budget of Rs.)
18

The types of training of training programs in which centralized initiative are

taken by my organization include:
(a) In-house
(
)
(b) External secondment to training programmes
(
)
(c) Developing collaboration with other organizations
(
)

66

19
20

The number of management development programmes organized every year

by my organization is:
The main fields in which my organization conducts management
development programmes includes:
(a) Marketing
(b) Production
(c) Finance
(d) Personnel
(e) Computer Applications
(f) Any other (Please Specify)

(
(
(
(
(
(

)
)
)
)
)
)

21

I feel that training and development activities are useful in generating the
right type of Manpower for various positions.
(a) Completely
(
)
(b) Somewhat
(
)
(c) Not at all
(
)

22

I feel that recruitment policy in my organization is integrated with

Manpower Planning
(a) Completely
(
(b) Somewhat
(
(c) Not much through has been given
(

)
)
)

23 I feel that top management attitude towards Manpower Planning is:

(a) Highly positive
(
(b) Neither positive nor negative
(

)
)

24

I feel that the Manpower plans should be moderate by the judgement of top
Executives
(a) Strongly
(
)
(b) Somewhat
(
)
(c) Not at all
(
)

25

The average time span ( from the point of time a vacancy arises to the point
of time the person is actually in position) taken by my organization on
selection of employees of various levels is as follows:
(a) Top level
___________Months
(b) Middle level
___________Months
(c) Lower level
___________Months

67

26

I personally feel satisfied with the present Manpower planning system and
Practices in my organization
(a) Entirely
(
)
(b) Reasonably
(
)
(c) Yes, but there is scope for improvement
(
)
(d) The system is OK but the implementation
Leaves much to be desired
(
)
(e) The system needs a through review
(
)

27

I would like to suggest the following measures to make Manpower Planning

process in my organization more effective.

68

QUESTIONNAIRE C
A study is being conducted to gain insight in to comparative Manpower
planning strategies of selected organizations. Manpower Planning is understood in a
broad sense for the purpose of study to cover the expertise of manpower planning per
se the training and development efforts and efforts at performance appraisal.
The study as its end product hopes to achieve the documentation of how these
exercise are being done in the selected undertaking. We believe such studies are useful
and will be further usable.
Your kind help and support in this direction will be much appreciated. Indeed
we dont see this concluding satisfactory without your help and support.
We appreciate your finding time for this work. All response are totally
confidential and will not be used for any other purpose than for research.
For your convenience, the questionnaire is framed in the first person.
Personal data requested:
1.
2.
3.
4.
5.
6.
7.

Name (Optional)
Designation
Age
Your date of joining the organization
What was the position you joined at?
Your present scale?
How long have you worked in the industry? (Kindly include the period in
which you have worked for organization other than the one you are presently in
)

69

Information / Opinions requested:

Given below are some statements. Please indicate the degree of your
assessment.
5. If you completely agree.
4. If you moderately agree.
3. If you neither agree nor disagree.
2. If you moderately disagree.
1. If you completely disagree.
1.
2.
3.
4.
5.
6.
7.
8.
9.
5
10.

My present assignment provides me with opportunities to display my

talents and skills.
5
4
3
2
1
The scope and responsibility of my job are clear to me.
5
4
3
2
1
My present assignments suit my temperaments
5
4
3
2
1
The work that I am performing is interesting and challenging.
5
4
3
2
1
My present task assignments offer me variety there by affording me
the necessary opportunity to widen my technical knowledge.
5
4
3
2
1
The work that I am doing is very much relevant to my background
and qualifications.
5
4
3
2
1
The facilities provided to me in my present work are sufficient.
5
4
3
2
1
I am satisfied with my present job Assignment.
5
4
3
2
1
I get sufficient opportunity to take decisions on important matters
relating to my work area.
4
3
2
1
Sensitivity training is useful for developing good interpersonal
relations.
5
4
3
2
1

70

11.

Workers Participation in decision-making is helpful in their

development.
5
4
3
2
1

12.

Training programs lead to improve job performance.

5
4
3
2
1
The more are the benefits (monetary as well as non monetary )
Provided to the workers, the better will be their development.
5
4
3
2
1
A good and unbiased promotion policy is essential for Human
Resources Development.
5
4
3
2
1
My present task assignment offer me sufficient opportunities for
Growth and development.
5
4
3
2
1
Promotion from within leads to development of Human resources.
5
4
3
2
1
I am learning enough in my present work for taking up higher
responsibility.
5
4
3
2
1
I have enough opportunities for independent thought and action on my
Job.
5
4
3
2
1
I have opportunities to be innovative and do something creative.
5
4
3
2
1
I have opportunities for professional growth in my present work.
5
4
3
2
1
I feel stagnant in my present work assignment.
5
4
3
2
1
I think I need additional training inputs with regard to my present job.
5
4
3
2
1
My job enables me to use my capabilities thereby realization of my
Potentials.
5
4
3
2
1
My job enables me to use creative skills for improved working and
productivity.
5
4
3
2
1

13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.

71

Please answer the following by putting a tick mark against appropriate box(es)
25.

The method of training adopted by my organization for me include

a. Syndicates
b. Special assignments
c. Seminars
d. Job rotation
e. Any other (please specify)

26.

I feel that the types of training programmes which can prove more
Useful for me should include programmes such as

27.

In order to make the training and development programmes more

Effective I feel my organization should take following measures.

28.

The interval at which the performance appraisal is done in my

department is
a. 1 year
b. 1 years
c. 2 years
d. 2 years above

29.

The person responsible for my performance appraisal is

a. My immediate boss
b. Personnel dept
c. Head of my dept
d. Training officer
e. Any other (please specify)

30.

The method used by my department for appraisal the managerial

performance include
a. Forced choice
b. Rating
c. Critical incident
d. Management by objectives
e. Any other (please specify)

72

31.

I feel that the factors which were outside my central are also taken
into account while judging my performance.
a. Very much
b. Somewhat
c. Not at all

32.

I feel that the factors which were outside my central are also taken
into account while judging my performance.
a. Yes
b. No

33.

My unit has appraisal interview system

a. Yes
b. No

34.

The purpose for which the formal managerial appraisal are being
Currently used in my unit include
a. Salary progression
b. Promotion
c. Training & development
d. Review of effectiveness of
I. Selection method
II. Training & development efforts

35.

I feel that the basic thrust of managerial appraisal system currently in

Vogue in my unit is on
a. Performance
b. Personality traits & skills
c. Performance traits & skills

36.

I personally feel that there is a need to improve the understanding of

criteria which are being used for appraising the performance
a. Yes
b. No

36.a)

If the answer is yes, I would like to mention the ways in which this

73

can be done.

37.

The safeguards used by my unit against the errors of appraisess

judgement in managerial appraisal include
a. Review by appraisers superior
b. Detailed scrutiny by personnel deposit
c. There is an appeal system by appraise
d. The appraiser is required to cite specific instance and to quote
Tangible evidence to support his judgement.
e. Any other (please specify)

38.

In my unit, for making plans and decisions on training and

development, the appraisal reports are referred to a. Always
b. Occasionally
c. Never
d. Dont know

39.

What taking decision on promotions in my unit, the weightage given

to performance appraisal reports is as follows:
a. Promotions are decided entirely on basis of appraisal report
b. Considerable weightage is given
c. Hardly any weightage

74

BIBILOGRAPHY
1. HR and Personnel Management.
-

By Tata Mc. Graw Hill

By Aswathapa

2. HR Management.
3. SCCL data base
www.scclmines.com
4. HR websites
www.managementstudyguide.com

75