Ibrahim Osman Sesay*
Organisations need to know how many people and what sort of people they should have to meet the present and future business requirements. This is the function of human resource planning or workforce planning as it is sometimes called, especially in the public sector. Planning for human resources has experienced a chequered history. In the 1960’s and 1970’s it was heralded as a critical tool for business success, as planning to get the right people in the right place at the right time was seen as essential to achieving rapid growth. In the 1980’s and 1990’s planning was viewed as a suitable tool for managing downsizing and redundancies. On the other hand it has been argued that planning is no longer meaningful in an era of rapid discontinuous change where it has been recognized that strategies emerge rather than being precisely planned in advance.
この記事をシェアする
English 
Spanish 
Chinese 
Russian 
German 
French 
Portuguese 
Hindi 