Manpower Planning in a Free Society

Manpower Planning in a Free Society

Copyright Date: 1966
Pages: 242
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  • Book Info
    Manpower Planning in a Free Society
    Book Description:

    Contents: Foreword. Preface. 1. An Approach to Manpower Problems. 2. Manpower Planning and the Market. 3. A New Concept of the Employment Service. 4. Organization and Staff for an Effective Service. 5. Planning on the Demand Side. 6. Planning Adjustments in Supply. 7. The Economics of Manpower Planning. 8. The Contribution of Research. 9. Conclusion. Appendix. Index.

    Originally published in 1972.

    ThePrinceton Legacy Libraryuses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These paperback editions preserve the original texts of these important books while presenting them in durable paperback editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.

    eISBN: 978-1-4008-6867-4
    Subjects: Business

Table of Contents

  1. Front Matter
    (pp. i-iv)
  2. Foreword
    (pp. v-viii)
    Frederick Harbison

    At the end of World War II the major concern in the field of labor economics was union-management relations. Studies of collective bargaining and national labor relations policy occupied the center of the stage. The great policy debates were concerned with whether or not large corporations and nationwide unions could reach some sort of effective accommodation. The issues of government intervention in labor disputes and government regulation of management and union power commanded most of the attention of labor economists and government practitioners. At this time labor relations seemed to be the core of industrial relations. These concerns and issues,...

  3. Preface
    (pp. ix-xii)
    Richard A. Lester
  4. Table of Contents
    (pp. xiii-2)
  5. CHAPTER 1 An Approach to Manpower Problems
    (pp. 3-22)

    This book deals with the use of human resources. Its subject matter ranges from the philosophy and economics of manpower planning to proposals for effective administration of particular aspects of a comprehensive program. Most of the ideas presented in these pages can be applied under diverse institutional and economic conditions.

    Although its conceptual framework has broad applicability, the book is aimed primarily at improving manpower planning, policy, and operations in the United States. Therefore, it sets forth a pattern of thought and a program of action designed to accomplish the purposes of Title I of the Manpower Development and Training...

  6. CHAPTER 2 Manpower Planning and the Market
    (pp. 23-44)

    The idealized version of manpower planning outlined in the preceding chapter clearly assumes widespread use of well-founded, ofiBcial information on which to base programs of vocational counseling, education and training, and company staffing. This chapter carries that discussion forward, with application particularly to career and employment choices. It considers the problems of career planning and aids to rational vocational choices. Since manpower planning seeks to improve career development and labor mobility, the bases for deciding what is desirable and what is undesirable mobility are examined. Then consideration is given to the role of market criteria as a means for obtaining...

  7. CHAPTER 3 A New Concept of the Employment Service
    (pp. 45-84)

    Traditionally, the Federal-State Employment Service has been viewed as a job exchange whose primary function is to find work for the jobless. That image of the Employment Service developed in the 1930’s when, under the Social Security Act, the public employment exchange system was combined with the unemployment compensation program, and they were put under a common administrative unit, with the same local offices, staff, and source of financing. Merger of the State Employment Services with the administration of jobless benefits caused them to be popularly known as “the unemployment offices” and their effetiveness to be measured by the number...

  8. CHAPTER 4 Organization and Staff for an Effective Service
    (pp. 85-107)

    The new concept of the Employment Service propounded in the preceding chapter raises questions about the organizational arrangements and the quality of staflF needed for comprehensive planning and effective operations. The Employment Service could not and should not be expected to be involved in every step in a man’s whole work career. Consequently, problems arise concerning the coordination of other programs, such as general education and vocational training, with Employment Service policies. Furthermore, a better trained and higher quality staff is essential if the Federal-State Employment Service is to perform its manpower functions properly. The measures that are proposed here...

  9. CHAPTER 5 Planning on the Demand Side
    (pp. 108-134)

    Basic to manpower planning is an analysis of future needs for various types of trained personnel. The projected requirements of industry, government, households, and other employing units must be compared with estimates of future supplies qualified to meet those requirements.

    Essentially, manpower planning is a matching problem. If, for an occupation requiring lengthy training, demand and supply as projected over a five-or tenyear period are significantly out of balance, action may be necessary to stimulate an increase in the qualified supply in order to meet the expanding demand at the proper time. If a projected declining demand for an occupation...

  10. CHAPTER 6 Planning Adjustments in Supply
    (pp. 135-171)

    Manpower planning centers chiefly on the adjustments necessary to adapt labor resources to changing job requirements. Forward planning aims to influence supply in line with projected demand so as to avoid serious imbalances or underutilization of abilities and talents. As previously explained, the means of influencing supply to adjust to forecasted needs include: effective spread of manpower information, career counseling, education and training programs, referral to jobs in accordance with abilities and projected needs, reduction of institutional and other obstacles to job transfer, and wage-benefit levels that encourage needed shifts between industries and occupations. Such measures are supposed to provide...

  11. CHAPTER 7 The Economics of Manpower Planning and Operations
    (pp. 172-191)

    Manpower programs to promote the mutual adjustment of labor supply and job opportunities are of economic benefit to workers, employers, localities, and the whole economy. But that is true of other activities supported by government, such as highways, housing, health, and research.

    Governments need a basis of comparison for allocating funds among competing demands. One kind of comparison that can be made is between broad categories—the manpower program as against all other government activities. The result of that comparison presumably influences the size of the entire manpower program in the total of government budgets. A second type of comparison...

  12. CHAPTER 8 The Conrtribution of Research
    (pp. 192-206)

    Research is the prime source of new, reliable knowledge, and such knowledge provides a basis for intelligent problem analysis, problem-solving, and rational judgments concerning policy issues. Benefitcost analysis, of course, is based on research findings and, in turn, supplies leads and guidance for new research. An advantage of basic research is that it builds on the accumulation of tested knowledge and guides current research efforts into rewarding paths. Additive research not only enlarges previous findings but also serves to correct mistakes and to improve concepts and the structure of the basic theory.

    Basic research in the manpower field involves informed...

  13. CHAPTER 9 Conclusion
    (pp. 207-212)

    We live in a job economy. Less than 15 per cent of the nation’s work force are self-employed. The rest are jobholders and job-seekers. Paid employment supplies most of their income and occupies most of their days. Hence, preparing for work, securing employment, and moving up occupational ladders are matters of crucial importance to the American people.

    Manpower planning seeks to improve the human resources of the country and to enlarge their work effectiveness over the long run. Thus it aims to raise the productivity of the economy. It is part of the nation’s overhead investment in a worthwhile and...

  14. APPENDIX. Manpower Development and Training Act of 1962, as Amended (42 U.S.C. 2571-2620)
    (pp. 213-222)
  15. Index
    (pp. 223-227)