REVIEW OF RELATED RESEARCH:

FOREIGN LITERATURE:

In the book “People and Organizational Management in Construction” of Shamil Naoum, Manpower planning can be defined as a management technique for forecasting and selecting the type and number of employees required inorder to achieve specific objectives. The manner in which personnel management deals with manpower planning depends largely on analysis of the external environment and organizational objectives. Moreover the nature of product delivered by the construction industry and the manner in which building team is formed make the selection process of people rather different from other industries. In con-struction, there is a clear divide between professional and management staff at organizational level. This divide implies that there is a need for a long term planning at the organizational level and short-term planning at site level.

In the book,Construction Project Management: Theory and Practice of Kumar Neeraj Jha. Time is the essence of construction projects. Until now, the project time management sys-tem has concentrated on work planning and scheduling. An operational plan and a detailed cal-endar schedule have been prepared to meet project objectives. This includes any necessary project shortening and resource leveling identifiable prior to the start of construction. The work can now proceed with assurance that the entire job has been thoroughly studied and ana-lyzed. To the max innun extent possible, trouble spots have been identified and corrective action has been taken to eliminate them. A plan and schedule have been devised that will provide specific guidance for the efficient and expeditious accomplishment of the work. Project manage-ment now shifts its attention to implementing the plan in the field and establishing a progress monitoring and information feedback procedure. The time management system has entered the execution phase.

It is axiomatic that no plan can ever be infallible, nor can the planner possibly anticipate every future job circumstance and contingency. Problems arise every day that could not have been foreseen. Adverse weather, material delivery delays, labor disputes, equipment breakdowns, job accidents, change orders, and numerous other conditions can and do disrupt the origi-nal plan and schedule. Thus, after construction operations commence, there must be continual evaluation of field performance as compared with the established schedule. Considerable time and effort are required tocheck and analyze the time progress of the job and to take whatever action may be required, either to bring the work back on schedule or to modify the schedule to reflect changed job conditions. Thew actions constitute ihe monitoring and rescheduling phases of the time management system and arc the subjects of discus-sion.

FOREIGN STUDY:

In the study conducted by Jonas Andersson, Henrik Avasalu & David Gabrielson , Re-garding Human Resource Planning (Manpower Planning) , they’ve concluded that; Regard-less of the organisational size and industry the underlying motive behind HRP is to have the right people, with the right skills, in the right places, at the right time. However, the ways to re-alise this motive do differ from one organisation to another depending on the individual pre-requisites. This could be illustrated by breaking down the motive, where finding the right peo-ple, with the right skills is the essential condition for having them at the right place, at the right time. In times of organisational growth or downsizing organisations naturally focus on hiring or retaining the right people with the right skills. However, organisations with a modest employee turnover can focus more on having the people in the right place i.e. concentrating more on making sure that the existing workforce is utilised in the optimal way.

In the study conducted by Adeojo, Adeyinka entitled “Effective Time management for high performance in an organization” , He concluded that Time is an essential resource; it’s ir-recoverable, limited and dynamic.Irrecoverable because every minute spent is gone forever, limited because only 24hours exist in a day and dynamic because it’s never static. According to North (2004), time management is the organization of tasks or events by first estimatinghow much time a task will take to be completed, when it must be completed, and then adjust-ing events that would interfere with its completion is reached in the appropriate amount of time.

Time management is not about getting more things done in a day. It is about getting the things that matter most done. Time management is the ability to decide what is important in your life both at work, at home and even in our personal life. Time is that quality of nature which keeps all events from happening at once. To manage your time, you need to go through a personal time survey and estimate the way your time is being spent. Time manage-ment is a set of principles, practices, skills, tools and system that help you use your time to accomplish what you want. Time management is a skill that many of us seem to learn through necessity. The problem with learning a skill through necessity is that, more often than not, bad habits creep in and, although the skill may be useful in general, we do not use it to its full po-tential. Time management is a skill that takes time to development and perfection. It also is a skill that is different for everyone. Time management refers to the development of processes and tools that increase efficiency and productivity.

LOCAL LITERATURE:

According to the book of Perfecto S. Sison, entitled “Personnel and Human Resources Management” , Human resource planning, also known as manpower planning, is a process of analyzing an organization's human resource needs under changing conditions and develop-ing the activities necessary to satisfy these needs. It is a dynamic management process of in-suring that at all times a company or its unit has in its employ the sight number of people, with the right skills and assigned to the right jobs where they can contribute most effectively to the productivity and profitability of the company. Human resource planning is concerned with the efficient acquisition and maximum utilization of the company's human resource in order to en-able the company to attain its goals and objectives. Thus organizational planning, selection and placement, training, development, and motivation of employees are elements of human resource pluming. Human resource planning is not a new concept. Whenever business exists and employs people, it has had some sort of human resource planning. Business plans in-clude such areas as the people needed to man the business, what skills they should have, when they should be hired, how much salary they should be paid, and the like. For greeter ef-fectiveness, there is s growing trend, towards seriously and systematically utilising the broader aspects of human resource planning.

LOCAL STUDY:

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