HUMAN RESOURCE PLANNING AND MANAGEMENT IN HUMAN SERVICE ORGANISATIONS

Abstract

Human resources form a vital component in the service delivery of the nonprofit human service organisations (HSOs). These HSOs are increasingly dependent on having sufficient qualified direct service and administrative personnel. To study manpower planning and management, a model integrating environmental, internal and individual perspectives is needed. The manpower demand and supply in the HSOs are affected by both the external environment and internal organisational dynamics which in turn affect the workers. With economic and social changes, demands for trained professionals are gradually increasing as more and better services are required. To meet these requirements, proper human resource planning and management is needed. A substantial proportion of the existing direct service and administrative staff lack the requisite skills and training. While Singapore's declining labour supply affects availability, the HSOs'supply situation is largely an outcome of their image and internal factors. To the majority of a selected group of potential workers, the HSOs lack influence, prestige and expertise. Pay and career development opportunities are also rated to be poor. These features affect the HSOs' ability to recruit and retain qualified staff. Findings of this study show that a substantial proportion of the HSOs' administrators profess a lack of operations and personnel management skills. This lack of managerial skills is reflected in the work conditions and staff morale in their organisations. Inappropriate staff utilisation, staff having difficulties in work priorities, heavy workload, stressful relations , absenteeism and high turnover are reported by both direct service and management staff. Although training in related personnel and work management are provided, not all have received such training. Inadequate operations and personnel management practices have contributed to low job satisfaction. Dissatisfaction with staff management practices is particularly pronounced amongst the direct service staff. Significantly less direct service personnel rate morale in their agencies as good. The findings in this study reiterate the need for improved human resource planning and management measures in the HSOs. Without better personnel policies and operation management, it will be difficult for them to compete for qualified personnel in the labour market. A logical start will be to train the existing staff in these essential areas and to upgrade their management and professional skills.