MAnagement BSC

ASSESSMENT OF HUMAN POWER PLANNING AS AN EFFECTIVE
TOOL OF ACHIEVING ORGANIZATIONAL SUCCESS: THE CASE OF

HAWASSA TEXTILE AND INDUSTRIAL PARK S.C
A RESEARCH PAPER SUBMITTED TO DEPARTMENT OF

MANAGEMENT IN PARTIAL FULFILLMENT OF STUDENT RESEARCH
PROJECT
PREPARED BY: ZENALABIDEN TALAHA (ID №: DU 0220/10)
ADVISOR: MR. GEDA H.
JIMMA UNIVERSITY
CONTINUING AND DISTANCE EDUCATION PROGRAM
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT
APRIL, 2022
JIMMA, ETHIOPIA
HUMAN POWER PLANNING AS AN EFFECTIVE TOOL OF ACHIEVING ORG’AL SUCCESS
Research Approval Sheet
This is to certify that this Research entitled “Assessment of Human Power Planning as an
Effective Tool of Achieving Organizational success (The Case of Hawassa textile and
industrial park S.C)” has been developed under my supervision. Therefore I recommend that
the students’ Research can be presented for further and due process.
SUBMITTED BY ID № SIGNATURE
1. Zenalabiden Talaha DU 0220/10
RESEARCH APPROVED BY
Principal Advisor Signature Date
1. Mr. Geda H.
i
Abstract
The main objective of this research paper was Assessment of Human Power Planning as an
Effective Tool for Organizational Success with focus on Hawassa Textile and Industrial Park.
S.C. as a case study. Descriptive research approach was employed to achieve the study
objectives. Both primary and secondary data sources were used for data collection. The
primary source was a standard questionnaire and secondary one includes studies, journals,
bulletins etc. The population of the study comprises of Hawassa Textile and Industrial Park
S.C. The study employed the use of simple random sampling technique to get representative
sample. Data were analyzed using statistical methods such, tabulation and percentages.
Key words Human Power Planning, Organizational Success,
Table of Content
ii
Contents Page
Research Approval Sheet........................................................................................................................i
Abstract.................................................................................................................................................ii
Table of Content...................................................................................................................................iii
Contents Page......................................................................................................................iii
List of Table............................................................................................................................................v
List of Figure..........................................................................................................................................v
CHAPTER ONE........................................................................................................................................1
1. INTRODUCTION.............................................................................................................................1
1.1. Background of the Study........................................................................................................1
1.2. Background of the Organization............................................................................................2
1.3. Statement of the Problem.....................................................................................................3
1.4. Objective of the Study...........................................................................................................5
1.4.1. General Objective..........................................................................................................5
1.4.2. Specific Objective...........................................................................................................5
1.5. Significance of the Study........................................................................................................6
1.6. Scope of the Study.................................................................................................................6
1.7. Limitation of the Study..........................................................................................................6
1.8. Definition of Terms................................................................................................................6
CHAPTER TWO.......................................................................................................................................8
2. LITERATURE REVIEW......................................................................................................................8
2.1. Introduction...........................................................................................................................8
2.2. Theoretical Review................................................................................................................8
2.2.1. Objectives of human power Planning and Development.............................................12
2.2.2. Importance of human power Planning........................................................................14
2.2.3. Types of Human Power Planning and Development....................................................15
2.2.4. Objective of an Organization........................................................................................15
2.2.5. Effects of Human Power Planning and Development..................................................16
2.2.6. Environmental Factors That Influence human power Planning & Development in
Ethiopia 16
2.3. Empirical Review..................................................................................................................17
2.4. Conceptual Framework........................................................................................................19
2.5. Summary of Literature Review............................................................................................20
CHAPTER THREE...................................................................................................................................21
iii
3. RESEARCH DESIGN AND METHODOLOGY....................................................................................21

3.1 Research Design...................................................................................................................21
3.2 Area of Study.......................................................................................................................21
3.3 Source of Data.....................................................................................................................21
3.4 Population of This Study......................................................................................................22
3.5 Sampling and Sampling Technique......................................................................................22
3.6 Instrument of Data Collection..............................................................................................23
3.7 Methods of Data Analysis....................................................................................................23
CHAPTER FOUR....................................................................................................................................24
4. RESULTS AND DISCUSSION..............................................................................................................24
4.1. INTRODUCTION............................................................................................................................24
Section 1 Personal Data.......................................................................................................................24
SECTION B: RESEARCH QUESTIONS.....................................................................................................26
4.2. DISCUSSION OF THE FINDINGS.....................................................................................................33
CHAPTER FIVE......................................................................................................................................35
5. SUMMARY, CONCLUSION AND RECOMMENDATION......................................................................35
5.1. SUMMARY................................................................................................................................35
5.2 CONCLUSION.............................................................................................................................36
5.3 RECOMMENDATION..................................................................................................................37
5.4. SUGGESTION FOR FURTHER STUDY..........................................................................................37
REFERENCE..........................................................................................................................................38
APPENDIX............................................................................................................................................40
II. Questions Related to the Research Objectives................................................................................41
APPENDIX B: INTERVIEW QUESTIONS..................................................................................................45
iv
List of Table
Table 4.1: Sex Distribution of the Respondents......................................................................24

Table 4.2: Marital Status of Respondents................................................................................24
Table 4.3 The above showed that 57% of the total respondents are married while 43% of
them are still single..................................................................................................................25
Table 4.4: Educational Qualification of Respondents..............................................................25
Table 4.5: Age Distribution of Respondents............................................................................26
Table 4.6 Research question 1.................................................................................................26
Table 4.7: who does the Human Power planning of your department?...................................27
List of Figure
Fig 2.1. The Conceptual Framework of the Study..................................................................20
v
CHAPTER ONE
1. INTRODUCTION
1.1. Background of the Study
In the Western countries, Human Power planning and development as a human resource
management (HRM) practice has witnessed a paradigm shift from a micro-analytical
approach to macro strategic approach but in a developing country, micro level perspective is
yet to be fully explored and analyzed. Beside the traditional personnel functions, HRM has
recognized new roles in terms of employee champion, change agent and strategic partner
(Ulrich, 2007).
The importance of obtaining Human Power data and assessing the reliability of such data has
become a salient issue to both practitioners and researchers. The question of how HRM
policies and practices are linked to employee and organizational performance has been a
subject of great interest to academics, practitioners and consultants (Wright, McMahan,
McCormick & Sherman, 2009).
According to Ake (2001) Human Power planning is the first and the most important function
of management. The essence of Human Power planning involves a critical analysis of the
supply, demand, surplus, shortage and utilization of human resources. It is important to note
that Human Power planning is often taken as the most important resources of an organization
because through it, other resources (material and financial) are harnessed to meet the need of
man. The economic development of a country depends on the quality and quantity of its
resources, the state of technology and efficient deployment of resources in both production
and consumption process. Most organizations today is facing problems because they did not
plan for their workforce neither do they have any systematic human resources management
programs that consider organizational goals.
The organization is the place where a certain group of people carry out a series of activities in
a coordinated manner and in accordance with a certain hierarchical structure in order to
achieve objectives (Zakirova and Gimadiev, 2019). In a company, a series of resources
(human and material) are used in an organized and structured way to achieve results (produce
goods or provide services). The creation of the organizational structure of the company
requires identifying what are the tasks that must be developed to achieve the product or
service offered and coordinate them properly to achieve the desired result (Bagheri, 2016).
1
This coordination implies establishing relationships between the different parties to ensure
that the organization functions in an appropriate manner. In the structure of the organization,
these aspects must be considered: In handling Human Power planning, it is a concept that
involves critical analysis of supply, demand, surplus, shortage, wastage, and utilization of
human resources. Human Power planning is necessary in all organization because it is
required for recruitment. Without it, it would be difficult to know the number of personnel’s
required for recruitment. Human Power planning and development helps measurement to
determine: Number of employees, the level of experience each must possess, their salary
scale, the best way to utilize them in an activity which practice increase skills (Omodia,
2009). Therefore, this study tried to assess Human Power planning as an effective tool of
achieving organizational success by using Hawassa textile and industrial park S.C as a case
study.
1.2. Background of the Organization
Awassa Textile and industrial park S.C, a local company established by three Ethiopian
investors four years ago with a registered capital of 600 million birr. The company acquired
the state owned Awassa textile factory through privatization in 2017. The factory was a fully
government owned enterprise, which is established in November 1989. The Textile mill was
an integrated modern factory located in the southern people regional administration capital
city of Hawassa and 273km south of Addis Ababa. The Hawassa textile and industrial park
S.C project concept was initially started in 1978, however, actual pre-feasibility studies made
in 1982 following this, feasibility was conducted during 1983-1985. The city of Hawassa was
selected as for the textile factory mainly because of the following criteria.
 Policy of balanced regional distribution of the country’s industry.
 Availability of adequate infrastructure facilities.
 Proximity to the source of raw materials and the local market for finished products.
It was designed to produce various kinds of woven fabrics from 100% cotton as well as to
finish polyester cotton blended and 100% polyester fabrics. The equipment’s of the factory
are: - an automatic bale pluckier and high speed spinning machines, rapier-looms, a modern
air conditioning system, organized laboratories and a waste water treatment plant are among
the latest in the country. Almost all are Italian origin for the execution of the project a soft
loan was secured through a bilateral agreement conclude between Ethiopian and Italian
2
government. The supply service contract was signed with an Italian general contractor on
July4, 1986 soon after a detailed implantation was worked out.
The Factory consists the following departments.
 Spinning departments Having 124,288 spindle
 A weaving departments having 124 shuttles rapier looms
 Printing and finishing department with a capacity of 36.1 million square meters of
fabrics per annum.
 The necessary utility and auxiliary machinery and
 Equipment’s air conditioning water supply treatment, stream generation water

chemical and physical quality facilities.
The factory’s had holding is 371,000 square meters of which 31275 is covered by building
and 31000 square meter by an effluent treatment lagoon. The total Human Power of the
factory is 1030. The workforce is relatively young with basic knowledge to operate and
maintain the installed machines end equipment. The present capacity of the factory is the
same like in the past period since there is no expansion in the size of the plant or disposal of
the plant or operation.
Hawassa textile and industrial park S.C produce finished products and it exports its product
to countries like Europe and china as well as it also produce for local market. It also gate
semi-finished products from ArbaMinch Textile factory and change it into finished products
and then serves the market.
1.3. Statement of the Problem
This project was carried out to assess the Human Power planning in relation to the
achievement of organizational success. Despite the emphasis being laid on effective and
efficient Human Power planning and development, an organization still faces more problems
in Human Power planning and development. Among the problems are as follows;
 There is increase of waste of materials, time and money in the organization.

 There is unnecessary breakdown in organizational operations.
 There are no clear-cut policies for the guidance and co-operations of all personnel who
are accountable for day-to-day executive decision.
3
 There are no interpretations of what each segment of the organization must do so that
every function will be integrated with all related activities and this resulted to gaps and
duplications of work.
 There is confusion, misunderstanding and conflict about roles and responsibilities of
people employed in the organization
 There is no established administrative control in order to assume the attainment of
desired results in conformity with approved objective, policies and programs.
 There is no clarity results desired, criteria and schedules so that every manager in the
system will know what is expected of the organization as a whole and his department.
According to Ake (2001), the development of indigenous Human Power to serve as the
propelling force for national growth and development is no doubt a key to developing
nation’s socio economic and political development. This is quite indispensable considering
the argument of the concept of transfer of technology as a propelling force for the
development of the developing countries of which belongs (Ake 2001). However, it is
important to state that the lack of adequate emphasis on Human Power planning and
development as a tool for development in Ethiopia on the part of government as well as
Africa’s Public Service Delivery & Performance Review the organized private sector could
not be far-fetched from the lack of understanding of both the concept and methods for Human
Power planning and development (Ekpo 2009). Thus, Human Power planning and
development became an elitist design that was geared to favor capitalist mode of production
in which labour was relegated to the background among the factors of production (Omodia,
2009:113).
Basically, Human Power planning and development involves applying the planning process
to human resources in the organization. The need to invest massively in Human Power
planning and development in recent time cannot be over emphasized if the achievement of
organizational success is to be realized. No wonder, Armstrong (2010) argues that the role of
human resource planning and development in the achievement of organizational success is an
art and science in its own right. Thus, Hawassa textile and industrial park S.C offers an
appropriate framework to examine how a basic HR practice such as human power and
development, that has received considerable attention in Western countries could serve as a
useful HR planning tool, will affect organization performance in a developing country like
Ethiopia.
4
It may be asked why Human Power planning and development deserves special attention
instead of emphasizing the conventional and popularly known pathologies of the companies
such as: inefficiency, accountability, status conflict between technical professionals and
generalist administrators, nepotism, corruption, physical conditions of work among others. It
would seem that Human Power planning and development is so important to HR functions,
especially in evaluating the link between it and organizational performance and how well
they fit together is important. A number of studies such as Omodia (2009:113), Oguniyi
(1992:122) have been carried out and solutions have been suggested, but the problem
remained endemic and persistent in many companies especially in developing countries like
Ethiopia. The previous studies carried in this area did not focused on the time frame,
adequate financial resources, and organizational problems in relation to human power
planning. This study therefore, seeks to examine the assessment of human power planning
and development in Hawassa textile and industrial park S.C’s performance in the country’s
perspective. Thus, the research answered the following questions:
1) How previous human power planning was used to prepare new Human power plan
for the organizations success?
2) Does adequate information needed in the organization to bring organizational
success?
3) How to ascertain whether adequate financial resources are provided for the human
resource planning?
4) What the role human resource development to address the problems of the firms.
1.4. Objective of the Study
1.4.1. General Objective

 The general objective of the study was to assess human power planning and
development as an effective tool of achieving organizational success using Hawassa
textile and industrial park S.C.
1.4.2. Specific Objective
 To describe how previous human power planning is used to prepare new human
power plan for the organizations success.
 To verify how adequate information needed in the organization to bring
organizational success.
5
 To ascertain whether adequate financial resources are provided for the human
resource planning.
 To identify the role of human resource development to address the problems of the
firms.
1.5. Significance of the Study
It is believed that this study is beneficial to the followings points; firstly, the study will be of
immense benefit to the company under study. It will help them know that they have to
consult the previous human power planning and development plan before determining
whether to prepare new human power planning and development. Secondly, the study shall
be of great help to managers in gathering information that will help them while planning for
the human power and its development. Thirdly, this study will serve as an aid academically to
widen the knowledge of the researcher in the field of business and it will serve as a reference
source by future researchers. Lastly, this study will also help the government in making their
human power planning and development budget estimates on yearly bases.
1.6. Scope of the Study
This study was limited to Hawassa textile and industrial park S.C. The researcher adopts a
descriptive approach, which enables the researcher to gather analysis and interpret the set of
data, which will be used for explanation of underlying factors that surround the need of this
research work. Thus, the information obtained was based on the answers received from
questionnaires with the staff.
1.7. Limitation of the Study
The researcher has faced the following problems during the intervention of the study. These
includes lack of appropriate time to conduct the study, lack of adequate financial resources to
conduct the study, and the distance of the study area from the researchers living area.
However, the researcher has tried to conduct the research appropriately.
1.8. Definition of Terms
Management: This is a social process entailing responsibilities for the effective and
economical human power and development and regulation of the operations of an enterprise,
in fulfillment of a given purpose or task, such as responsibility involving (Armstrong, 2010);
6
a) Judgment and decision in determining plans and development of data procedures to

assist, control of performance and progress against human power planning and
development.
b) The guidance, integration, motivation and supervision of the personnel composing the
enterprise and carrying out its operations.
Decision Making: This is the human power planning and development process which
involves selecting the best course of action for accomplishing stated objectives from the
possible alternatives.
Policies: A policy is a guide to the actions and decisions of people.
Procedures: A series of related steps that are to be followed in an established order to

achieve a given purpose.
Rule: A statement that either prescribes or prohibits action by specifying what an individual
may or may not do in a specific situation.
Productivity: Productivity is a measure of an enterprise ability to produce more goods and

services with less input (people, materials, money and information) and thus less cost.
7
CHAPTER TWO
2. LITERATURE REVIEW
2.1. Introduction
The purpose of this study is to examine how human power planning and development would
be an effective tool for achieving organizational success using Hawassa textile and industrial
park S.C, as a case study. A number of investigations and studies have been made both on
human power planning and development and success of an organization, such investigations
and studies provide a framework for further investigation and leading to the ultimate
development of existing ideas. In this chapter, the researcher concentrated on reviewing
related literature and various aspects of studies affecting human power planning and
development.
2.2. Theoretical Review
The issue of theoretical review on human power planning and development can be used to
mean a predetermined course of an action, but defining human power planning and
development in such a way does not make an organization to have a clear view of what the
word human power planning and development really stand for. However,
one of the objectives of human power plan for a manager is Its utility as a planning and
control techniques. A human power plan, because it is systematically done, enables a
manager to predict his human power requirement and control the member of human power
need to the firm's business plans, control wage and salary costs. The purpose of having
human power plans either in the short run or long run is to have an accurate estimate of the
number of employees required, with matching skills requirement to accomplish organizations
success. An information of human power plan is necessary for management to get
information about the manner in which existing personnel are deployed, the kind of skill
required for the various categories of jobs, and human power requirement over a specified
8
time. Other objectives of human power planning is to ensure optimum use of human
resources in an organization to cope with the technology development and modernization,
ensure higher labour productivity and most of all to ensure career planning of every employee
of the organization and making succession programs.
To have the right number and the right quality of people requires effective human resources
planning and serious managerial attention and commitment. This is important for a number of
reasons which are as follows:
 For any organization to achieve a reasonable degree of success, it must not be equipped
with excess or inadequate human power planning and development. Human resources
are costly to acquire and retain, therefore making it economically difficult to justify
keeping excess human power. The size, the excess stock piled employees can create
serious problems for organizations, for example, it can become a serious drain on
profits. In most of our government ministries or parastatals, surplus or ideal employees
also find themselves unengaged in any productive work tend to be bored and frustrated
for having no tangible or constructive work to do. At the same time, the organization
cannot afford to keep too few employees as overwork by the few available employees
may retard\ work progress and lead to a lot of dysfunctional behavior on the part of
employees. Effective human resources planning that take into account the whole area of
potential planning factor can help determine the right quantity and the kind of
employees to keep.
 Effective human resources planning can be very useful in stabilizing employment level
particularly when a firm is faced with a variable product demand care.
a) Reduce the firm’s unemployment compensation, liability cost incurred due to
lay-offs.
b) Provide more job security to the organization’s employees.
c) Minimize the cost of overtime during peak periods of demand.
 The need to cope with possible future changes and competitive forces in both the
product and labour market. In technology and government regulatory requirement calls
for a realistic effective human resource planning. Over the past 10 years, our economy
has witnessed phenomenal changes hitherto inexperienced in our history. Business
complexity and competition has reached unprecedented height such that the fortune of
many product and services has changed overnight. For example when the Central Bank
of Nigeria (CBN) liquidity squeeze on banks became a major threat to survival, banking
9
as a service took a new face. Armchair banking gave way to more aggressive banking
practices. Banking executives took the street to sell their services and canvass for
depositor’s fund. Today, many banking institutions are looking for aggressive
marketing executives.
 Sometimes, the need for strategic business planning that could permit the breaking of
new grounds or the outwitting of the competitions may come from an effective human
power planning.
If organizations must grow and survive in the increasingly competitive business world, it
must have no optimum of talented human power. It is needless to say that talented and highly
productive individuals are always in short supply and often require longer period of training.
Human power planning and development also helps to anticipate future situations or
conditions and their likely consequences. As such it enables an organization to provide for
means of embracing future uncertainties or at least ameliorate their negative effects. This is
done by reducing the risk exposure inherent in business operations in view process of
stemming enterprise objectives and selecting future cause of action necessary for their
accomplishment. The success or failure of any organization depends much on adequate and
proper human power planning and development of a given organization managers and
administration. For an organization to achieve its objectives effectively without human power
planning and development is the exception rather than the rule. Effective manager do not, and
cannot depend on the fate of the word of oracle as substitutes for human power planning and
development. Therefore, any individual or organization that wishes to succeed in business
must of necessity equip its human power planning and development.
Human power planning and development is an activity performed by all level of management
and as such human power planning and development is a function of all managers, although
the character and breath of human power planning and development will vary with each
manager’s authority and with the nature of the policies and plan outlined by the supervisors.
If managers are not allowed a certain degree of discretion, human power planning and
development responsibility, they are not truly managers. Therefore, every manger within an
organization must equip it human power planning and development. The involvement of
managers in human power planning and development is based on the idea that the success of
a plan depends on commitment to the plan by those responsible for performance. Although,
top-level manager spend a larger proportion of their time in planning activities than for
10
middle managers or first-time supervisors, generally, high level executives are involved in
establishing guidelines for carrying out specific actions at lower levels of authority. To do
this, executives spend a large portion of their time surveying the economics, technical,
political and social environment to identify new opportunities and relationship that others
have not seen. For top level management planning managers must develop various courses of
action for making needed strategic changes during the life of an assessment and review of
outcomes of past strategic actions. These types of planning are broad, long range quite
creative in nature.
a) Demand Forecasting: The idea of demand forecasting entails predicting and

targeting. This involves a process of estimating the future quality of human power
planning and development required by an establishment.
b) Supply Forecasting: Human power resources comprises of the total effective effort
that can be put to work as shown by the number of people available and the capacity of
employees to do the work and their productivity. Supply forecasting also include
human power planning that is slightly available from within and outside the
organization having allowed for absenteeism, internal movement, promotion, wastage
and change in hours and conditions of work.
c) Determine Human Power Recruitment: Human power planning is determined by
relating the supply to demand forecast and establishing any deficit or surplus that will
exist in the future.
d) Human power Productivity and Cost: Productivity is the output of goods and
services which can be obtained from a given input of employees within the
organization. human power planning and development cost on the other hand represent
the overall expenditure of human power planning which includes remuneration cost,
retirement cost, training cost and personnel administration cost.
e) Action Planning: The human power planning should be prepared on the basis of
human power requirement and the implication of the information on productivity and
cost. The main demand depending on circumstances will consist of requirement
planning, redundancy plan, re-development plan, productivity plan and retention plan.
f) Human Power Budgeting and Control: This is concerned with estimating human
power planning and development requirement in terms of numbers, skills and goals
needed to accomplish a specific task within a time frame which is usually a financial
11
year. It should also clarify responsibility for implementation and establishment of

reporting procedure, monitoring against the human power plan.
Based on the above findings, described activities are not only necessary for the development
of staff but also take care of the ever-increasing functions of the organization. However, the
authority to conduct certain types human power planning and development is delegated to
lower level managers for middle and supervising position. Planning is more routine,
specialized and for short period into the future. Some of the detailed plans develop by these
managers are more closely related to standard procedures, methods, schedules and miles. In
any event, human power planning and development cannot be successful unless top
executives support, function and provide clear objective in which human power plans can be
based. At each of many phases of human power planning and development, decision must be
made, problems must be diagnosed, alternatives must be brought and evaluated and the
alternative that appears the most suitable is what must be selected.
Human power planning and development involves the decomposition of problems and issues
into their component parts application of information and selection of actions to achieve
predetermined end. Consequently, this aspect of the manager’s task involves hard thinking,
which implies that human power planning involves decisions making that is choosing from
among alternative future cause of action. It’s the care of human power planning and
development. A plan cannot be said to exist unless decision, a commitment of resources,
direction or reputation has been made. Managers must make choice on the basis of limited or
bounded rationality. That is, they must make decision in the height of everything they can
learn about situation, which may not be everything they should know. Decision making is
however only a step in human power planning and development, even when is done quickly
and with little thought or when it influences action for only a few minutes. However, when it
is evident that decision permits all planning’s, all decision making are not necessary
planning. Decision may be made without human power planning and development. However,
one cannot conceive of human power planning with decision making (Gullet, 1981).
2.2.1. Objectives of human power Planning and Development

According to Geisler (1967), one of the objectives of human power plan for a manager is Its
utility as a planning and control techniques. A human power plan, because it is systematically
done, enables a manager to predict his human power requirement and control the member of
human power need to the firm's business plans, control wage and salary costs. The purpose of
having human power plans either in the short run or long run is to have an accurate estimate
12
of the number of employees required, with matching skills requirement to accomplish

organizations goals. An information of human power plan is necessary for management to get
information about the manner in which existing personnel are deployed, the kind of skill
required for the various categories of jobs, and human power requirement over a specified
time. Other objectives of human power planning is to ensure optimum use of human
resources in an organization to cope with the technology development and modernization,
ensure higher labour productivity and most of all to ensure career planning of every employee
of the organization and making succession programs.
According to Cadson (1982), to have the right number and the right quality of people requires
effective human resources planning and serious managerial attention and commitment. This
is important for a number of reasons, which are as follows:
 For any organization to achieve a reasonable degree of success, it must not be equipped
with excess or inadequate human power planning and development. Human resources
are costly to acquire and retain, therefore making it economically difficult to justify
keeping excess human power. The size, the excess stock piled employees can create
serious problems for organizations, for example, it can become a serious drain on
profits. In most of our government ministries or parastatals, surplus or ideal employees
also find themselves unengaged in any productive work tend to be bored and frustrated
for having no tangible or constructive work to do. At the same time, the organization
cannot afford to keep too few employees as overwork by the few available employees
may retard\ work progress and lead to a lot of dysfunctional behavior on the part of
employees. Effective human resources planning that take into account the whole area of
potential planning factor can help determine the right quantity and the kind of
employees to keep.
 Effective human resources planning can be very useful in stabilizing employment level
particularly when a firm is faced with a variable product demand care. According to
Greenland and Riggs (1979) such stabilization can:-
d) Reduce the firm’s unemployment compensation, liability cost incurred due to
lay-offs.
e) Provide more job security to the organization’s employees.
f) Minimize the cost of overtime during peak periods of demand.
 The need to cope with possible future changes and competitive forces in both the
product and labour market. In technology and government regulatory requirement calls
13
for a realistic effective human resource planning. Over the past 10 years, our economy
has witnessed phenomenal changes hitherto inexperienced in our history. Business
complexity and competition has reached unprecedented height such that the fortune of
many product and services has changed overnight. For example when the Central Bank
of Nigeria (CBN) liquidity squeeze on banks became a major threat to survival, banking
as a service took a new face. Armchair banking gave way to more aggressive banking
practices. Banking executives took the street to sell their services and canvass for
depositor’s fund. Today, many banking institutions are looking for aggressive
marketing executives.
 Sometimes, the need for strategic business planning that could permit the breaking of
new grounds or the outwitting of the competitions may come from an effective human
power planning.
 If organizations must grow and survive in the increasingly competitive business world,
it must have no optimum of talented human power. It is needless to say that talented and
highly productive individuals are always in short supply and often require longer period
of training. The current shortage in critical human power skill, are bound to surface.
Organizations that require such a high-level of skilled personnel must plan ahead for the
needed human power.
 Human resource planning helps to avoid or minimize the usual chaotic problems of
management succession created by either the sudden death or resignation of key
executive. Human resource planning permits succession plan for replacement to be
drawn up well in advance and be much known to all concerned.
2.2.2. Importance of human power Planning

Human power planning is the process of determining human power requirement in order to
carry out the integration plan of the organization. “Human power planning is indispensable
for an organization to perform the activities efficiently as well as in a way that apparent and
the organizational development as well as the success of the business is on account of highly
competent people that a business organization keeps. human power planning is one of the key
functions of human resources management that manages to maintains the good will of a,
business while giving duly importance to the 'M' (for man or human element) than that no
other 'M' (machine, material or money) is more valuable.
Belts (1994) View that human power or human resources must be utilized as effectively as
possible because depends on the accurate prediction and control been confronted with labour,
14
supply problems which could easily have been avoided by careful human power planning.
Hackett (1979) state some of the major uses and importance of human power planning as
follows; to anticipate redundancies and if possible find ways of preventing them and their
attendant human and financial cost
i. To monitor ratio of human power to their cost in order to assist decision regarding the
best use of financial resources.
ii. To provide basis for training and development programs geared to meet the
organization needs.
iii. To identify human power need for future and making plans for recruitment and
selection.
2.2.3. Types of Human Power Planning and Development
There are many ways to classify plans. According to Okoye (1997), these could be thought of
in terms of substance of planning, the variety of plan that is produce, and the value to be
anticipated from planning. Koontz etal (1980) classified human power planning and put them
in a hierarchy as below;
1) Purpose of mission: The mission or purpose identifies the basic function or task of an
enterprise or agency or any part of it.
2) Objectives: The organization activity is directed towards these results.
3) Strategies: This is used in the military to mean plan made in the tight of what is
believed on adversary might not be so. The purpose of strategies then is to determine
and communicate through a system of major objectives and policies a picture of what
kind of enterprises is envisioned.
4) Policies: Hicks and Gullet (1981), define policies general statement that guide
decision-making. Within the framework existing or anticipated resources.
5) Budget: Agu (2003), budget are statement of financial resources, the budget is
necessary for control but cannot serve as a sensible standard of control unless it
reflects plan.
2.2.4. Objective of an Organization
According to Obi (2005), objective can be defined as the result of every activity and they are
result business expects to achieve. These results are to motivate their workers and raise their
15
morale, accomplished their goal and thereby helping to increase productivity to improve
competitive advantages. It also involves work towards a common goal. This helps to provide
the sense of unity, harmony and accomplishment that are needed for cooperative efforts.
To maximize profit, which comes by increasing market shares through expansion, also to
provide a conducive marketing environment, which will create employee satisfaction,
commitment and expand business opportunities?
2.2.5. Effects of Human Power Planning and Development
According to Agu (2003), Human power planning and development gives the organization a
sense of direction and purpose. Thus, the consistent guides needed in resources allocations
are used in performing other activities are provided. It increases the skill of a manager in
accurate decision-making and thereby reduces the chances of mistakes and errors. It also
reduces waste of materials, time and money. According to Obi (2005), Human power
planning and development is used to anticipate problems and take corrective action before
they become menace to the organization operations and to co-ordinate all significant
activities so that personnel, facilities and materials can be made available at required time. It
also minimizes redundancy, duties and correctly helps to allocate duties and positions in
business. It set a precise practicable and understandable manner in the organization. It
provides the means of integrating and viewing the organization as well as visualizes how the
overall goals are interrelated in achieving the overall goals rewarding subordinates.
According to Drucker (1954) defines it as a means of using subordinates. It is a means of
using goals to motivate people rather than to control them.
2.2.6. Environmental Factors That Influence human power Planning & Development in
Ethiopia
1) Educational factor: The pursuit of wrong policy or a shift in the educational policy of a
country can cause a shortage in human power requirement of a nation. This is in the case
of developing countries where the educational policies had focused on the trading of
administrative personnel’s to the neglect of their technical counterpart.
2) Technological factors: With change in technology, there must be change in skill
requirements of industries. Many jobs are been deskilled because many factories, apart
from manufacturing new parts are decommissioning old ones while many joinery
workers are now factory maids. Therefore, a change in the technology employed in an
16
organization or in any arm of the enterprise or the use of semi-finished product will have
definite effect on human resources, especially on their occupation and skill.
3) Social change or factors: Experience has shown that many youths, do not want to
remain in rural areas but want to go to the urban centers where they can enjoy social
amenities provided by the government. Where there is a dearth of labour for the
industries located in the rural areas, there is excess for those in the urban areas.
4) Economic factors: Economic also play an important role in the labour supply and
mobility in any country.
5) Political changes: A change in government in this country usually put fear in
organization or enterprises as the policy statements of successive government create one
hardship or the other for industries and sometime disrupt continuity.
2.3. Empirical Review
Empirical review in this study is used to outline the steps in human power planning and
development which are as follows:
according to Steiner (1969), human power planning and development as a process which
beings with objectives, defines strategies, policies beings and detailed plan to achieve them,
which establishes an organization to implement decisions, include review of performance and
feedback to introduce a new human power planning circle.
According to Agbato (1988), Human power planning and development is our effort to equip
our personnel, visualize the future, as history by determining how we could want the future to
appear. Human power planning and development is not how precisely we can predict the
future but rather to uncover the things we must do today in order to have a future. This
implies that human power planning and development involves forecasting. Almost all human
power planning and development involve forecasting and managers depend upon these
forecasts in determining cause of action. To do this, managers must be able to look at the
present and prepare it with past to be able to predict the future
According to the study knootz etal (1993), a study done on the steps in human power
planning and development focused on the Demand Forecasting, Supply Forecasting,
Determine Human power, action planning and Human Power Budget and control.
17
. According to the study Onoha, (1999), for human power planning and development to be
effective, it must include the following principles;
1) Human power planning and development should be based upon clearly defined
objective and make use of all available information.
2) Human power planning and development should consider factors in the
environment which will help or hinder the organization in reaching its goals.
3) They should take account of the existing organization and provide for control, so
that performance can be checked with established standards.
4) They should be précised, practicable and simple to understand and operate.
5) They should be flexible, to ensure that circumstances necessitates change and this
can be affected without disrupting the human power plan.
Therefore, human power planning and development has one primary aim and that is the
attainment of individual and company objectives
According to the study Mondy and Noe (2006) advocated that human resource planning is the
entry point of human resource management concerned with the determination of human
resource requirements, job analysis, recruitment, selection and socialization. In relation to
this, Reilly (2003) defined workforce planning as a process in which an organization attempts
to estimate the demand for labor and evaluate the size, nature and source of supply, which
will be required to meet the demand.
According to the study Anyim, Mba and Ekwoaba (2012) indicated, the opinion that Human
resource planning is a first and most basic, activity of the human resource management
function. Khadka (2009) stressed that human resource planning must be linked to the overall
strategy of the organization. Koubek (2007) stated that personnel planning serves to achieve
the goals of the organization by development prediction, setting the targets and realizing
arrangements leading to current and future ensure of business tasks with adequate human
power.
According to the study Dessler and Varkkey (2009) affirmed that personnel planning
embrace all future positions and planning flows from the firm’s strategic plan. Mullins (2003)
condemned that human resource planning as the process of planning for the workforce
needs of an organization to ensure that the personnel needs are constantly met and this is
achieved through demand and supply analysis.
18
According to the study Dwevedi (2012) saw human resource planning as a process which
helps out in properly performing important human resource functions such as true and timely
information which is provided about when to do recruitment of employees.
According to the study Cascio (1992) narrated that human resource planning can be defined
as an effort to anticipate future business and environmental demands on an organization, and
to provide the employees to fulfil that business and satisfy those demands.
Therefore, based on the findings of different studies: Human Power planning and
development involves selecting missions and achieving them, it requires decision making that
is chosen from among alternative future causes of action. Human power planning and
development thus provide a rational approach to achieve presented objections.
According to the study Berneth (1996) defines human power planning and development as
the deliberate and systematic determination of how to use personnel’s in the future in order to
fulfill the organizations mission and meet its objectives, give certain predicted or intended
conditions. This definition shows that concerns for human power planning and development
imply a future orientation and as such the essence of it is to prepare for and predict events.
Because of constant changes in the environment, continuous human power planning is an
essential change that faces managers to plan in an attempt to reveal in advance opportunities
for, and threats to the program. In most cases, success or failure depends on a capacity to
adapt to plan both to new information and changing environmental conditions. Thus, human
power planning and development is a process by which managers utilize and determine future
action that will lead to realization of desired objective.
2.4. Conceptual Framework
The conceptual framework of the study will be presented as follow:
Human Power
Planning
Adequate Organizational
Information Success
Financial resource
19
Human Power
Development
Fig 2.1. The Conceptual Framework of the Study
2.5. Summary of Literature Review
Human power planning and development is a leading function of management. This is

because Human power planning and development determine the premises and direction of
activities on the organization failure to plan to lead the organization without focus and
direction, and in effect results in stunted growth and eventual extermination. It suffices to say
that organizational performance largely depends on the quality of plans. Good Human power
depends on the orientation and skill of the manager.
To assist managers enhance their planning skills management experts have recommended
among others the application of scientific decision making process and the understanding that
Human power planning and development is a continuous exercise which has to be followed
in a systematic, objective and step by step manner, an indebt understanding about the
classification, types of plan and why plan fail, further equips the manager to develop realistic
plans. Two important modern approaches to human power planning and development,
strategic human power and management by objectives and the need to understand the
dynamics of planning and to integrate plan at various
Levels of the organization into a comprehensive and unified system and purpose. Human
power planning and development is not an event that steps abruptly. An ongoing process
reflects and adapts to changes on the environment. It is a fundamental and primary
management function. It is the head that drags the other management functions. It involves
setting of goals and training personnel in order to achieve these goals. In other words, it is a
process of selecting enterprise objective or department goals and devising means of
accomplishing them. Effective Human power planning will ask the following question: where
do we start from? Where do we go from the starting point? What do we go there to do? Who
goes with us? What do we go with? These questions are necessary because without them
managers cannot work with people and resources effectively.
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CHAPTER THREE
3. RESEARCH DESIGN AND METHODOLOGY
This chapter is designed to present the overall design and methodology of the study. The
chapter contains the methods for obtaining data, which enabled the researcher test hypothesis
or answer research questions.
3.1 Research Design
The researcher adopted a descriptive research design which enables the researcher to gather
analysis and interpret the set of data, which is used for explanation of underlying factors that
surround the need of this research work. Survey approach was used because it help the
researcher in the collection of data using questionnaire, which involves mainly the fieldwork
of this study.
3.2 Area of Study
This research focused on the assessment of Human power planning and development as an
effective tool for achieving organizational objectives in Hawassa textile and Industrial park
S.C.
3.3 Source of Data
The necessary data for the study was collected from two main sources namely:
 Primary source and

 Secondary source
Primary source:
21
These are materials of statistical investigation, which was collected by the researcher for a
particular purpose. They were obtained through a Survey, questionnaire, and interview or as
experiment; the researcher adopted the questionnaire method for this study.
Secondary source:
These are data from textbook Journal handset etc. they arise as byproducts of the same other
purposes. Examples include administration, various other unpublished works and write-ups
will be also used.
3.4 Population of This Study
The population of this study was made up of the staffs of Hawassa textile and industrial park
S.C related to the study area i.e. size of 1030 in number.
3.5 Sampling and Sampling Technique
The Stratified sampling method was used to get the proper sample for the study. This method
enabled us to obtain reliable and valid response. It is also most suitable because the sampling
size is small and avoids bias in the results obtained, it ensures accuracy. It is also practicable
economical and convenient.
The sample is obtained from the different department of the organization: Accounts 200,
Warehouse 200, Administration 150, Marketing 206, and Production 274. Totally, the
population contained 1030 employees. This was drawn from the firm in question, which
involves workers from the following departments, accounting, administration, marketing, and
warehouse production department of the mentioned organization under study. The sampling
size is generalized by using the following formula;
N
SS= 2
1+ N ( e )
Where N = Population
E = Tolerable error
Assuming that 5% is the tolerable error

1030
SS= 2 SS=294
1+1030 ( 0.05 )
22
Sampling size = 294
3.6 Instrument of Data Collection
The researcher used of a questionnaire for data collection. This involves a set of question that
are related to the purpose of the study and the hypothesis to be verified. The questionnaire
will contain two sections. Section A and B, Section A contains personal data of the
respondent such as sex, marital status, qualification etc. Section B contains questions that
requires both direct and indirect answers, which requires the respondent to tick the one that
appeals him most.
3.7 Methods of Data Analysis
The data collected through the responses given in the questionnaire were analyzed with the
use of statistical method like tabulations, percentage and chi-square test. The importance of
using tabulation cannot be over emphasized by detailing the data gathered into meaningful
groups, which enables the researcher to understand and to prepare qualitative data for the
sake of easy understanding and their significant value appreciated. The percentage analysis is
also of great importance in calculating the total responses and in response based on
percentage scores.
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CHAPTER FOUR
4. RESULTS AND DISCUSSION
4.1. INTRODUCTION
This chapter intends to present, analyze and interpret the data obtained from the questionnaire
for the purpose of this analysis; statistical method of presentation was used. It also involved
the use of average and percentile for each response given. Two hundred ninety four
questionnaires were distributed to the different categories of workers from different
department of Hawassa Textile Factory. The researcher decided to work with the
questionnaires copies that were well competed, the number was believed to be a good size for
the validity and reliability of the study.
Section 1 Personal Data
Table 4.1: Sex Distribution of the Respondents
Options Respondents Percentages

Male 126 43
Female 168 57
Total 294 100
From the above table it is noted that 126 respondents representing 43% were male while 168
respondents representing 57% were female.
Table 4.2: Marital Status of Respondents

Single 126 43
24
Married 168 57
Total 294 100
Table 4.3: The above showed that 57% of the total respondents are married while 43%
of them are still single.

Accounts 55 19
Warehouse 42 14
Administration 76 26
Marketing 63 2
Production 58 20
Total 294 100
From table 4.3 above 25.7% of the respondent are from administrative department, 21.4% are
from marketing followed by production with 20%, 18% are from warehouse department and
14.3% are from account department.
Table 4.4: Educational Qualification of Respondents
Option Respondents Percentages

G.C.E 54 19
F.S.L.C 29 10
HND/B.Sc. 85 29
Masters and Above 126 43
Total 294 100
From table 4.4 above, master’s degree and above holders are represented by 126
person(43%), 85 are HND/B.Sc. holders (28.6%), 54 are G.C.E. holders (18.5%), while 29
25
are F.S.L.C. holders (10%).This shows that majority of the respondents sampled for this
study are master degree holders.
Table 4.5: Age Distribution of Respondents

17-22 21 7
23-27 42 14
28-32 105 36
33 and above 126 43
Total 294 100
From table 4.5 above, 21 respondents representing 7% belong to the age group of 17-22
years, 42 respondents representing 14% belong to the age group of 23-27 years, 105
respondents representing 36% belong to the age of 28-32 years old, while 126 respondents
representing 43% belong to age group of 33 years and above. This shows that majority of the
respondents sampled for this study are 33 years and above.
SECTION B: RESEARCH QUESTIONS
Table 4.6 Research question 1

In which of these categories does your business fall in to?

Commercial 168 57
Manufacturing 84 29
Service 42 14
Total 294 100
26
From the question 1, 168 respondents representing 57% are from commercial department, 84
respondents representing 29% are in manufacturing department while 42 respondents
representing 14% are in service department. This show that majority of the respondents
sampled for this work are in commercial department.
Research question 2
Table 4.7: who does the Human power planning of your department?

Sectional heads 105 26
Departmental personnel 147 50
All members of department 42 14
Total 294 100
Question2 indicated that 105 or 36% respondent’s sectional heads, 147 or 50% respondents
are departmental personnel while 42 respondents representing 14% are all members of
department.
Research question 3
How do you rate your work place generally?

Highly conducive 168 57
Conducive 105 36
Not conducive 21 14
Total 294 100
From the question 3 above, 168 or 57% respondents are highly conducive, 105 or 36%
respondents are conducive while 21 or 14% are not conducive.
27
Research question 4
Do you agree that adequate time is needed in preparing for effective Human power planning?

Agreed 126 43
Strongly agreed 147 50
Disagreed 21 7
Total 294 100
From the question 4 above, 126 respondents representing 43% agreed that adequate time
frame is needed in preparing for effective Human power planning while 147 with 50%
strongly agreed and 21 with 7% disagreed.
Research question 5
Does previous Human power serve as a good base in determining the new Human power
plan?

Agreed 168 57
Partially agreed 84 29
Disagreed 42 14
Total 294 100
From the question 5 above, it was observed that 168 or 57% of the respondents agreed that
previous human power serve as a good base in determining the new Human power planning,
84 or 29% of the respondents partially agreed and 42 or 14% disagreed.
Research question 6
How do you rate job satisfaction in your present employment?

Very good 189 64
Average 63 22
Below average 42 14
Total 294 100
28
From the question 6 above, it was discovered that 189 or 64% are very good in rating job
satisfaction in present employment, 63 or 21% are average while 42 or 14% are below
average.
Research question 7
Which of the following is considered to be the principal of Human power planning and
development?

Consistency 42 14
Simple to understand 42 14
Clearly defined objectives 43 15
All of the above 167 57
Total 294 100
From the question 7 above, 167 respondents representing 57% considered all of the above to
be principal of Human power planning while 42 or 14% respondents are for consistency,
simple to understand and clearly defined objectives.
Research question 8
Do you agree that none Human power planning adversely affect the employee’s
performance?
Options Respondents Percentage

Agreed 105 36
Disagreed 21 7.2
29
Total 294 100
From the question 8 above 168 or 57% respondents strongly agreed that none Human power
planning and development adversely affect the performance of the organization, 105 or 43%
respondents agreed on the opinion while 21 or 7 respondents disagreed.
Research question 9
Do you agree that Human power planning is necessary for an organization to carry out duties
effectively?

Agreed 252 86
Disagreed 42 14
Total 294 100
From the question 9 above, the table showed that 252 or 86% respondents strongly agreed
that Human power planning is necessary for an organization to carry out their duties
effectively while 42 or 14% respondents simply disagreed. This is an indication that Human
power planning helps management of organization to perform their duties effectively.
Research question 10
Do you agree that Human power planning and development makes organization less
difficult?

Agreed 67 22
30
Disagreed 42 14
Total 294 100
In question 10 above, 189 respondents that is 64% respondent indicated that they strongly
agreed to the fact that Human power planning makes organizing less difficult, 67 respondents
with 22% agreed while 42 with 14% disagreed.
In your opinion does Human power planning and development aid faster and better
attainment of organizational success?

Yes 168 57
Partially no 84 29
No 14 14
Total 294 100
From the question 11 above, 168 respondents that is 57% of the respondents said yes with
full confidence that Human power planning and development aid faster and better attainment
of organizational success, 84 or 29% respondents partially said yes while 14 or 14% said no.
this indicated that Human power planning aid faster and better attainment of organizational
success.
Is Human power planning an effective tool necessary for management?
Options Respondent Total

Yes No
Senior staff 189 42 55
Manager 42 21 15
31
Total 231 63 70
From the question 12 above, the information on the table indicates that 189 respondents of
both senior staff and managers agreed that Human power planning is necessary for
management development while 15 respondents disagreed on the assertion. This shows that
employees feel that with Human power planning and development managerial skills will be
acquired.
What benefit can the company derive from Human power planning and development?

Managerial development 126 43
Employees satisfaction 147 50
No benefit 21 7
Total 294 100
From the question 13 above, 126 respondents representing that Human power planning leads
to managerial development and 147 respondents representing 50% indicated that Human
power planning and development leads to employee’s satisfaction. Only 21 respondents
representing 7% indicated that there is no benefit derivable from Human power planning and
development.
Are you prepared to bear the risk associated with Human power planning and development?

Fully 168 57
Partially 84 27
Not at all 42 14
32
Total 294 100
From the question 14 above, the data shows that 168 or 57% respondents would full be
prepared to bear the risk associated with Human power planning and development, while 84
or 28% would partially be prepared be bear to the risk associated with Human power
planning and development. Only 42 or 14% respondents would not at all be prepared to bear
the risk associated with Human power planning and development.
4.2. DISCUSSION OF THE FINDINGS
From the data analysis, it revealed that Human power Planning and Development has an
effect in achieving organizational success and objectives. It also discovered that lack of
Human power planning and development, psychological fear, inadequate time, are considered
to be problems hindering effective Human power planning and development. Management
should be contacted while preparing for new human power planning and development in
order to avoid mistake. Hence, the success of any organization depends on the quality of its
human resources planning.
Armstrong (1992) postulated that the importance of increasing productivity is one of the most
critical goals in business and Human resource planning is essential for the achievement and
attainment of this productivity. Also as my finding the success of any organization depends
on its human resources planning.
Parker and Caine (1996) mentioned that it is important for organizations to have the right
number of Human power in order to avoid the unwanted situation such as the issue of
shortage and excess of Human power. As my finding using Human power properly is
essential for organizational success.
Cole (2002) said that human resource planning is critical to the success of an Organization’s
strategy and planning is tied to the nature of organizations. Also as my findings human
resource planning is critical to success of organization
Reilly (2003) concurred that human resource planning practices enable a firm to estimate the
demand for labour and evaluate the size, nature, and sources of supply which will essentially
be required to meet the demand. As my findings Human resource planning is essential to
organizational success.
33
Craft (1980) observed that human resource planning influences the caliber and type of
applicants who choose to join an organization, that firms that practice human resource
planning are more likely to know what specific characteristics they are looking for applicants
and this helps them to increase the quality of decisions. Also as my findings human resource
planning it’s critical for achieving organizational success
Katua et al (2014) discovered that human resource planning strategies could enhance the
performance of a firm; that firms ought to develop and document strategies for human
resource planning to enhance both employee and organizational performance. Also as my
finding human resource planning could enhance the performance of firm.
Hassan (2003) pointed that failure to properly articulate and implement the three fundamental
functions of human resource planning which include labour forecast, managing demand for
employees and available supply in market and keep a balance between labour supply and
demand predictions will pose a great problem to firms in terms of cost and expertise which in
turns reduce their competitiveness. Also as my findings human resource planning used to
facilitate organization success.
According to Keep (1989) the objective of HRM resourcing strategy is to obtain the right
basic material in the form of a work force endowed with the appropriate qualities, skills,
knowledge and potential for future training. The selection and recruitment of workers best
suited to meeting the needs of the organization ought to form a core activity upon which most
other HRM policies geared towards development and motivation could be built. The strategic
capability of an organization depends on its resource capability in the form of people. This
concept provides the rationale for resourcing strategy. The aim of this strategy is, therefore,
to ensure that an organization achieves competitive advantage by employing more capable
people than its rivals. These people will have a wider and deeper range of skills and they
behave in ways that maximize their contribution. The organization attracts such people by
being the employee of choice. It retains them by providing better opportunities and rewards
than others. It also develops a positive psychological contract which increases commitment
and creates mutual trust. Besides, the organization deploys its people in ways that maximize
the added value that they supply.
Based on the analysis of the interview conducted with the organization’s managers the
following result was obtained from the interview. The first question was regarding the
question of how to manage human power to achieve organizational success; the managers
34
replied that they manage human power by considering it as a very important key to promote
organizational success. They replied that human power development is higher emphasis in
the organization. The other question was related with how they improve financial resources to
achieve organizational success; the managers replied that they improve financial resources by
using their managerial skill. In relation with the question related with challenging part of
getting adequate information, managers replied that the challenging part is related lack of
proper motivation from employees. Regarding the question of the employees training,
managers replied that they do have time plan of training every six month. Finally, in relation
to the of how to achieve success in short term they replied that they can achieve success with
the organizational goal using they managerial skill.
CHAPTER FIVE
5. SUMMARY, CONCLUSION AND RECOMMENDATION
Despite the emphasis that has been laid on effective Human power planning and
development, many organization still faces more problems in preparing for an effective
Human power planning and development. The problems were highlighted below. There was
an increase of waste of material, time and money in the organization operations. The
organization has no interpretation of what each segment of the organization must do as every
function was integrated with all related activities and this resulted to gaps and duplications of
work. There were no clear-cut policies for guidance and coordination of all personnel who
were accountable for day-to-day executive decisions. There were established administrative
controls in order to assure attainment of desired result on conformity with approved
objectives, policies and programs.
5.1. SUMMARY
The summary of the findings given by the researcher was based on the knowledge and
information gathered through the analysis of the questionnaires and interviews conducted in
35
the organization, where she discovered that adequate finance was needed for field work.
Also, the researcher was able to determine if Hawassa Textile factory embarks on Human
power planning or not. The answers provided by the respondents showed that the company
knows very well about Human power planning and development and its importance and thus
makes organizing less difficult and taster. And therefore, it enhances better attainment of
organizational success and derives benefit from it. It was discovered that Human power
planning increases the skill of a manager in accurate decision making and thereby reduces the
chances of mistakes and errors, it also reduces waster of material, time and money. The
researcher discovered that previous human power plan serve as a good bases in determining
new Human power planning and also that adequate time frame is needed in preparing
effective Human power planning. More so, it was discovered that risk and uncertainty was
minimized by Human power planning and this is needed more today than before as social and
economic condition alter very quickly and careful Human power planning enables an
organization to prepare for change. Human power planning helps the organization to define
it’s purposes and activities. It enables performance standards to be set and results can
therefore be compared with the standard to enable managers to see how the organization was
proceeding towards its success. Furthermore, it was observed that Human power planning has
direct effect on the overall work force and is also necessary for an organization to carry out
their duties effectively. The researcher found out that the company reacts very well to Human
power planning and by so doing, have been able to survive the competition in the industry
and in the market environment. In conclusion, by mapping out enough Human power
planning time and resources, the managers were able to gather sufficient information that
helped them.
5.2 CONCLUSION
On the basis of the findings of this study; I therefore concluded that:
I. Adequate information is needed in preparing effective Human power planning

and development
II. Adequate finance is required in preparing effective Human power planning
and development
III. Previous Human power plan serve as a good basis in determining the new
Human power plan.
36
IV. The success of any organization depends on its human resources planning
which also known as Human power is planning.
5.3 RECOMMENDATION
Based on the findings and conclusion from study impact of Human power planning as an
effective tool for achieving organizational success, the importance of Human power planning
cannot be over emphasized and as such Human power planning is absolutely necessary in
accordance with good planning program for an organization to survive. The following
recommendation are made and directed to all those in management level in the nation as a
whole. This recommendation will help to correct some of the mistakes and problems
militating against the management functions of especially Human power planning.
1. Adequate Financial resources is essential for human power planning & development.
It leads to the effective and efficient achievement of the organizational Success.
2. Adequate Information is used to prepare effective Human power planning and
development.
3. Human power planning is essential for organization success.
5.4. SUGGESTION FOR FURTHER STUDY
The research is by no means conclusive. Many areas exist within the environment of
Hawassa textile factory, which requires further studies. These also be beneficiary to other
organizations similarly positioned and operationally so situated.
Thus, studies can be conducted in the following areas:
 Job performance and employees productivity

 Fundamental of small business management and entrepreneurship Development
 Human power Planning and Human need.
These and other areas not mentioned in this study due to the direction of this research and the
suggested areas can be further researched to add to the knowledge.
37
REFERENCE
Agu, C.N. (2001), Fundamental of small Business Management and Entrepreneurship

Development Owerri, I.O Publishers.
Agu, C.N. (2003); Management: An Introductory text Owerri,. Brighton Graphic.
Agbato, J.O. (1988): The Nature of Management Lagos: Abiola Bookshop.
Anyim, F., Mba, S., & Ekwoaba, J. (2012). The imperative of integrating corporate business
plan with manpower planning. International Journal of Business and Management,
7(8), 56- 62.
Appleby, R.C. (1981); Modern Business Administration: Pitman Publishing London.
Bagheri, J. (2016). Overlaps between human resources’ strategic planning and strategic
management tools in public organizations. Procedia-Social and Behavioral Sciences, 230,
430-438.
Barker, L.T. (1982); Management Made Simple London; Heinemann Co. Ltd.
Benneth, Rogers (1996); Corporate Strategy and Business Planning England, Person
Education Ltd.
Bedeian, Arthur G. (1987); Management, CBS College Publishing, New York.
Burton, Gens (1997); Management Today; Principles and practice New Delhi, McGraw Hill
Tata.
Cascio, W. F. (1992). Managing human resources : Productivity, quality of work life, profits.
(3rd ed.). New York: McGraw-Hill.
Cole, G.A. (2002). Strategic Management. (3rd Ed.). London and New York.
Craft, J. (1980). A critical perspective on human resource planning. Human Resource

Planning, 3-197-211.
Dessler, G., & Varkkey, B. (2009). Human Resource management. Dorling Kindersley, India
Pty, Ltd.
Drucker, P.F.G. (1973); Management; London: Heinemann Publication.
38
Drunker, P. (1977); People and Performance the best of Drunker on Management London:
Heinemann Ltd.
Dale, Ernest (1993). Management: Theory and Practice (4th Edition) Instructional student
Edition: Japan Hill Book Company.
Dwivedi, R.S. (2012). A text book of human resource management. Vikas Publishing. New
Delhi. India.
Ebere, E. (2004. The Impact of employee participation and Decision making and
Organizational productivity. Unpublished BSc Project.
Hassan, O. (2003). SCM and Organizational Performance: Strategy and Innovation Aspect.
(PhD). University of Engineering and technology. Laho
Mondy, W. R., & Noe, R.M. (2006). Human Resource Management. Pearson education. New
Delhi. India.
Mullins, J. (2003). Human Resource Planning. (6th ed.). Vikas New Delhi. India.
Katua, T., Mukulu, E., & Gachunga, H. (2014). Effect of employee resourcing strategies on
the performance of commercial banks in Kenya. International Journal of Education
and Research, 2(1): 1-20.
Keep.E. (1989): Corporate training strategies in J Storey, New Perspectives on HRM,

Blackwell, Oxford
Khadka, S. (2009). Foundation of Human Resource management, Pradhan Book International

(p) Limited, Publishers, New Delhi, India
Koubek, J. (2007). Human resource management: the basics of modern human resource
management. (4th ed.). Praha: Management Press.
Institute of Management and Technology (IMT) Enugu. Asika, wnamilt (1999).
Reilly, P. (2003). Guide to workforce planning in local Authorities, Employer’s organization

for local Government, London.
Zakirova, A., Klychova, G., Yusupova, A., Kirillova, V., & Gimadiev, I. (2019). Human
resources planning and auditing in agribusiness. In E3S Web of Conferences (Vol.
91, p. 06003). EDP Sciences.
39
APPENDIX
JIMMA UNIVERSITY
CONTINUING AND DISTANCE EDUCATION
Dear Sir/Madam,
REQUEST FOR FILLING OF QUESTIONNAIRE
I am a final year student of the above mentioned department and University as part of the
requirements for the award of degree in the University, I am carrying out research project on
“Human power planning and development as an effective tool for achieving organizational
success. A case study of Hawassa textile and industrial park S.C)”
I hereby request you to please supply the information being sought for as stated in the
attached questionnaire. Note that this research is just for academic work only and any
information collected will be used as such. Your response will be used in confidence and
used solely for the study.
Thanks for your corporation.
Yours sincerely,
Zenalabiden Talaha
40
Questionnaire
I. Background of the Respondents
1. Sex
Male Female
2. Educational qualification
Primary level
Secondary level
Diploma level
Bachelor level
Post graduate level (Master)
3. Number of years in Services

Under two years
3-4 years
5-6 years
7-8 years
9 years and above
4. Marital status
Single
Married
Divorced
II. Questions Related to the Research Objectives
5. Department
Accounts
Ware house
Administration
Marketing
Production
41
6. In which of these categories does your business fall into?
Commercial
Manufacturing
Services
7. Who does the Human power planning operation of your department?
Sectional Heads
Departmental personnel
All members of department
8. How do you rate your workplace generally?
Highly conducive
Conducive
Not conducive
9. Do you agree that adequate time frame is needed in effective Human power planning and
development?
Strongly Disagree
Disagree
Neutral
Agree
strongly agreed
10. Does precious Human power planning serve as a good base in determining the new
human power?
Yes
No
Partially
11. How do you rate job satisfaction in your present employment?
42
Very good
Average
Below average
12. Do you agree that Human power planning and development affect the performance of the
organization?
Strongly Disagree
Disagree
Neutral
Agree
strongly agreed
13. Do you agree that Human power planning and development is necessary for an
organization to carryout duties effectively?
Strongly Disagree
Disagree
Neutral
Agree
strongly agreed
14. Do you agree that Human power planning and development makes organization less
difficult?
Strongly Disagree
Disagree
Neutral
Agree
strongly agreed
15. In your opinion does Human power planning and development aid taster and better
attainment of organizational success?
Strongly Disagree
43
Disagree
Neutral
Agree
strongly agreed
16. Is Human power planning development an effective tool necessary for management?
Yes
No
Partially
17. In your opinion, does Human power planning and development have direct effect on the
overall work force?
Yes
No
Partially
18. What benefit can the company derive from Human power planning and development?
Managerial development
Employee satisfaction
No benefit
19. Are you prepared to bear the risk associated with Human power planning and
development as a manager?
Yes
Partially
Not at all
20. Do you agree that adequate Human power planning and development requires adequate
finance?
Strongly Disagree
Disagree
44
Neutral
Agree
strongly agreed
APPENDIX B: INTERVIEW QUESTIONS
JIMMA UNIVERSITY
CONTINUING AND DISTANCE EDUCATION
1. How to Manage Human power‌‌to achieve origination success?
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
2. How do you improve financial resources to achieve organizational Success?
......................................................................................................................................................
......................................................................................................................................................
......................................................................................................................................................
3. What do you think will be the most challenging part of getting adequate information?
…………………………………………………………………………………………………
…………………………………………………………………………………………………
………………………………………………………………………………………………….
4. Do you Train the staff / employees to develop their skills to have effective human power
development?
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………..
5. How to achieve organizational success in short term?
45
…………………………………………………………………………………………………
…………………………………………………………………………………………………
………………………………………………………………………………………………….
46

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ASSESSMENT OF HUMAN POWER PLANNING AS AN EFFECTIVE

TOOL OF ACHIEVING ORGANIZATIONAL SUCCESS: THE CASE OF

A RESEARCH PAPER SUBMITTED TO DEPARTMENT OF

PREPARED BY: ZENALABIDEN TALAHA (ID №: DU 0220/10)

ADVISOR: MR. GEDA H.

CONTINUING AND DISTANCE EDUCATION PROGRAM

COLLEGE OF BUSINESS AND ECONOMICS

Research Approval Sheet

1. Zenalabiden Talaha DU 0220/10

Principal Advisor Signature Date

Key words Human Power Planning, Organizational Success,

3. RESEARCH DESIGN AND METHODOLOGY....................................................................................21

Table 4.1: Sex Distribution of the Respondents......................................................................24

Fig 2.1. The Conceptual Framework of the Study..................................................................20

1.1. Background of the Study

1.2. Background of the Organization

 Policy of balanced regional distribution of the country’s industry.

 Availability of adequate infrastructure facilities.

The Factory consists the following departments.

 Spinning departments Having 124,288 spindle

 A weaving departments having 124 shuttles rapier looms

 The necessary utility and auxiliary machinery and

 Equipment’s air conditioning water supply treatment, stream generation water

1.3. Statement of the Problem

 There is increase of waste of materials, time and money in the organization.

1.4. Objective of the Study

1.4.1. General Objective

1.5. Significance of the Study

1.6. Scope of the Study

1.7. Limitation of the Study

1.8. Definition of Terms

a) Judgment and decision in determining plans and development of data procedures to

Policies: A policy is a guide to the actions and decisions of people.

Procedures: A series of related steps that are to be followed in an established order to

Productivity: Productivity is a measure of an enterprise ability to produce more goods and

2.2. Theoretical Review

a) Demand Forecasting: The idea of demand forecasting entails predicting and

year. It should also clarify responsibility for implementation and establishment of

2.2.1. Objectives of human power Planning and Development

of the number of employees required, with matching skills requirement to accomplish

2.2.2. Importance of human power Planning

2.2.3. Types of Human Power Planning and Development

2.2.4. Objective of an Organization

2.2.5. Effects of Human Power Planning and Development

2.3. Empirical Review

2.4. Conceptual Framework

The conceptual framework of the study will be presented as follow:

Fig 2.1. The Conceptual Framework of the Study

2.5. Summary of Literature Review

Human power planning and development is a leading function of management. This is

3. RESEARCH DESIGN AND METHODOLOGY

3.1 Research Design

3.2 Area of Study

3.3 Source of Data

 Primary source and

3.4 Population of This Study

3.5 Sampling and Sampling Technique

Assuming that 5% is the tolerable error

Sampling size = 294

3.6 Instrument of Data Collection

3.7 Methods of Data Analysis

4. RESULTS AND DISCUSSION

Section 1 Personal Data