In simpler times, organisations could often survive despite the shortcomings of their management and employees.
Today, however, problems of low motivation, poor productivity, high turnover and excessive conflict may result in
total organisational failure. Effective systems of human resource planning and development have become essentialfor
survival.
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References
1.
D.P. Crane, Personnel Management: A Situational Approach, Wadsworth , California, 1974, p. 77.
2.
L.C. Meggison .Personnel and Human Resources Administration , R D Irwin, Illinois, 1977, p. 148.
3.
See G. Polites , 'Manpower Policy Needed', National Bank Monthly Summary, October 1977, pp. 10-12.
4.
H.G. Lang, 'Australian Employers' Manpower Study', RMIT1976 (Unpubiished). See also H.G. Lang and W.M. Ainsworth, Why Plan Manpower ? Productivity Promotion Council of Australia, Melbourne, 1977.
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A.M. Bowey , B.J. Jefferies, B. Porter and G J L Green, 'Human Resource Planning: An Integrated Approach to Manpower Planning and Corporate Planning'Personnel Management (Aust.), Winter 1977, pp. 32-40.
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E.H. Schein , 'Increasing Organisational Effectiveness through Better Human Resource Planning and Development', Sloan Management Review, Vol 19, No 1, 1977, pp. 1-20.
7.
See B.O. Jones, 'The Challenge of Post-Industrialism', Human Resource Management Australia, Vol. 17, No 1, 1970, pp. 22-35.
8.
R. DLansbury, 'Older Workers and Retirement' in A L Howe, Towards an Older Australia , University of Queensland Press, St. Lucia, 1981 pp. 237-53.
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See Education, Training and Employment, the Report of the Committee of Inquiry into Education and Training (The Williams Report), AGPS, Canberra, 1979. ■
