Designing General Conceptual Model for Indices and Components of Manpower Planning Based on Merits

Manpower planning is among the most important issues of every organization which includes diverse, attractive and yet complex issues. As a result of profound developments in the management of human resources and attention to meritocracy in organizational planning, human resources planning based on merits has become more important. Study of different models of manpower planning based on merits shows that attention to outlook, mission, strategy and goals of an organization as well as its structure are indispensable components of successful manpower planning. Merit-based planning of human resources needs a major paradigm which would change the way that human resources planners think about people and the organization.The following research (titled: Designing General Conceptual Model for Indices and Components of Manpower Planning Based on Merits) uses documentary and library research methods in a bid to present a general practical approach to designing a conceptual model of manpower merits for manpower planners in state organizations affiliated to the government of the Islamic Republic of Iran. In this study, main concepts of human resources planning have been expounded followed by contextual analysis of such concepts as merit, meritocracy and various approaches to this issue. Finally, in view of the data gathered through library and documentary methods and the concepts of merit-based manpower planning and also as a result of special attention to the country’s values in the field of organizational manpower (such as religious and ethical commitments) various components have been ranked and a general and comprehensive model for the components and indices of merits to be used for the assessment of managers and staff of various organizations have been offered with the main goal of improving management of human resources. In doing this, senior managers of the concerned organizations have been interviewed and SWA technique has been used. Obviously, components and indices of the models of merits and human resource management are affected by both the large-scale instruments and the tasks assigned to every organization, which should be discussed separately. Therefore, the following proposed model is simply a general model for the Iranian organizations and its components and indices may change according to conditions of those organizations. However, it is a generally comprehensive model which can be employed by most organizations as a general basic model.