In carrying out the research, the researcher used such instrument as questionnaires, interviews and published work to obtain all the relevant data required in the study.

A system of random sampling was used to select the respondent after determining the sampling size. The primary and secondary data types were used.

The research findings shows that lack of manpower audit is a serious threat to many organisations.

Hypothesis were formulated and chi-square was used, after a careful analysis, the study shows that it aimed for efficient manpower planning as a tool for achieving organizational objective in Enugu State Broadcasting Service (ESBS).

The researcher recommends that the organisation should give adequate staffing, that is to employ good hands, which will understand that achievement of organizational objective is a step towards achieving their personal goal.

However, the researcher further recommend that organisation should also adopt efficient way of communication to its employees for effective output.

TABLE OF CONTENTS

Title page

Approval page

Dedication

Acknowledgement

Abstract

Table of contents

CHAPTER ONE

INTRODUCTION

1.1 Background of the study

1.2 Statement of the problem

1.3 Purpose of the study

1.4 Scope of the study

1.5 Research question

1.6 Significance of the study

1.7 Limitation of the study

1.8 Definition of terms

Reference

CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1 Literature review

2.2 Meaning and purpose of manpower audit

2.3 Steps in human resource audit

2.4 Approaches to evaluation of the human resources audit.

2.5 Communicating audit result

2.6 Manpower audit in Enugu State Broadcasting Service (ESBS)

References

CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY

3.1 Research design

3.2 Area of the study

3.3 Population of the study

3.4 Sample and sampling procedure / technique

3.5 Instrument for data collection

3.6 Validation of the instrument

3.7 Reliability of the instrument

3.8 Method of data collection

3.9 Method of data analysis

References

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 Presentation and analysis of data

4.2 Testing of hypothesis

4.3 Summary of result

References

CHAPTER FIVE

DICUSSIONS, RECOMMENDATION AND CONCLUSION

5.1 Discussion of results / findings

5.2 Conclusion

5.3 Implications of the research findings

5.4 Recommendations

5.5 Suggestions for further research

BIBLIOGRAPHY

APPENDAGES / APPENDICES

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Manpower is an essential element in any organisation. Therefore, for any organisation to survive, grow and equally make profit, it must possess good quality and reliable manpower. This is because man is the only factor of production most disposed to organize other factors to achieve optimum productivity.

Hence, an organisation can remain meaningfully competitive in the market only if it has quality manpower, which is able to articulate the objectives of the firm with the market opportunities and organizational resources.

However, in recognition of the dynamic nature of business environment and other prevailing circumstances, there is need for continuous evaluation of human resource. This underscores the necessity for human resource audit and it must be in every organisation irrespective of size and location.

Undoubtedly, many public sector companies and parastatals, information ministry inclusive suffered terribly from lack of accurate date of it’s employees, haphazard policy.

Implementation, engagement in irrelevant expenditures, Shaddy records etc. These cankerworms have succeeded in throwing few of the above mentioned sectors out of existence, drained the purse of some and stationed others at a point of collapse.

These problems were highly welcome due to lack of manpower audit in such organisations. No wonder Ibeku (1984:p 11) stated categorically that manpower audit reveals the actual numbers of employees in the establishment that will form the basis of operation.

This assertion brings to light the need for accurate information on the required number of employees in the organisation. It can then help to determine their pay, promotion scheme, performance appraisal, manpower forecast and avoidance or identification of ghost workers.

Besides, manpower audit provides a comprehensive perspective on current practices, resources and management policies regarding human resource management and identify opportunities and strategies for redirecting them.

Implicit is an assumption that opportunities are being missed by staying with current approaches and that the human resource management process is dynamic and must continually be redirected to be responsive to need (Walter 1980, p:361 – 362).