Top Management Systems for Forecasting and Monitoring Pay Costs and Staff Numbers
The size of the Department of Trade and Industry has mainly been controlled by a ceiling on the number of staff. Recently, the Government also introduced limits on running cost budgets, the largest component of which is pay cost. In 1986 these were delegated to 12 Deputy Secretaries. The budgets hav...
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| Veröffentlicht in: | The Journal of the Operational Research Society 1987-10, Vol.38 (10), p.935-940 |
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| container_title | The Journal of the Operational Research Society |
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| creator | Curtis, Robert G. |
| description | The size of the Department of Trade and Industry has mainly been controlled by a ceiling on the number of staff. Recently, the Government also introduced limits on running cost budgets, the largest component of which is pay cost. In 1986 these were delegated to 12 Deputy Secretaries. The budgets have to be set very tightly in order to remain within the Departmental limit on running costs; so it is essential that top management are able to forecast pay costs. Two models are described. One provides short term forecasts of staff numbers, the other forecasts their cost. The model forecasting staff numbers can be used to ensure that the ceiling on staff numbers is not exceeded. Its main use is as an input to the second model which forecasts pay costs. The models are now in use by top management; firstly, to allocate budgets throughout the Department, and secondly, to monitor the spend through the year. |
| doi_str_mv | 10.1057/jors.1987.159 |
| format | Article |
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Recently, the Government also introduced limits on running cost budgets, the largest component of which is pay cost. In 1986 these were delegated to 12 Deputy Secretaries. The budgets have to be set very tightly in order to remain within the Departmental limit on running costs; so it is essential that top management are able to forecast pay costs. Two models are described. One provides short term forecasts of staff numbers, the other forecasts their cost. The model forecasting staff numbers can be used to ensure that the ceiling on staff numbers is not exceeded. Its main use is as an input to the second model which forecasts pay costs. The models are now in use by top management; firstly, to allocate budgets throughout the Department, and secondly, to monitor the spend through the year.</description><identifier>ISSN: 0160-5682</identifier><identifier>EISSN: 1476-9360</identifier><identifier>DOI: 10.1057/jors.1987.159</identifier><identifier>CODEN: JORSDZ</identifier><language>eng</language><publisher>London: Taylor & Francis</publisher><subject>Applied sciences ; Arithmetic mean ; Budget allocation ; Budgets ; Business and Management ; Case studies ; Civil service ; Costs ; Exact sciences and technology ; Federal ; forecasting ; Forecasting models ; Forecasting techniques ; General Paper ; government ; Government agencies ; Government budgets ; Human resources ; Information systems ; Management ; manpower planning ; modelling ; Operational research and scientific management ; Operational research. Management science ; Operations Research/Decision Theory ; Planning. Forecasting ; public expenditure ; Salary ; Staffing ; Trade ; Wage & salary administration ; Workforce planning</subject><ispartof>The Journal of the Operational Research Society, 1987-10, Vol.38 (10), p.935-940</ispartof><rights>Copyright © 1987, Operational Research Society 1987</rights><rights>Copyright 1987 Operational Research Society Limited</rights><rights>Operational Research Society 1987</rights><rights>1988 INIST-CNRS</rights><rights>Copyright Palgrave Macmillan Limited Oct 1987</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c436t-a4251a74306832d1d20428d3e4cd73057d3cb10f90dd73269b5495229dc651e03</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.jstor.org/stable/pdf/2582654$$EPDF$$P50$$Gjstor$$H</linktopdf><linktohtml>$$Uhttps://www.jstor.org/stable/2582654$$EHTML$$P50$$Gjstor$$H</linktohtml><link.rule.ids>314,776,780,799,27846,27901,27902,57992,58225</link.rule.ids><backlink>$$Uhttp://pascal-francis.inist.fr/vibad/index.php?action=getRecordDetail&idt=7592932$$DView record in Pascal Francis$$Hfree_for_read</backlink></links><search><creatorcontrib>Curtis, Robert G.</creatorcontrib><title>Top Management Systems for Forecasting and Monitoring Pay Costs and Staff Numbers</title><title>The Journal of the Operational Research Society</title><addtitle>J Oper Res Soc</addtitle><description>The size of the Department of Trade and Industry has mainly been controlled by a ceiling on the number of staff. Recently, the Government also introduced limits on running cost budgets, the largest component of which is pay cost. In 1986 these were delegated to 12 Deputy Secretaries. The budgets have to be set very tightly in order to remain within the Departmental limit on running costs; so it is essential that top management are able to forecast pay costs. Two models are described. One provides short term forecasts of staff numbers, the other forecasts their cost. The model forecasting staff numbers can be used to ensure that the ceiling on staff numbers is not exceeded. Its main use is as an input to the second model which forecasts pay costs. The models are now in use by top management; firstly, to allocate budgets throughout the Department, and secondly, to monitor the spend through the year.</description><subject>Applied sciences</subject><subject>Arithmetic mean</subject><subject>Budget allocation</subject><subject>Budgets</subject><subject>Business and Management</subject><subject>Case studies</subject><subject>Civil service</subject><subject>Costs</subject><subject>Exact sciences and technology</subject><subject>Federal</subject><subject>forecasting</subject><subject>Forecasting models</subject><subject>Forecasting techniques</subject><subject>General Paper</subject><subject>government</subject><subject>Government agencies</subject><subject>Government budgets</subject><subject>Human resources</subject><subject>Information systems</subject><subject>Management</subject><subject>manpower planning</subject><subject>modelling</subject><subject>Operational research and scientific management</subject><subject>Operational research. Management science</subject><subject>Operations Research/Decision Theory</subject><subject>Planning. Forecasting</subject><subject>public expenditure</subject><subject>Salary</subject><subject>Staffing</subject><subject>Trade</subject><subject>Wage & salary administration</subject><subject>Workforce planning</subject><issn>0160-5682</issn><issn>1476-9360</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1987</creationdate><recordtype>article</recordtype><sourceid>K30</sourceid><recordid>eNp9kUFP3DAQRq2qlboFjr1HwDXb8Th24iNaFYoEpQh6tryxg7LaxIvHK7T_HqcLFYfSkzXy8zczz4x95TDnIOtvqxBpznVTz7nUH9iMV7UqtVDwkc2AKyilavAz-0K0AgANXM_Y7X3YFNd2tA9-8GMq7naU_EBFF2JxHqJvLaV-fCjs6IrrMPYpxKn8ZXfFIlCiPxd3yXZd8XM7LH2kQ_aps2vyRy_nAft9_v1-8aO8urm4XJxdlW0lVCpthZLbuhKgGoGOO4QKGyd81bpa5HWcaJccOg0u16j0UlZaImrXKsk9iAN2vM_dxPC49ZTMKmzjmFsaFFxgrVFk6OQ9iAvQiMBFk6lyT7UxEEXfmU3sBxt3hoOZ1JpJrZnUmqw286cvqZZau-6iHdue_j6qpUYtMGPzPUabSZqPb5r_P3dF2fPbIVBAbVA2qGSVsWaP9WP-psE-hbh2JtndOsTXWcS_OzwDckqlOw</recordid><startdate>19871001</startdate><enddate>19871001</enddate><creator>Curtis, Robert G.</creator><general>Taylor & Francis</general><general>Pergamon Press</general><general>Palgrave Macmillan UK</general><general>Palgrave</general><general>Taylor & Francis Ltd</general><scope>IQODW</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>JXBYG</scope><scope>K30</scope><scope>PAAUG</scope><scope>PAWHS</scope><scope>PAWZZ</scope><scope>PAXOH</scope><scope>PBHAV</scope><scope>PBQSW</scope><scope>PBYQZ</scope><scope>PCIWU</scope><scope>PCMID</scope><scope>PCZJX</scope><scope>PDGRG</scope><scope>PDWWI</scope><scope>PETMR</scope><scope>PFVGT</scope><scope>PGXDX</scope><scope>PIHIL</scope><scope>PISVA</scope><scope>PJCTQ</scope><scope>PJTMS</scope><scope>PLCHJ</scope><scope>PMHAD</scope><scope>PNQDJ</scope><scope>POUND</scope><scope>PPLAD</scope><scope>PQAPC</scope><scope>PQCAN</scope><scope>PQCMW</scope><scope>PQEME</scope><scope>PQHKH</scope><scope>PQMID</scope><scope>PQNCT</scope><scope>PQNET</scope><scope>PQSCT</scope><scope>PQSET</scope><scope>PSVJG</scope><scope>PVMQY</scope><scope>PZGFC</scope><scope>JQ2</scope><scope>K9.</scope><scope>U9A</scope></search><sort><creationdate>19871001</creationdate><title>Top Management Systems for Forecasting and Monitoring Pay Costs and Staff Numbers</title><author>Curtis, Robert G.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c436t-a4251a74306832d1d20428d3e4cd73057d3cb10f90dd73269b5495229dc651e03</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>1987</creationdate><topic>Applied sciences</topic><topic>Arithmetic mean</topic><topic>Budget allocation</topic><topic>Budgets</topic><topic>Business and Management</topic><topic>Case studies</topic><topic>Civil service</topic><topic>Costs</topic><topic>Exact sciences and technology</topic><topic>Federal</topic><topic>forecasting</topic><topic>Forecasting models</topic><topic>Forecasting techniques</topic><topic>General Paper</topic><topic>government</topic><topic>Government agencies</topic><topic>Government budgets</topic><topic>Human resources</topic><topic>Information systems</topic><topic>Management</topic><topic>manpower planning</topic><topic>modelling</topic><topic>Operational research and scientific management</topic><topic>Operational research. Management science</topic><topic>Operations Research/Decision Theory</topic><topic>Planning. Forecasting</topic><topic>public expenditure</topic><topic>Salary</topic><topic>Staffing</topic><topic>Trade</topic><topic>Wage & salary administration</topic><topic>Workforce planning</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Curtis, Robert G.</creatorcontrib><collection>Pascal-Francis</collection><collection>CrossRef</collection><collection>Periodicals Index Online Segment 40</collection><collection>Periodicals Index Online</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - West</collection><collection>Primary Sources Access (Plan D) - International</collection><collection>Primary Sources Access & Build (Plan A) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Midwest</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Northeast</collection><collection>Primary Sources Access (Plan D) - Southeast</collection><collection>Primary Sources Access (Plan D) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Southeast</collection><collection>Primary Sources Access (Plan D) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - UK / I</collection><collection>Primary Sources Access (Plan D) - Canada</collection><collection>Primary Sources Access (Plan D) - EMEALA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - International</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - International</collection><collection>Primary Sources Access (Plan D) - West</collection><collection>Periodicals Index Online Segments 1-50</collection><collection>Primary Sources Access (Plan D) - APAC</collection><collection>Primary Sources Access (Plan D) - Midwest</collection><collection>Primary Sources Access (Plan D) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Canada</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - EMEALA</collection><collection>Primary Sources Access & Build (Plan A) - APAC</collection><collection>Primary Sources Access & Build (Plan A) - Canada</collection><collection>Primary Sources Access & Build (Plan A) - West</collection><collection>Primary Sources Access & Build (Plan A) - EMEALA</collection><collection>Primary Sources Access (Plan D) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - Midwest</collection><collection>Primary Sources Access & Build (Plan A) - North Central</collection><collection>Primary Sources Access & Build (Plan A) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - Southeast</collection><collection>Primary Sources Access (Plan D) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - APAC</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - MEA</collection><collection>ProQuest Computer Science Collection</collection><collection>ProQuest Health & Medical Complete (Alumni)</collection><jtitle>The Journal of the Operational Research Society</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Curtis, Robert G.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Top Management Systems for Forecasting and Monitoring Pay Costs and Staff Numbers</atitle><jtitle>The Journal of the Operational Research Society</jtitle><stitle>J Oper Res Soc</stitle><date>1987-10-01</date><risdate>1987</risdate><volume>38</volume><issue>10</issue><spage>935</spage><epage>940</epage><pages>935-940</pages><issn>0160-5682</issn><eissn>1476-9360</eissn><coden>JORSDZ</coden><abstract>The size of the Department of Trade and Industry has mainly been controlled by a ceiling on the number of staff. Recently, the Government also introduced limits on running cost budgets, the largest component of which is pay cost. In 1986 these were delegated to 12 Deputy Secretaries. The budgets have to be set very tightly in order to remain within the Departmental limit on running costs; so it is essential that top management are able to forecast pay costs. Two models are described. One provides short term forecasts of staff numbers, the other forecasts their cost. The model forecasting staff numbers can be used to ensure that the ceiling on staff numbers is not exceeded. Its main use is as an input to the second model which forecasts pay costs. The models are now in use by top management; firstly, to allocate budgets throughout the Department, and secondly, to monitor the spend through the year.</abstract><cop>London</cop><pub>Taylor & Francis</pub><doi>10.1057/jors.1987.159</doi><tpages>6</tpages></addata></record> |
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| ispartof | The Journal of the Operational Research Society, 1987-10, Vol.38 (10), p.935-940 |
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| source | JSTOR; Periodicals Index Online |
| subjects | Applied sciences Arithmetic mean Budget allocation Budgets Business and Management Case studies Civil service Costs Exact sciences and technology Federal forecasting Forecasting models Forecasting techniques General Paper government Government agencies Government budgets Human resources Information systems Management manpower planning modelling Operational research and scientific management Operational research. Management science Operations Research/Decision Theory Planning. Forecasting public expenditure Salary Staffing Trade Wage & salary administration Workforce planning |
| title | Top Management Systems for Forecasting and Monitoring Pay Costs and Staff Numbers |
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