The Transition Fractions in a Class of Manpower Planning Models

Most fractional-flow manpower planning models assume that the 'transition fractions' are either fixed or can be manipulated at will. As neither of these assumptions is very realistic, the authors present a model in which the transition fractions are conceived of as being the product of the complex interaction of three sets of economic agents: the organization, its competitors in the manpower market, and its employees. Subsequently, the sensitivity of the model is explored and possible extensions of it are considered. Finally, a small numerical example is given to illustrate the model's practical applicability.