HUMAN RESOURCES MANAGEMENT

HUMAN RESOURCES

MANAGEMENT

HUMAN RESOURCES MANAGEMENT

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TABLE OF CONTENTS

SYLLABUS ......................................................................................................................................... 1

INTRODUCTION .............................................................................................................................. 3

DEFINITIONS OF TERMS ........................................................................................................... 6

RECRUITMENT AND SELECTION .......................................................................................... 7

INTERVIEWS .................................................................................................................................... 8

TRAINING .......................................................................................................................................... 9

TRAINING METHODS\TRAINING TECHNIQUES ........................................................... 11

STEPS IN HR PLANNING ......................................................................................................... 12

SKILLS INVENTORY ................................................................................................................... 14

CAREER DEVELOPMENT ......................................................................................................... 14

HUMAN RESOURCES AUDIT.................................................................................................. 16

JOB EVALUATION ....................................................................................................................... 16

JOB ANALYSIS ............................................................................................................................. 17

NON-ANALYTIC JOB\EVALUATION .................................................................................... 19

PERFORMANCE EVALUATION/APPRAISAL/MANAGEMENT .................................. 22

ESSENTIALS OF A JOB DESCRIPTION............................................................................. 24

OTHER METHODS OF PEFORMANCE EVALUATION ................................................. 24

COMMON ERRORS IN PERFORMANCE APPRAISALS ............................................... 25

OCCUPATIONAL HEALTH AND SAFETY .......................................................................... 26

WORK RELATED DISEASES ................................................................................................... 27

STRATEGIES TO OVERCOME WORK RELATED DISEASES ................................... 27

TYPES OF PROTECTIVE CLOTHING .................................................................................. 28

ACCIDENT ....................................................................................................................................... 28

FUNCTIONS OF THE HUMAN RESOURCES PERSONNEL IN ACCIDENT

PREVENTION ................................................................................................................................. 29

NSSA (NATIONAL SOCIAL SECURITY AUTHORITY) ................................................. 29

PENSION SCHEME ...................................................................................................................... 30

PAST EXAM QUESTIONS ......................................................................................................... 32


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SYLLABUS

AIM To provide the students with adequate knowledge of and appreciation of personnel

management.

CONTENT

Comprises of 7 chapters

1:0 EVOLUTION OF PERSONNEL MANAGEMENT

• 1:1 Theories & practises relating to personnel management.

• 1:2 Discuss the development of legislation in relation to personnel management.

• 1:3 Trace the evolution of the organisation of labour (organised labour)

2:0 MANPOWER PLANNING (H.R.P)

• 2:1 Define and identify purposes of Manpower Planning

• 2:2 Discuss the factors that affect labour supply & demand in an organisation.

• 2:3 Identify the range, sources & uses of data, both internally & externally.

3:0 RECRUITMENT AND SELECTION

• 3:1 Explain the process & purpose of job analysis.

• 3:2 Explain the key requirements of job description &person specification.

• 3:3 Outline the purpose & essential features of job application form.

• 3:4 Outline the use of different media or methods with reference to effectiveness in

recruitment.

• 3:5 Explain the process of analysing responses to recruitment.

• 3:6 Explain the key purpose of selection interviews & use of selection tests.

• 3:7 Outline the planning & preparation needed for selection interviews in respect of

interviews, interviewee& interview environment.

• 3:8 Explain the nature & purpose of different types of question techniques which may

be employed & identify common interviewing errors or faults.

4:0 PERFORMANCE APPRAISAL

• 4:1 Analyse the purposes of past performance review & future potential review

including importance of objective setting for different grades of employees.

• 4:2 Outline the procedure for conducting an appraisal

• 4:3 Describe the types & uses of documentation associated with performance

appraisal systems.

• 4:4 Identify the key issues concerning appraisal & remuneration.

• 4:5 Discuss the use of merit as a means of rewarding good performance.

5:0 JOB GRADING & REMUNERATION

• 5:1 Define & state the purpose of job evaluation.

• 5:2 Explain the key features of analytical & known analytical of job evaluation

systems.

• 5:3 Outline the equal value issues which relate to job evaluation.


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• 5:4 Evaluate the influence of technological change rate circling, demand & supply

issues & grading differentials on job evaluation.

• 5:5 Outline the appeals process.

• 5:6 Outline the following remuneration process relating to pay performance:-

� Payment by result.

� Measured day works.

� Consolidated & unconsolidated payments.

� Bonus payments

� Profit sharing

• 5:7 Discuss the issues relating to internal & external remunerationcomparability.

• 5:8 Explain the role of collective bargaining in determining remuneration.

• 5:9 Outline the development of personnel remuneration contracts.

• 5:10 Statutory requirements for payment of wages & salaries.

• 5:11 Statutory requirements on deductions.

6:0 EMPLOYMENT BENEFITS

• 6:1 The legal aspects for the provision of provident funds.

• 6:2 Reasons for the provisions of insurance cover in employment e.g. disablement &

getting service.

• 6:3 Explain how housing loans; study loans & other assistance could be related to job

satisfaction.

7:0 HEALTH & SAFETY

• 7:1 Describe the role of statutory or government agencies charged with promoting

safety standards at work.

• 7:2 Explain the main obligations of the employer & the employee under health &

safety legislation & the legal sanctions which may be imposed.

• 7:3 Outline the powers of the inspectorate regulations.

• 7:4 Outline the main provisions of earning statutory of government advice relating to

• 7:5 Evaluate the role of management in developing Health & Safety policies &

awareness.

• 7:6 Describe the significant development facility relating to Health & Safety.

RECOMMENDED TEXTS BOOKS 1. Beach D.S 1985; Personnel; The management of people at work; Macmillan

Publication, New York.

2. Beach; Cocklier D.S;…….Personnel Management Macmillan; Newyork

3. Flippo EB; Personnel Management; Mc Growhill Publications.

4. Hacket Penny; Successing Personnel Management; John Murray Publications

5. Labour Act chapter 28:01; 1996 with Ammendments.


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INTRODUCTION

� Human resources management is to ensure the utilisation of employees of a company

in obtaining the goals & objectives of the company and looking after workers welfare.

� Every organisation exists for a purpose either profit making or non-profit making.

� To achieve the goals pf the organisation it is necessary to put human energy to

productive use.

Human Resources management entails the following:-

a) Deciding how the people are needed and what skills they require.

b) Obtaining suitable people.

c) Arranging people into groups or departments.

d) Policy making, training, labour relations, discipline and grievances.

e) Performance appraisals.

f) Remuneration

g) Safety

h) Health & Welfare

Evolution of Human Resources Management/ Historical development of Personnel

Management

1. Scientific Management ( F.W Taylor)

� F.W Taylor formulated this theory of scientific management in early 1900 in which

rationalplanning & efficient administration were paramount.

� Improvement of worker method & techniques was seen as the best way of increasing

output.

� Workers had to adjust to management not management to workers.

� The leader’s function was to enforce performance criteria to meet the organisation’s

goals.

� The economic self- interest of workers could be satisfied through various insensitive

work plans. Management was divorced from human affairs.

2. Traditional School or Classical School

� It originated in the 1920’s.

� It saw management as a specialised function which was distinguished from the

operating or technical work that a manager did.

� It was based on a set of well-defined concepts & principles.

� Hierarchical organisation structure with a well-defined chain of command.

� Span of control.

� Unit of command.

� The subordination of the individual to institutional authority.

� Identification of line & staff functions.

� Specialisation & coordination of functions.

� Delegation of responsibility & authority.


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� Formal policies, procedures, rules & written records.

� These concepts form the basis of much of today’s management practice which is usually

considered to comprise the following activities:-

� Planning

� Organising

� Leading

� Controlling

3. Behavioural Approach

� It originated in the Hawthorne studies carried out by Elton Mayo.

� The studies demonstrated the positive effects of management interest & goodwill

towards workers as a group.

� Mayo’s work paved way for Douglas McGregor’s theory Theory X; Theory Y.

� Theory X assumes that most people in the work’s situation prefer to be directed, do

not like responsibility & are motivated by money, security & the threat of

punishment.

� Managers who accept Theory X tend to emphasize control & close supervision.

� Theory Y assumes that people can be self-directed and creative at work if they are

properly motivated.

� Abraham Maslow developed a hierarchy of human needs theory ranging from basic

needs to self- actualisation.

� The motivation hygiene Theory of Fredrick Herzberg provides insights into the goals

&incentives that tend to satisfy human needs.

� Herzberg came up with hygiene factors and motivation

� The extent to which employees’ needs are satisfied in the work situation, depends

largely on styles of management and leadership which vary according to individual’s

beliefs and attitudes towards subordinates.

4. The Modern Approach to Leadership

� Leadership ability was considered depended upon the simultaneous attention to the

needs of both the job or task and the needs of those who must complete the task.

� More recently attention has been given to a 3rd

dimension i.e the situation or the

environment in which the leader is operating determines the effectiveness of the style

hechooses.

� An effective manager must discover what his people want from the jobs.

The four major roles or functions of H.R Managers

1. Policy initiation and formulation.

� The personnel officer is mostly involved in policy initiation and formulation.


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� It is his responsibility to propose and draft new policies or policy revision to

cover recurring problems or to prevent some anticipated problems.

� Once he has drafted the policies he refers them to top management and it is upon the

top management authority that the policy is actually issued.

� In processing a new revised policy the personnel officer must analyse problems that

have occurred in the past, survey other companies to determine how they have

handled similar problems.

� He should discuss with colleagues and subordinates and give due consideration to the

prevailing philosophy of the organisation.

� He does all the necessary research and staff work but in most cases the new policy is

authorised by top management.

2. Advice

� The largest portion of the activities of those engaged in personnel management

involves counselling and giving advice to line managers.

� The foreman may not advice in handling a grievance over the decision of overtime,

give advice on procedures to be followed on pay increase when suspending an

employee etc.

� Management must seek to so direct and coordinate the efforts of the people so that

thegoals of the organisation are achieved while at the same time providing satisfaction

for the needs of the members of the organisation.

� Apart from oral advice the personnel department prepares and circulates reports and

procedural guidelines for the interpretation and implementation of personnel policies.

3. Service

� The service responsibility of the personnel department is apparent when one examines

such functions as employment; training and provision of staff benefits.

� Training programmes are planned, organised and often staffed through the personnel

officer.

� The personnel department must see that adequate instructional materials and facilities

are available.

� Once pension and insurance programmes have been set up all claims must be

processed through the personnel department.

� The maintenance of the adequate employee records functions.

4. Control

� The personnel department carries out important control functions.

� It monitors the performance of line departments and other staff departments to ensure

that they conform to established personnel policies, procedures and practises.

� The control function is comparable to quality control and auditing.

� Examples of control function are, a company policy requires that all employees’

performance be appraised once a year. If supervisors fail to send performance


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appraisal reports to personnel office when required then a follow up is done by the

personnel department.

Duties of personnel office are:-

� Employment i.e selection, recruitment and induction.

� Health and Safety.

� Transfer, promotion and layoff.

� Compensation and administration.

� Discipline and discharge.

� Labour relations.

� Benefits and services.

� Human resources planning.

DEFINITIONS OF TERMS

Organisational development

It is a general approach of improving the effectiveness of an organisation that utilises a

variety of applied behavioural science methodologies.

Among organisational development are to:-

a) Increase level of trust and supportiveness among people in the organisation.

b) Enhance interpersonal skills

c) Make communication more open and direct

d) Directly contrast problems

e) Take the knowledge of all who can contribute to problem solutions wherever they

maybe in the organisations.

Examples of organisation development activities are:-

Confrontation meetings

Team building

Survey

Feedback

Conflict resolution

Human resources planning

� Is a process by which a firm ensures that it has the right number of qualified people

available at the times performing jobs that are useful to the organisation and which

provide satisfaction for the individuals involved.

� The main elements of the H.R planning are:-


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� Goals and plans of the organisation

� Current human resources situations including skills inventory, human resources

focust, including comparison of projected future demand for employees with

projected supply.

� Designing programmes to implement the plans e.grecruitment, selection, performance

appraisal, training, promotion.

Organisation Planning

� Requires the development of a concept of a company as a structure.

� The organisation planning staff must prepare organisation charts and position guides.

� The personnel office gathers data, does research, prepares, plans and gives advice to

top management in the area of organisation planning.

RECRUITMENT AND SELECTION

Recruitment is the finding of applicants for jobs which the organisation wants to fill.

Selection means choosing those job applicants who are best suited for the vacant post.

Sources of Recruitment

a) Internal Sources

� It is recruiting staff from within the organisation.

� Employees know that they have a chance of promotion in an organisation.

� However it promotes stagnation in the organisations by ignoring possible new

ideas from the organisation.

Ways of recruiting internally are:-

� Transferring an employee from a similar job somewhere else in a company.

� Promoting an employee from a lower level job and upgrading him.

� Increasing the educational or skill level of the employee.

� Publicise job vacancies within the organisation on notice board.

Justification for internal recruitment

� Some jobs requires specialised knowledge that can be obtained only within the

organisation e.g. company secrets

� It is argued that a company is in a better position to access skills of an

employee who has been performing satisfactorily over a period of time than

those of a person who is brought in from outside.

� It is less costly to transfer or promote an employee than to attract an outsider

from his employer.

� It has a motivating role.


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� Internal recruitment assumes that people within the organisation have the

aptitude, interest and potential of moving ahead which may not be true.

b) External Sources

� It is recruitment by means of advertising in the press over the real deal,

consulting employees, universities, colleges, work in applicants.

� New ideas are brought from outside.

� There is a high chance of getting better candidates however, it is expensive

and does not motivate workers.

Steps in Recruitment process

1. Human Resources Planning

2. Job Vacancy

3. Job Analysis

4. Job Description

5. Job Specification

6. Draw up & putting the job advert

7. Receiving applications.

Steps in the Selection process

1. Preliminary screening of applicants:-that is eliminating obvious misfits to reduce time

& cost of actual selection.

2. Review of application forms: - that is application form gathers information about the

education, experience & personality of the applicants.

3. Employment testing:- that is are used to measure the qualification of job applicants

for example intelligent tests, aptitude test

4. Reference checks:- that is to find out how the applicant performed on the previous

job.

5. Employment interviews:- that is to learn more about job applicant’s background,

interests & values.

6. Physical examination

-Is used to screen applicants whose physical qualifications are inadequate to meet

requirements of the job.

INTERVIEWS

� It involves asking employees even their supervisors to speak about the nature of their

job using prepared guidelines.

� There is immediate response and flexibility.

� However employees might give biased information.


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� The answers may be just for convenience or deliberately represented.

� Exaggeration might be high.

Purposes of an interview

� To access character & personality

� To fill in gaps in applications

� To access the ability to perform the duties of the job

� To give detailed information about the job to applicants.

Interviewing arrangements

� Arrange furniture in order to give a friendly atmosphere

� Examine the job & details of the application.

� Arrange appointment at intervals.

� Plan the interview that is give more details of the job

� Seek information omitted from the application.

� Ask questions to test applicant’s ability to do the job

� Ask questions to review character & personality.

� Leave time for applicants to ask questions.

� Types of questions should be open ended or closed questions.

Common Interviewing errors are:-

� Brief unsystematic interviewing that is conclusions based on hunches rather than

facts. Candidates assigned preconceived classifications without examining all relevant

evidence.

� Failure to establish rapport at the beginning & throughout the interview.

� Interviewer talks too much.

� Subjectivity that is answers to interviewer’s favourite questions allowed to assume

disproportionate waiting in the assessment.

� Asking leading questions

� Feeling sorry for candidates when he hesitate & proceed to ask less probing questions.

� Mechanically all candidates the same questions and failing to follow up responses

made by candidates

� Prejudice that is belief that only his format will succeed on the job.

� Stereotyping that is categorising candidates as either good or bad on the basis of a few

factors which may not have a bearing on successful performance on the job.

� Hallo effect that is asking open ended questions the other problem central tendency

TRAINING

� It is the systematic development of the knowledge, skills & attitudes required by an

individual to perform adequately a given task.


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� Reasons for training employees are boost employee morale assist in themost efficient

performance of the job.

� Ensure continuity of a candidate for a higher post.

� Assist the general efficiency of the business.

� Ensure that standards are used by trainees.

Identifying training needs

• High staff turnover

• When employees need much supervision

• When production is substandard

• Changing of technology or illiteracy in organisations

• High accidents because of lack of knowledge

• Absenteeism

3 aims of training are:

a) To shorten the learning time so that new employees become as efficient as quick and

economical as possible.

b) To improve the performance of current employees

c) To assist employees to develop their potential so that the needs of the organisation can

be met from within.

Sequence of training

Identify training needs

Prepare training plans

Programmes facilities methods trainers

Implement training plans

Measure and analyse results

Validate evaluate


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Steps in training (systematic approach to training)

1) Identification of knowledge and skills required.

• Undertake job analysis to list knowledge, skills and attitudes required for effective

performance of each task.

2) Identification of present levels of knowledge and skills i.e. conduct training surveys or

performance appraisals.

3) Identification of training needs i.e. compare original job description or standards with

information obtained \retained on current levels of knowledge or skills possessed by

each job holder.

4) Prepare training plan or programme i.e. design syllabus.

• Decide training methods, length, duration of training, training locations, trainers etc.

5) Implement the training programme

6) Evaluation of training and feedback i.e. assessment during training, formative

evaluation, assessment after training.

TRAINING METHODS\TRAINING TECHNIQUES

Off the job training methods

1. Lecture

• Is the most commonly used method.

• Success of the lecture is measured by the ability of the trainer to maintain the

interests of the students and the means of the presentation.

2. Case studies

• Are real life situations or events which have occurred.

• These facts are given to the student and they are required to apply their knowledge

and principle and finding potential solution to those problems.

3. Role playing

• Students’ acts out a situation by assuming designated roles and this technique is

usually used in conjunction with other methods.

4. Group exercises

• Are specific exercises which the group is given to complete.

• It allows group discussions and participation and together the individual members

of the group must agree on one answer to the exercise.

On the job training methods


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1. Demonstration

• The trainer shows the student how to do a specific task and the trainee is given the

opportunity to perform the same task under the supervision of trainer.

2. Job rotation

• Move the individual form one position to another so that the trainee gains

experience, skills and knowledge of other jobs within the organisation.

3. Coaching or tutorials

• The method uses a one to one situation, where the trainer spends time with one

specific trainee coaching him in the type of skills.

Benefits of training are:

• Improves performance on job

• Learning time is reduced

• Improves attitudes

• Labour turnover and absenteeism is reduced

• Training employees requires less supervision

• Improves recruitment and selection processes

• Increases knowledge and skills of employees

Evaluation of training

• It is an attempt to obtain feedback on the effects of a training programme.

• To access the value of training in the light of that information.

• Evaluation compares objectives of training against final results.

• The learning of each trainee must be measured so that measurable results are

obtained.

• The trainee must be assessed before and after the training so that any change in

behaviour can be attributed to the actual training.

• The measurement of learning should be on objective basis.

• A control group for comparison purpose should be used.

Human Resources Planning

• Is a systematic analysis of the organisation existing human resources and

development of plans to obtain the organisation’s future personnel needs.

• It ensures that the right quantity of people is available when the organisation needs

them.

STEPS IN HR PLANNING

1. Identification of organisational goals

• It requires the forecasting of economic trends, population changes and raw

materials availability.

• Decisions have to be made regarding the future customer base, the geographic

area to be served of the type and quantity of goals to be produced.

2. Quantitative forecasting


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• Is the assessment of the number of people needed in the various position needed in

the future under anticipated conditions e.g. growth, stagnation, decline.

Steps in quantitative forecasting are:

a) Carry out a census of a current HR based on age, skill levels which may review a

deficiency or an excess in certain areas

b) From the figures reached in the census of current resources subtract:

• Anticipated losses through death, retirements, resignation, transfers, and

promotions.

• Positions not being replaced and jobs being eliminated as a result of technological

changes reduced commitment in certain areas or reorganisation of duties.

c) Add the number of new positions assessed on the basis of plans for development and

expansion.

• The resultant figures obtained for projections of 2 years, 5 years or 10 years

provide a basis for a planning of future recruitment and selection exercises.


• Is an attempt to decide what kind of people the organisation will need to meet

its future staffing requirements?

• It means determining the knowledge, skills, aptitudes and characteristics of the

people required to perform successfully in the organisation of the future.

• When the qualities associated with the competence performance today may no

longer be relevant.

• Technological improvements and changing methods of work of work are 2

factors which need to be taken into account.

4. Labour market analysis

• Examination of the various sources of personnel is necessary to determine where the

organisation will obtain staff in the future.

• The labour market consists of all those who are working and those who are

unemployed and actively seeking employment.

• The demand side of labour can be determined from economic forecasts and the hiring

plans of individuals’ organisation.

• New developments and expansions in both public and private sectors need to be taken

into account.

• New organisations can place additional demands on the labour supply although they

may also attract work seekers to the area.

Purposes of manpower planning are:

• To determine the level of recruitment

• To find ways of preventing redundancies.

• To monitor the ratio of manpower to other course with the aim of assisting regarding

the best use of financial resources.

• It provides a basis for training and developing programmes geared to meet the needs

of the business and related to company succession plans.

• It helps to know accommodation which is required in the future e.g. recreational

facilities, working space or canteen.

How would you as a Human Resources Manager assess supply of manpower?


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• Undertaking staff audit

• Examine turnover of staff

• Competition for employees from other organisation

• Level of absenteeism

SKILLS INVENTORY

• It consists of an up to date information regarding qualifications for selected categories

of staff like managerial, technical and professional.

• When the human resources focus is prepared one can compare the number, types,

skills specified by the focus with the present baseline or current position given by the

skills inventory to ascertain what skills must be developed from present personnel

through training, upgrading and special development efforts.

• To find and identify talent within the organisation for specific job openings.

• Skills inventory is also valuable for the preparation of roasters of qualified technical

and managerial personnel to be submitted on project proposals for government

contract.

• Information included in the skills inventory is:

1. Personal data

• Includes name, date of birth, gender, marital status

2. Education

• Includes courses obtained e.g. diploma, degree, college attended and college

dates.

3. Employment history

• Previous employers, job titles, current position and salary

4. Performance and potential

• Performance appraisal reports, assessment centres evaluation

5. Career goals

• Personal preference for special training, assignments, job and locations.

CAREER DEVELOPMENT

• Is the planning of one’s career and the implementation of career planning by means of

education, training, job research and acquisition of work experiences?

• Reasons for having a career development are:

Career Development

Career Planning Career Management


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Equal employment opportunity

• In order to provide equal \better opportunity for minority and women to move up

in their organisations from entry level jobs, the equal employment opportunity

commission has been requiring organisation to identify career pass and eliminate

barriers to upgrading for minorities and women.

Quality of working life

• Younger employees expressed desires to obtain greater control over their own

careers. They do not simply accept the roles and assignments given to them at the

convenience of management. They are after greater job satisfaction and more

career options.

Competition for high talent personnel

• Personnel who are highly educated often give preference in selecting a company

for which to work for those that are supportive of their career aspirations and have

career development programmes.

Avoid obsolescence

• Changes in technology, demography, economy and changes on consumer demand

can render obsolete the skills that employees in various occupations have acquired

often through years of training.

• Career development programmes can assist individuals in anticipating changes

and can help them gain new skills for there is a real demand.

Retention of personnel

Through career development programme, management may reduce turnover of employees

caused by frustration of individual career ambitions.

Improved utilisation of personnel

• On most cases people may keep in jobs which they have outgrown or which are dead

end assignments.

• Performance is better when people are placed in jobs they like and which fit their

ambitions.

Career planning

• Is a personnel process of planning one’s work life?

• This includes evaluating one’s abilities and interests examining career opportunities,

setting career goals and planning appropriate development opportunities.

Career management

• Is a subset of career development?


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• It focuses more upon plans and activities done by the organisation.

• The management of the organisation matches individual employee career plans with

organisational needs and implement programmes to accomplish theses joined

objectives.

HUMAN RESOURCES AUDIT

• Is an examination of what happens to manpower from the present moment to specific

period in future e.g. 5 years or 10 years from now?

• Helps to show changes in the manpower profile of an organisation through

promotions, demotions, transfers, death, resignation, retirement.

• Assists in showing dynamic nature of manpower and provides a basis of coming up

with manpower plans to deal with anticipated manpower shortages.

Equal employment opportunity

Deals with special employment problems e.g. non whites, women, older workers and

handicapped people i.e. discrimination in terms of recruitment, selection, testing,

accommodation for the handicapped, promotion, sexual harassment.

JOB EVALUATION

Def: is a process of establishing the relative importance and value of jobs within an

organisation in order to establish the job’s position in the hierarchy and its relative monetary

value.

It’s a systematic analysis of various jobs in an organisation in order to determine the

hierarchy and work.

Purposes

• Is done to have a fair compensation in the organisation relating to job within the

organisation.

• To assess the ranging of jobs in the organisation

• To achieve both internal and external equity in pay.

The ultimate output of a job Eva exercise is a ranking order of jobs and a pay sale.


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Effects of a poor job evaluation process

• There is low moral

• Low productivity

• High labour turnover

JOB ANALYSIS

Is the study of the job content to determine the human requirements?

Purposes of job analysis

• Is to come up with a proper rationalised job description and person’s specification.

• Is to determine the best way of performing a job to avoid bottlenecks inefficiency and

wastage.

• To avoid accidents.

Job analysis approach

1. Observation

2. Interviews

3. Questionnaires

4. Written narratives

• The observation is the mostly used for factory line jobs.

• The interviews method is commonly used.

7 steps in job analysis

1. The job analyst has to introduce him\herself

Job analysis

Job specification Job description

Job rating

Monetary allocation


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2. Demonstrate sincerity and interest in the work or the job of that person.

3. The analyst should not tell the employee how and to do the job

4. Try to talk to the supervisor in their technical language.

5. Do not confuse the work with the worker.

6. Does a complete job study before not like a motion study analyst?

7. Verify the information obtained.

Sequential process in J\evaluation

Appeals process

• Everyone should know about job evaluation exercise and the results obtained.

• Appeals if only should be lodged to the evaluation committee by the employee

consent, through the supervisor.

Identify need Examine possible

alternative job

system

Make a

presentation to

management

Choose

appropriate

system

Set up plans for

implantation

Communicate

intention to

conduct J\E to all

levels

Obtain approval

for J\Evaluation

Make a

presentation to

employees

Prepare a manual

of how you do it

Conduct a

workshop within

organisation Writing job

descripyion

Train participants

Conduct Job

evaluation

Communicate to

all stakeholders

Review Job

Evaluation

results


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• NB appeals should contain essential factual essence about the complaint.

• If there is an agreement with the job evaluation committee the employee or employee

consent can seek an external arbitrator.

Internal and external comparability to pay

• Equity is a significant concept in discussing remuneration.

• Equity in remuneration refers to the levels of earnings for people in an occupation

which society acknowledges and individuals accept.

• Perceived unjustifiable distortions in payment systems lead to grievances, labour

turnover, lowering of moral and industrial strife’s.

• If the unfairness is associated with close working colleagues the impact is liable to be

all the greater.

External labour market

Employees conduct salaries service on pay and conditions of service pertaining to similar

employers.

Red circling

• Frozen of salary after being overpaid until a certain time.

• Involves a situation in which a job after job\evaluation exercise to be found over

slotted or over graded.

• The job\evaluation committee will rationalise job into appropriate level. But the

holder of the job will still retain the salary and benefits that he used to get.

• If a new employee is taken that a new employee will be graded according to

j\evaluation system.

NON-ANALYTIC JOB\EVALUATION

Ranking\job comparison

• Jobs are compared with 1 another and job impact on the whole organisation is

considered.

• The system compares total jobs and at times certain factors e.g. responsibility, job

complexity or knowledge.

• It is used in small organisation.

Advantages

• Evaluation process is fast

• Easy to implement

• Low cost to organisation

• Produces hierarchy without analysing job content\specific aspects of job separately.


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Disadvantages

• Judgements are often influenced by current wage rates\personal criteria.

• Ranking process does not show how different jobs are visa-vee content and

complexity.

Grade description

E.G. PATERSON SYSTEM

Grade E Interpretative

Grade F Policy decision

• Used commonly in parastatals in governments.

• This method divides job hierarchy into a number of grade definitions by developing

written developments for each grade and allocating every job into a particular grade.

• Definitions of grade will be based on difficult in the level of duties, responses and

skills for that job.

• Some guidance in dividing grades can be found by using rational promotional steps.

• NB this system considers decision making.

Advantages

• They are fixed written descriptions of every job

• The jobs can be grouped together for administrative simplicity.

• It’s simple to implement

• It’s simple to maintain

Disadvantages

• System looks at whole jobs

• Then can be inflexible and not sensitive to changes in nature job

• They cannot cope with complex jobs

Analytical systems Job evaluation

• Point system

• Factor comparison

POINT SYSTEM

• Most commonly used method

• Based on separately defined factors

• Job characteristics determine the different in job weights

• Common factors in job are used and are called compensable factors e.g. decision

making, contacts with people and responsibility.

Grade A Routine decisions

Grade B Programmed

decisions

Grade C Calculated decisions

Grade D Technical


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80-100 1

60-79 2

50-69 3

40-49 4

30-49 5

Advantages

• Avoids oversimplification

• Provides defined yardsticks therefore seen as objective

• Appears objective though it is not

• Provides rational for developing a salary structure

• Points are converted to grades

Disadvantages

• Expensive to develop and implement

• It looks scientific before is still subjective

• It assumes it is possible to quantify different jobs and match them

Factor comparison

• Similar to point system but emphasis is a factor

• It has more of those compensable factors

• Each factor is given monetary factors

• Each job is assessed on specified factors and monetary allocation to each of those

factors is made

• Bench mark jobs are established first within

• Each department and are rated first

Advantages

• It is flexible

• It used well defined factors which don’t overlap on each other.


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Disadvantages

- Use of current monetary value builds errors in the system so it should be updated

regularly.

- Content of job may be changing overtime so periodically J/Descript must be visited.

PERFORMANCE EVALUATION/APPRAISAL/MANAGEMENT

- Is the assessment of an employee’s performance on a daily or regular basis by the

supervisor/line manager?

- Is a means of getting better results from the organization, teams and individuals by

understanding and managing performance within an agreed framework of :

• Plan

• Goals

• Objectives and

• Standards therefore it means performance evaluation is a joined approach by

the appraiser and appraisee.

- Ideally performance evaluation should be based on management and management

approach.

PERFORMANCE APPRAISALTERMINOLOGY

- Appraiser – one who rates/checks the performance

- Appraisee – is the rate

- Evaluator – evaluetee

- Supervisor – supervisee

- Manager – managed

ROLES OF PERSONNEL MANAGERS IN PERFORMANCE APPRAISAL

1) Advisory role

2) Conform/check performance appraisal cycle

3) Responsible for coordinating appraisal process i.e. provision of stationery and

facilities e.g. forms

4) Responsible for compiling departmental reports

5) Assisting with coming up with job descriptions and key result areas

6) Record keeping

MANAGEMENT OBJECTIVES OF PERFORMANCE APPRAISAL

APPROACH/MBO

- Step 1 : Identify common goals


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- Step 2 : Define subordinates Key Result Area

- Step 3 : Specify expected results, objectives and standards

- Step 4 : Use results as operating guidelines

- Step 5 : Use results as basis for compensation, training and developments

PURPOSE PF PERFORMANCE APPRAISAL

- Identify the performance gap and it is the difference between the expected

performance and the actual performance.

- To identify the skills gap and it is the difference between the expected skill and actual

skill.

- Identify potential

- For payment purposes e.g. performing well gets bonus and incentives

- Set standards

BENEFITS OF PERFORMANCE APPRAISAL

- To improve productivity both in quantity and quality.

- To improve the performance of individuals, in team and organizations

- Enhance supervisory and employee relationships

- It provides feedback to members on their performance, leading to increased

motivation.

- It enhance growth and development through training

- It’s a basis for fair compensation

- It provides an objective and quantitative measure of performance

PERFORMANCE MANAGEMENT CYCLE

1. Performance planning

2. Performance monitoring

3. Performance evaluation

1. Performance planning

- Overall vision and mission of organization

- Also do job evaluations and come up with Key Result Area

- Set standards and do an action plan relating to method of performance evaluation.


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2. Performance monitoring

- Implication

- Counselling and coaching

- Feedback on how they are performing

3. Performance evaluation

- Compare the standards versus actual performance

- Do interring rating

- Do some discussions on rating between employee and employer

- Evaluate

- Agree on evaluations

ESSENTIALS OF A JOB DESCRIPTION

NB The job description is the most important for performance evaluation

It must have:

1. Job Title :

It should indicate the function in which the job is carried out.

2. Reporting Structure:

Reporting to and responsible for:

3. Summary or purpose of the job:

4. Main Duties:

Specify the tasks to be performed

OTHER METHODS OF PEFORMANCE EVALUATION

2. Banking

- Comparing the performance of one employee with the others to arrive at a rating

- It’s ideal for jobs at the same level and ideal for small organizations

3. Person to person

- It uses factors such as leadership, dependability, initiative or resourcefulness.

- Commonly used in the organization

4. Grading

- Certain grading categories are established in advance of appraises or are slotted in

accordingly.


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- There are three categories used:

a) Outstanding performance

b) Satisfactory performance

c) Unsatisfactory performance

5. GRAPHIC SCALES

Performance

factor

Does not

meet job

requirements

Partially

meet job

requirements

Meet job

requirements

Exceeds job

requirements

Far exceeds

job

requirements

Consistently

unsatisfactory

Occasionally

unsatisfactory

Consistently

unsatisfactory

Sometimes

superior

Consistently

exceeds

Quantity of work �

Dependability �

Attitudes � �

Quality of work

6. Checklists

Superior

Questions Yes No

1. Does he usually volunteer good advice �

2. Does he show a market interest in the job �

3.Is constant treatment given to her subordinates �

4.Does supervisor display good working knowledge �

5.Do subordinates show respect �

6.Does supervisor complain about his own supervisors �

7.Does supervisor show favoritism to some employees �

Informal performance Appraisal

- MP vs constituency

- Pastor vs congregation

- Child vs parents

- President vs electorate

COMMON ERRORS IN PERFORMANCE APPRAISALS

1. Halo effect - positive effect snap judgments

Horns effect - negative effect

2. Error of central tendency

- Rater clusters most of his subordinates in the middle rating category


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3. Regency of event error

An employee may have performed very well towards the end of evaluation period,

then the rater will use that as representative of the entire valuation period.

4. Subjectivity

- Biases i.e. sex, race, nationality e.t.c

5. Lack of adequate assessment information

– Not enough information for assessment.

6. Lack of assessment methods

7. Improper weighting of factors

8. Harshness or leniency error

OCCUPATIONAL HEALTH AND SAFETY

Definitions

1. SAFETY

- Is the absence of occupational hazards that can cause injury/death to the employee.

-

2. HEALTH

- Is the stage of being bodily and mental vigorous and free from disease.

3. ACCIDENT

- Anything that happens unintentionally or by chance

- An undesirable event resulting in death, injury and damage to people or property

leading to an adverse effect in productivity.

4. ACCIDENT PREVENTION POLICY

- It is a proactive stance taken by government or management to address occupational

hazards or accidents in the work places.

5. OCCUPATIONAL HEALTH

The state of well being of an individual in his or her working situation.

6. OCCUPATIONAL HEALTH PRIGRAMMES

- These are concerned with identification and control of health hazards arising from

individual employments

7. ENVIRONMENTAL HEALTH

- The work environment must meet the factories and works inspectorate works and he

factors to be considered are:

1. Noise – levels of noise should not exceed (90 decibels)


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2. Hygienic conditions - dirty floors, slippery floors cause injuries and diseases

3. Radiation– ultra violet rays cause skin diseases as heat waves are emitted from

the sun.

4. Safety of employees- the employer should provide adequate safety measures

8. SOCIAL HEALTH

- Apart from the physical health of the individual the workers’ social life has to be

catered for.

- A worker who is battling with problems at home will not perform well at work

9. HUMAN NEEDS

- The organization should provide adequate compensation for work done and also

enough entertainment during the space of time.

10. PHYSICAL HEALTH

- Is the physical wellbeing of an individual i.e. free from diseases and illness

- The individual must have a homestastitis – means maintihence of mental of

metabolical balance, maintenance

11. MENTAL HEALTH

- A state in which one is well adjusted, there is accurate perception of reality and can

reasonably cope with stress frustration in life.

WORK RELATED DISEASES

These are diseases caused by factors present in the work situation e.g. respiratory diseases

e.g. Tuberculosis, bronchitis, pneumocosis, lung disease.

• Hypertension – is a result of stress and lack of exercises

• Back pain – When work is very physically demanding

• Fatigue – caused by too long working hours

• Visual problems – use of computers, excessive light, reading too much.

STRATEGIES TO OVERCOME WORK RELATED DISEASES

1. Analyze work history, work environment i.e. ergonomics – the study of work

situation in relationship to the worker.

2. Analyze the individual genera; health history

3. Provide adequate health education e.g. recreation facilities

4. Give medical facilities e.g. a clinic

5. Monitor and maintain conclusive environmental e.g. hats etc

6. Administer constant medical examination visually main exposure to hazards

environment

Constraints


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1. Management concern or attitude towards health

2. General health and employees

3. Size of staff

4. Availability of finance and resources

5. Protective clothing

TYPES OF PROTECTIVE CLOTHING

1. Goggles – this is a device used to screen the eye or face from adverse effect of the

wor environment. These are used in welding operations, spraying of chemicals and

operating other machines such as grading, stone processing, saw milling, riding motor

bikes.

2. Helmets – hat gear – used in construction in mining, also in cricket, people operating

machines.

3. Gloves – protection of hands and arms – used in laboratory clinical scientific,

cleaning toilets, boxing, salitation personnel, in hospitals and hair salons.

4. Dust mask – for protection of lung diseases – for construction, spraying chemicals,

mining saw mills and theatre.

5. Safety shoes – perfect foot, used in construction, steel making and mining.

6. Overal – used in construction, farming.

7. Ear plugs –n protection against noise in noise industrial or environment, grinding

mills, sawmills

8. Gumboots – building construction, farming, hospitals or several task of sanitary

WORK.

ACCIDENT

ACCIDENT PREVENTION POLICY

It is a proactive stunts taken by management to address occupational hazards and to avoid

occurrence of the accidents.

Accidents prevention program (by committee)

A program – a systematic flow of activities to ensure health and safety.

FUNCTIONS ACTION BY

1. Identify the hazardous areas - Employee, managers &

supervisors

2. Establish specific objective and

performance standards - Line managers, HR Manager

3. Delegate responsibilities - First line managers, operators,

employer

4. Evaluate performance results - Line managers, HR Managers


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5. Take remedial action - Everyone

What/which factor contribute to accidents at work

PERSONAL FACTORS JOB FACTORS

1. Lack of skill or knowledge 1. Environmental/noise level, ventilation,

light

2. Fatigue 2. Lack of effective supervision

3. Poor health 3. Condition of machinery, plant and

equipment

4. Psychological factors

(emotions/spirit)

4. Good house keeping

5. Fire hazards

FUNCTIONS OF THE HUMAN RESOURCES PERSONNEL IN

ACCIDENT PREVENTION

1. Recruitment and selection - Need to recruit a right skilled health people

2. Induction - Acquaint new employee and environment

3 Performance evaluation - Teach people the right way of performing task and the right

habits

4 Training and development

5 Record keeping – pertain to health, accidents, programs

6 Processing injury on duty

7 Run safety contest e.g. promotion

8 Counseling to prevent accidents

NSSA (NATIONAL SOCIAL SECURITY AUTHORITY)

Functions and Responsibilities

• It is a parastatal organization

• It was formed in 1994 and it is the successor to the Workman’s Compensation

• The principal/ Main Act that promulgated this parastatal in existence was drafted

in 1994

• NSSA operates 2 schemes

1. Pension Scheme

Came into existence through statutory instrument 393 0f 1993

2. Workers Compensation Insurance Fund

Statutory Instrument 68 of 1990


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PENSION SCHEME

- Caters for all employees in all castors except domestics

NB Civil servants came on board in June 2002

- Membership is though payment of contributions to NSSA

Contributions

- The employer and employee both pay contributions to the scheme

- The employer is required to deduct from the employee and remit to NSSA

- 3% of the gross salary is deducted

BENEFITS

Pension

1.1 Eligibility condition

- The employee should have contributed for 10 years or 120 months to become eligible

to the pension

- The employee should have reached the age of retirement but the age requirements

differs i.e.

• Normal = 60 years

• Early = 65 years

• Late = 65 years

• Retirement on medical grounds is usually reduced to 55 years

• Your contributions must be backed up by a membership Number

Retirement Grant

• Is one lump sum payment.

1.2 Eligibility Conditions

• The employer must have contributed for 12 months and the employer must

have reached 55 years

Invalidity Benefit

• It is also a lump sum payment and is added once; this is a benefit that is paid

on medical grounds

• 1.3 The member must contribute for 12 months and when one is medically

satisfied as fit he can get the grant.


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Funeral Benefit

• It is a lump sum payment which is paid to cater for funeral expenses upon the death of

an employee who is a member

• 1.4 Eligibility

• The contributor should have paid @ least for 12 months and the amount is not rigid.

The beneficiary must produce a burial order/ death certificate and the claimer’s

identity card and if the person was married, a marriage certificate.

Survivors Benefits (is a pension) Is paid for the spouse or children under 18 years.

Eligible Condition – Contributed for 10 years and if contribution for 10 years survivors get a

grant.

2. Workers Compensation Insurance Fund

Caters for employees who are injured on duty (IOD)

- Employer/Supervisor must complete this form (Workers Insurance Fund 14) and

submit it to NSSA within 14 days

- The employer contributes 100%

- The contributions are based on industry risk (based on accident statistics within the

industry)

- These rates are reviews and assessed annually based on the accidents

- A doctor’s report is required for compensation purposes i.e. Payments are made

according to medical report

- Members or employees who do not fully recover to be able to go back to work will be

sent to central rehabilitation centre in Bulawayo to receive extra medication

- Where extra

- Assisted with startup capital

- NSSA maintains an open door policy i.e. any employee or employer is free to come

complain consult.

ZOHSC (Zimbabwe Occupational Health and Safety Council)

It is a department attached to NSSA and an operational arm of NSSA.

Main functions

Exists in order to enforce compliance with occupational Health and Safety

Intention

Minimize on incidents of accidents

How it operates


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1. Means of promotions on health and safety in the workplaces

2. Factory inspections – they do inspections of new industry so that it complies with the

required standards.

- Inspections on existing industries on boilers, convey belts, premises

- Inspect tools, equipment and plant

3. Carry out random inspections and check on compliance

4. ZOHSC(Zimbabwe Occupational Health and Safety Council) carries out seminars and

are targeted for managers and employers representatives.

5. Carries out job analysis.

- It is run by a council

- It is headed by a president and 12 councillors

PAST EXAM QUESTIONS

Question 2

Explain how the following help in the motivation of workers:

a) Job design

b) Job enrichment

c) Job enlargement

Explain any 4 principles in which Hertzberg said Job enrichment efforts should be based.

i. JOB Design

Work environment, ventilation light; furniture; air conditioning.

Identity any 2 aspects

Explain any 2 aspects

ii) Job Enrichment

• More autonomy- less vision; more accountability; responsible for results)

• Vertical job loading; more responsibilities, more authority (making decision)

iii) Job Enlargement (Horizontal job loading)

• Cut back on idle time

• Sharpens skills

• Contribution to outputs and profits

b) Hertzberg (satisfies)

• More responsible

• Job content- operands

• Compliments- recognition


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• Authority (more)

• More accountability

• Advancement/ promotion

3a Explain any 7 sources of stress. (14)

b) Suggest 6 measures that can be taken to prevent or reduce excessive in workers.

• Identify – explain or discuss

• identify and explain

Outline and explain the procedure for conducting a performance Appraisal exercise. 20

Answer1

Identify 6 steps

Discussion

Introduction

Definitions

Step 1

Objective, mission, goals

• Corporate, system plans

• Department and team plans

• Superior/ subordinate discussion

Step 2

Performance agreement

• Set standards based on job descriptions

• Agree on expected outputs

• Agree on time lines

Step 3

Performance plans

• Detailed work plans

• Link them the organizational corporate objectives

• Mobilize necessary resources

Step 4

Action plan

• Review availability of resources


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• Identity bottlenecks/ challenges

• Adhere for innovation, resourceful, flexibility.

Step 5

Monitoring feedback and review

• coaching role of supervisor

• synchronizing objectives with reality

• open, objective discussion between supervisor and subordinate

Step 6

• Create conclusive interview (a plat form)

• Focus on performance issues and not on peripheral issues

• Agree on rating

i. Organizational

ii. Economic situation

iii. Collective bargaining (Arbitrator)

2. Describe sequentially that can be followed by an organization within employing a new

person in Zimbabwe.

3. Discuss any 5 major functions of a HR Manager

• Policy initiation

• Advice

• Service

• Control

• Career development and training

4. Define induction training (2) Refer to question 3 previous Question

b) Identify and explain any 6 purposes of employment induction. (18)

5. a) training needs

b) Job evaluation

c) Performance appraisal

d) Forced leave

6. Explain 5 reasons why organizations carried out HR planning. (20)

i. Initiate and formulate policy

ii. To ensure availability of resources


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7. Highlight on any 5 factors that affect demand of labour in the labour market

I. Supply of labour

II. Government politicizes (if the NEC and increase of salaries demand of labour

decreases)

III. Economic situation ( if its stable demand of labour will below

IV. Technological innovation

V. Political situation

• Increases productivity and efficiency

• Job enlargement e.g. think work is like breathing and sleeping.

• Negative

• Leads to uncertainty

• Job enlargement (laziness)

• Unemployment

6. The hospitality Industry suffers a lot from labour turnover. Suggest the ways that

you as a manger would use to control it. (20)

I. Motivation

II. Induction training

III. Leadership suitable

IV. Encourage informal groups

V. Career development

VI. Delegation

VII. Introducing fringe benefits

VIII. Promotion enrichment

7. Suggest possible indications of the need for training in a hotel setup. (20)

i. High accident occurrence

ii. Failure to meet objective and goals (target)

iii. When production is substandard

iv. Indiscipline

v. Change of technology and illiterate in operation

vi. Forecasting

vii. High labour turnover

viii. Time taken to complete a task

June 2011

Explain any 5 factors that determine salary levels in Zimbabwean Organisations. (20)

• Government policy

• NEC regulations

b) What factors would you consider when designing a pay policy? (10) i. The value of job


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ii. Nature of the job

iii. Financial stability of the organization

iv. Mode of employment i.e. casual, contractor, permanent

v. Goals of the organization

vi. Competitors

vii. The rates Labor demand is high pay policy (increased salary) and labour supply

viii. Performance of employees

ix. Government policies

x. Economic stipulation ( stability / instability)

5. Explain the benefit of having a grievance procedure in an organization. (10) i. Conflict management

ii. Leads to high productivity

iii. Reduces resistance to change

iv. Motivation of employees

v. Communication

vi. Planning ahead

vii. Reduces labour turnover

a) Explain the effects of the following in an organization

Positive effects

• Dismissal

• Advocates for discipline

• Ensures productivity

Negative effects

• Demotivation

• Creates enmity

• Breaks down productivity groups

Redundancy

Reduces costs to the organization in the long run

9. Explain recruitment

Is the process of finding/ discovering potential job candidates for actual or anticipated

organization vacancies? Internal or external recruitment.

Advantages of internal recruitment

i. Increase moral

ii. Motivates employees

iii. Confidential company’s secret are kept

iv. It is quicker and less costly

v. Those chosen internally have the knowhow of the orgarnisation

vi. It is more reliable


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vii. Acts as training device to developing middle and top level managers

Disadvantages of internal recruitment

• Promotes stale ideas

• Decrease morale

• Supervisors may at give recommendation fearing to lose his\her subordinate

• Creates nepotism and favouritism

Repercussions of poor induction

i. Takes time for the employee to settle

ii. Unnecessary accidents

iii. Indiscipline

iv. Poor communication channel

v. Exploitation by older employees/ supervisors

vi. Absenteeism and high turnover – X ( inefficiency/ efficiency)

vii. Insecurity

4 Analyses the pay structure recommended by N.E.C within the catering industry

5a) Job evaluation. (5)

• Relative importance of a job in organisation analysing its value; position, monetary

value and hierarchy.

b) Discuss the uses of a job evaluation in Personnel Management. (15)

• Pay structure

• Fair compensation in the organization ranking of job in organisations

• Achieve both internal and external equity in pay

6. Outline and explain the benefits of manpower planning

• Recruitment and selection

• Job evaluation

• Career planning

• Monitor and ratio of manpower to other courses

• Basis for training and development product

• To find ways of preventing redundancy

• Accommodating needed in future e.g. Working spaces.

7. How would you, as a Human Resources Manager assess supply of many powers?


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• Undertaking staff audit

• Competition for employees from other organizations

• Examine turnover of staffs

• Level of absenteeism

8. The point method of job evaluation is one of the commonly used systems. Outline the

advantages and disadvantages of this method. (16)

• Improved use of personnel

Discuss the major functions of Zimbabwe Occupational Health and Safety Council

(ZOHSC)

• Carries out promotions an Safety and Health in the work station

• Factory inspections

• Do inspections on new industries that they have proper safety and health measures

• Carry out inspection on work places and check on compliance

• Carries out seminars, workshops targeted for managers and employer’s reps in

relation to safety

• Carries out job analyses in relation to safety.

4a) Explain why employees join trade unions. (10)

• Negotiate on employee behalf. (Higher wages and benefit

• Improve on work conditions in their work stations.

• Improve on employer and employee relationship.

• Greater job security

• Influence work rules

• Compulsory membership

b) Managements of most organizations dislike the formation of trade Unions. (10)

• They influence to retaliate against their employers

• They influence the in wage increase hence high cost to organization.

With reference to the HRP write short notes on:



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• Is the assessment of the number of employees an organization needs in future. It

includes carrying out a census.

Quantitative forecasting

• Skills, knowledge, qualifications, the organizations needs in future.

Skills inventory

• Special – document contain up to date information of qualifications of employees at

work. E.g. personal information, qualifications, personal attributes etc

Auditing

• Assessment of manpower from the present to specific period in future. E.g.

promotions; lay off; demotion.

2. Career development

• Planning of one’s career and implementation of career plans through training,

education, job research.

Career planning

• An individual plans one’s life. Revaluating abilities and interests examine career

opportunities and set career goals. Plan appropriate developmental activities.

List 4 reasons for establish a career development plan

• Employment opportunities

• Quality of working life

• Competition for high talent personnel

• Avoid absence

• Retention of employees (reducing labour turnover)

5) Interview errors

• Central tendency

• Asking leading question

• Harshness or lenience

• Subjective, race, sex, religion

• Candidate assigned


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• Interviewer talks too much

QUESTIONS

Explain 10 steps involved in systematic training (20)

• Performance evaluation

• Identify the training needs

• Training techniques

• Implementing the training methods; programme

• Evaluation of training and feedback i.e. assessment during training

• Take convective action

• Validate

2. The “Management” aspect of the HR Manager is identical to every other manager’s job.

Examine 5 other functions performed by such a management. (20)

Refer on Question 5ab) Njitiman’s Model Answers.

3. Analyze the purpose of induction and training assesses the reputations of poor or

inadequate induction. (20)

Definition: Induction

Purpose of induction

• Unnecessary time consuming in the long run

• Reduces idleness

• Accident prevention measure

• Familiarization with the working environment (company policies and procedures)

• Norms and values

• Non-financial components luxury office, lunch

• Fringe benefits

Discuss any 5 incentive skills used in Zimbabwe by company

• Financial- salary

• Fringe benefits

• Non- financial components luxury office, lunch

• Benefit demanded by statutory laws (NSS)

• Pay at work

Outline the components of any Integrated Healthy Scheme


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Discuss 4 major areas of responsibility of Human Resources Manager

• Policy initiation and formulation

• Advice - regarding to personal problems

• Control - ensures ruled regulations, employee regulation, code of conduct

• Service - recruitment and selection, career planning

2. What is a training need?

3. Systematic approach to training

• Identify of knowledge and skills required

• Identify training needs

• Prepare training plans

4) 5 benefits of training

• Reduces accidents

• Increase production, efficiency

• Improved recruitment and selection process

• Boost employee moral

Write short notes on the following:

a) Job description

b) Job analysis

c) Job enlargement

d) Job evaluation job rotation

Outline the steps in the Manpower Planning Cycle

State the benefits of Manpower planning to:

a) Your orgarnisation

b) Individual

Explain the skills required of a good interviewer.

Giving examples. Outline any 3 of the basic faults committed by interviewers.

Give any outline of Herzberg’s two factor theory and explain how you would use it in

any organizations. (20)

State and briefly explain the contents of a performance


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Appraisal form.

• Appraiser/supervisor’s name

• Date / period of approval

• Name of the company

• Performance period

• Rating/evaluation Questions

• Section for the agreed targets

• Commence of both appraiser and appraise.

Write notes on the following

1. Job enlargement

2. Job enrichment

3. Job analysis

4. Merit rating

5. Benefits

2005

Interview is one of the most important steps in the selection process:

Detain how any organization should prepare to hold any interview. (20)

Draft a job advert for the position of your choice, in cooperating all essential

subheadings and details. (20)

a) For example 1. Name of company

b) 2. Job title

c) 3. Location

d) 4. Qualification

e) Skills

f) Attitudes

g) Job summary etc

h) Contact, deadline date.

Explain the purpose of job interview

State and explain the role of employer and employees act in accident prevention at

workplaces. (20)

Describe the conditions under which the employee may be refused for compensation for

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[email protected]

If you haven’t contributed.

i. Injured on duty

ii. Injured whilst not putting on safety clothes

iii. Injury report; recorded

iv. Medical report for proof

b) Explain any Man Power technique that you know.

Discuss any 4 major functions undertaken by HRM and explain any 3 challenges faced by

HR Managers

a) Challenge of government policy

b) Change in level of productivity

c) Pressure from trade unions

d) Inability of worker’s to perform

e) Resistance to change

Practical 1

Discuss critically how different people and different groups have contributed to the evolution

of the personnel function.

Theory 1

Identify and explain 4 roles of HRM management

i. New organization in place additional

ii. Medical

iii. Benefits

iv. Appraisal

v. Induction

Practical 2

Recommend an employee benefit programme for the company of your choice. (40)

NB Most or some of the benefits should be derived from your study of the company/

organization.

Give at least 7 such benefits

� Structure of an organization, proof will give marks

THEORY2

Suggest and explain fully at least 10 ways through which you can avoid/ reduce the

prevalence of accidents in the work place. (40)