Professional Documents
Culture Documents
MANAGEMENT
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SYLLABUS
AIM
To provide the students with adequate knowledge of and appreciation of personnel
management funds.
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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These concepts form the basis of much of todays 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.
Mayos work paved way for Douglas McGregors theory Theory X; Theory Y.
Theory X assumes that most people in the works 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 individuals
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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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:6
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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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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 applicants 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 interviewers 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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Programmes
facilities
methods
trainers
Validate
evaluate
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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.
SKILLS INVENTORY
CAREER DEVELOPMENT
Career Development
Career Planning
Career Management
Is the planning of ones 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:
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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 ones work life?
This includes evaluating ones 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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JOB EVALUATION
Def: is a process of establishing the relative importance and value of jobs within an
organisation in order to establish the jobs position in the hierarchy and its relative monetary
value.
Its 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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Job description
Job specification
Job rating
Monetary allocation
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 persons 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
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Demonstrate sincerity and interest in the work or the job of that person.
The analyst should not tell the employee how and to do the job
Try to talk to the supervisor in their technical language.
Do not confuse the work with the worker.
Does a complete job study before not like a motion study analyst?
Verify the information obtained.
Communicate
intention to
conduct J\E to all
levels
Examine possible
alternative job
system
Choose
appropriate
system
Make a
presentation to
management
Make a
presentation to
employees
Obtain approval
for J\evaluation
Prepare a manual
of how you do it
Conduct a
workshop within
organisation
Writing job
descripyion
Conduct Job
evaluation
Review Job
Evaluation
results
Communicate to
all stakeholders
Train participants
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.
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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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Grade E
Grade F
Interpretative
Policy decision
Advantages
They are fixed written descriptions of every job
The jobs can be grouped together for administrative simplicity.
Its simple to implement
Its 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.
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80-100
60-79
50-69
40-49
30-49
1
2
3
4
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 dont 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
-
PERFORMANCE APPRAISALTERMINOLOGY
-
Step 2 :
Step 3 :
Step 4 :
Step 5 :
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
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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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
Grading
Quantity of work
Dependability
Attitudes
Quality of work
Does not
meet job
requirements
Consistently
unsatisfactory
Partially
meet job
requirements
Occasionally
unsatisfactory
Meet job
Exceeds job
Far exceeds
requirements requirements job
requirements
Consistently
Sometimes
Consistently
unsatisfactory superior
exceeds
6. Checklists
Superior
Questions
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
Yes
No
MP vs constituency
Pastor vs congregation
Child vs parents
President vs electorate
snap judgments
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SAFETY
Is the absence of occupational hazards that can cause injury/death to the employee.
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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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
1. Identify the hazardous areas
ACTION BY
- Employee,
managers
&
supervisors
and
- Line managers, HR Manager
2. Establish
specific
objective
performance standards
3. Delegate responsibilities
Everyone
JOB FACTORS
1. Environmental/noise level, ventilation,
light
2. Lack of effective supervision
3. Condition of machinery, plant and
equipment
factors
4. Good house keeping
5. Fire hazards
It is a parastatal organization
It was formed in 1994 and it is the successor to the Workmans 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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Contributions
-
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
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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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 claimers
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 doctors 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.
It is run by a council
It is headed by a president and 12 councillors
JOB Design
b) Hertzberg (satisfies)
More responsible
Job content- operands
Compliments- recognition
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Authority (more)
More accountability
Advancement/ promotion
Outline and explain the procedure for conducting a performance Appraisal exercise. 20
Answer1
Identify 6 steps
Discussion
Introduction
Definitions
Step 1
Objective, mission, goals
Step 2
Performance agreement
Step 3
Performance plans
Step 4
Action plan
Step 5
Monitoring feedback and review
Step 6
i.
ii.
iii.
Policy initiation
Advice
Service
Control
Career development and training
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.
ii.
Supply of labour
Government politicizes (if the NEC and increase of salaries demand of labour
decreases)
Economic situation ( if its stable demand of labour will below
Technological innovation
Political situation
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.
II.
III.
IV.
V.
VI.
VII.
VIII.
Motivation
Induction training
Leadership suitable
Encourage informal groups
Career development
Delegation
Introducing fringe benefits
Promotion enrichment
7. Suggest possible indications of the need for training in a hotel setup. (20)
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
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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Increase moral
Motivates employees
Confidential companys secret are kept
It is quicker and less costly
Those chosen internally have the knowhow of the orgarnisation
It is more reliable
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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
7. How would you, as a Human Resources Manager assess supply of many powers?
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8. The point method of job evaluation is one of the commonly used systems. Outline the
advantages and disadvantages of this method. (16)
Discuss the major functions of Zimbabwe Occupational Health and Safety Council
(ZOHSC)
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Quantitative forecasting
Skills inventory
Auditing
2. Career development
Career planning
An individual plans ones life. Revaluating abilities and interests examine career
opportunities and set career goals. Plan appropriate developmental activities.
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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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 managers job.
Examine 5 other functions performed by such a management. (20)
Refer on Question 5ab) Njitimans Model Answers.
3. Analyze the purpose of induction and training assesses the reputations of poor or
inadequate induction. (20)
Definition: Induction
Purpose of induction
Financial- salary
Fringe benefits
Non- financial components luxury office, lunch
Benefit demanded by statutory laws (NSS)
Pay at work
4) 5 benefits of training
Reduces accidents
Increase production, efficiency
Improved recruitment and selection process
Boost employee moral
Job description
Job analysis
Job enlargement
Job evaluation job rotation
Appraiser/supervisors 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.
Job enlargement
Job enrichment
Job analysis
Merit rating
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)
b)
c)
d)
e)
f)
g)
h)
Describe the conditions under which the employee may be refused for compensation for
NSSA
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Injured on duty
Injured whilst not putting on safety clothes
Injury report; recorded
Medical report for proof
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.
ii.
iii.
iv.
v.
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)
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