LEADSTAR COLLEGE OF MANAGEMENT

AND LEADERSHIP FACULTY OF BUSINESS

AND LEADERSHIP

GRADUATE DEPARTMENT OF BUSINESS

ADMINISTRATION

Practice of Human Resource Development:

(Case study in Oromia Urban Development and Housing Bureau)

GROUP MEMBERS
1. Motuma Abebe Jinfessa ID No.R/Grd/MBA/D2/170/11/1
2. Amanuel Ajema Megersa ID No.R/Grd/MBA/D2/022/11/1
3. Gemeda Wakjira Dube ID No.R/Grd/MBA/D2/437/11/1
4. Workneh Adamu Mekonnen ID No.R/Grd/MBA/D2/253/11/1

Submitted to: Bonsa .D (Assistant Prof.)

JULY, 2019
ETHIOPIA, FINFINNE
 TABLE OF CONTENTS
Items Page No

Executive Summary.........................................................................................................................2

1. Introduction..............................................................................................................................3

2. Background of the Organization..............................................................................................3

3. Mission and Vision statements.................................................................................................4

4. Objective of the Study..............................................................................................................4

5. Competencies...........................................................................................................................4

6. Method of Data collection And Analysis.................................................................................4

6.1. Method of Data collection.................................................................................................5

6.2. Method of data analysis....................................................................................................5

7. Definition of strategic plan.......................................................................................................5

8. Human Resource and Organizational Strategic Plan...............................................................5

9. Role of HRD in Aligning Manpower with Organization Mission and Vision.........................6

10. Human Resource in Oromia Urban development and Housing Bureau (OUDHB).............7

11. Internal and External Environmental Analysis (SWOT) On HRD......................................7

12. Conclusion and Recommendation........................................................................................9

12.1. Conclusion.....................................................................................................................9

12.2. Recommendation.........................................................................................................10

13. References...........................................................................................................................11

Executive Summary
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HRD is at the center of Human Resource System. It relates with imparting learning to the
members of the organization for development of skills, ability and competency. HRD is a
subsystem closely related with other subsystems in the organization, production, marketing,
finance etc. The composition of HRD has several sub systems which are interrelated and
interdependent including communication, training and development, role analysis, job
enrichment performance appraisal and potential appraisal.

HRD is a dynamic and planned process continuously undertaken for development of personnel’s
to enable them to face multiple challenges while performing in the organization. HRD aimed at
improving quality of working life in the organization to increase the productivity. HRD takes
care of health and wellbeing of the employees and their families by promoting healthy
environment at the workplace. It helps in achieving satisfaction of employees.

In the fast moving business world of today, organizations are evolving. The role of manager has
become more diverse. Radical changes are taking place because of economic pressure and the
demand for enhancing efficiency and productivity. Growth of information technology facilitated
tasks to be completed within seconds than in days. To keep pace with such an environment,
organizations must develop its people and allow them to grow. HRD must therefore be viewed as
total system interacting with other systems of the organization. The employee’s capabilities need
to be sharpened. This is possible through HRD.

1. Introduction

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Human Resource Development (HRD) is a planned and systematic approach to development of
employees for both organizations and employees benefit. Emphasis on HRD results into several
positive individual and organizational outcomes. HRD needs investment in training,
development and education programs.

Developing an effective HRD system is a difficult task since it needs to align both company and
employees need. Employees satisfaction with HRD practices are among the most important
criteria to consider when assessing the human resource development practices. Thus, this term
paper is designed to assess employees satisfaction with HRD practices in Oromia Urban
development and Housing Bureau.

The main objective of the study is to identify the level of employees’ satisfaction with: the
Bureau commitment to HRD, appropriateness of HRD practices, opportunities for growth and
development, management’s guidance and encouragements and other dimensions of HRD
practices.

The term paper is designed as a case study. Both secondary and primary data were used in the
study. Questionnaires were developed as main tool for gathering primary data about employees
satisfaction with human resource development practices of the Bureau. An interview was also
made with officials of training and development team of the Bureau. The findings of the study
indicated that respondents perceived the HRD practices of the Bureau as unfairly focused on
some work units only. Respondents also indicated their dissatisfaction with the promotional
opportunities and the knowledge to gain from the work they do for the Bureau.

2. Background of the Organization

Oromia region have 665 cities which have municipal structure and within this 39 cities have state
function. And they are highly populated when compare with other Ethiopian cities because of
economic interest, geographically near to capital city and ecologically good many people choice
to live this cities. So, urbanization rate of Oromia is very high. In addition to this,
Industrialization is growing by alarm rate in Oromia region. To lead this urbanization and
Industrialization on good track; Oromia regional government following of 2010/11 restructured
the organization as Oromia Urban development and Housing Bureau. Before 2010/11 this bureau

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is called Oromia Industry and Urban Dev’t Bureau. Then the Main Objective of Oromia Urban
development and Housing Bureau is facilitating and regulating the development of Industrial
sector in the region, regulating the Urbanization of the region, deliver urban infrastructures to the
society, Designing regional government constriction projects and monitoring and evaluating the
performance of municipal in the region.

3. Mission and Vision statements

The Bureau of Oromia Urban development and Housing mission is to develop Oromia urban
centres to be models of democracy which generate development and deliver efficient services to
their inhabitants. According to the Bureau, is mandated to frame policies, strategies and
programs that would help to establish Green, Resilient and Well Governed Cities that support a
transformation from a predominantly agricultural sector to a rapidly growing industrial sector
that contributes to the economic growth necessary to achieve middle income.

4. Objective of the Study

 To show the importance of Training and Development to achieve strategic plan of the
organization.
 To identify the failure of human resource development with the achievements of
organizational plans,

5. Competencies

The Bureau had highly skilled full human power to implement the strategies planned as well as it
has efficient and committed leaders who lead the bureau towards its mission.

6. Method of Data collection And Analysis

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 6.1. Method of Data collection
The data collected from the office through preliminary interview to collect information on the
practice of human resource developments, other document review were utilized for the study and
the opportunities and challenges were discussed in the main body of the paper and also scanned
the bureau strategic and operational plans and annual reports as the primary and secondary
source of data involved in the examination.

6.2. Method of data analysis

In the study data were collected using questionnaires and interviews and analysis was discussed
in tabular forms (SWOT analysis).

7. Definition of strategic plan

Planning is defined as course of action that focused on specific goals /purpose/ and must be
completed within a definite period of time to bring about a targeted output by mobilizing scarce
resources/input/

8. Human Resource and Organizational Strategic Plan

The performance drivers for individual and organizational alignment focus on whether
departments and individuals have their goals aligned with the organizational objectives
articulated in the strategic plan. When all individuals understand the mission and vision of the
organization and contributing to the success of mission and vision we say there is alignment
among human resource and strategic plan of the organization. To build alignment in the
organization the organization must take into account the importance of man power in the
organization. To have concrete alignment within human resource and organizational strategic
plan invest on human resource development is very important. Also sharing of knowledge &
experience among employees are needed. Despite this, Communication on strategy at all level is
important i.e. with community which is directly beneficiary of the strategy and with non-
governmental organization support the strategy financially or technically. Although, the
employee satisfaction are recognizes that employee morale and overall job satisfaction. Now,
this is considered highly important by most organizations. Satisfied employees are a precondition

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for increasing productivity, responsiveness, quality, and customer service. Also, employee job
satisfaction has impacts on customer satisfaction positively or negatively. So, for companies and
even for public organization to achieve a high level of customer satisfaction, they must do
customer satisfaction survey to take action on their way of delivering services.
Elements in an employee satisfaction survey could include:
 Involvement with decision – making
 Recognition for doing a good job
 Access to sufficient information to do the job well
 Active encouragement to be creative and use initiative
 Support level from staff functions
 Overall satisfaction with organization
In general, keeping employee morale is important for the organization to align employees or
human resources with organizational strategic plan and at the same time it’s helpful to implement
it easily and efficiently.

9. Role of HRD in Aligning Manpower with Organization Mission and Vision

When human resource expands its traditional administrative role, it can have a significant impact
on an organization’s value creation. To properly align HR with an organization’s strategy, it first
needs to be organized so that, it can play a role in the strategic planning of the organization. It is
human capital that leverages all other areas of an organization. Therefore the HR department
needs to ensure the human asset is effectively aligned with the strategy that is chosen by the
organization. To capitalize on this leverage, organizations need to adopt a new perspective of
HR. They should take initiative to achieve organizational objectives. They should train
employees by making training need assessment to capacitate employees. Also create
communication network among employees on organizational issues. And develop human
relation and organizational culture to achieve mission and vision of organization.

10. Human Resource in Oromia Urban development and Housing Bureau (OUDHB)
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OUDHB has 179 employees at Bureau level without including zonal and urban level office
employees (2011 data).Those employees have different educational background and status from
these women employees cover 34.8% and male employee cover 65.2%

Table 1 Number of OUDHB employees by level of education

Level of Male Female Both Remark

education

MA/MSC 14 0 14

BA/BSC 68 6 74

Diploma 17 29 46

Certificate/other 19 27 46

Total 118 61 179

11. Internal and External Environmental Analysis (SWOT) On HRD

Strength Weakness
1. Lack of proper human resource
development planning
2. Leaders focus on political issues rather
1. Skilled human power
than concentrating the office works
2. Leaders concentration to improve the
3. The budget constraints
service delivery system
4. Doing routine jobs which is not
3. The training and development
strategic
program to build the employee
5. Lack of proper assignment of HR
capacity at regional, zonal and town
6. Failure to fully implement policy and
level
regulation
4. Practice to measure the employee
7. Top manager commitment lack
service delivery satisfaction

Opportunities Threats

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1. Availability of highly skilled man
power on the market
2. Active community participation on
social, political and economic issues
3. Availability of modern technology on
the market
1. Increase of employee turnover
2. The existence of Price escalation
/market inflation
3. The political un instability of the
country
4. Globalization

In this organization high qualified (Engineers, Economist, Urban planner & etc) employee
turnover is very high in relation with other organization of the region. This turnover is due to
different reason like miss handle of management, law salary with compare to privet organization,
lack of motivation and job satisfaction etc.

Even if, they stay in the organization for a long time some of them do their own work in the
expense of the organization because employee interest was no aligned with organizational
interest /vision and mission/ . This entire situation affects the service delivery of this
organization.

Sometimes, people was complain /criticize/ this organization especially at urban level office i.e.
municipal office. Many times strategic plan was prepared depend on financial resource they
don’t take human resource as important resources due to that human resource development can’t
incorporate into plan and no motivation mechanism. So, at end the plan was fail.

In fact, the role of HR manager and department is enormous in aligning of employees with
strategic plan or making of employee strategic focused. But, they didn’t perform their activity
well in this organization.

They were simply doing routine jobs which is not strategic like, taking employee attendance,
solving employee complain manner jobs always rather than planning human resource
development properly, planning HR motivation, recruitment & promotion and initiating
employees as to achieve organization mission and vision. Even they don’t have any role in
planning and development process.

Many time plan was prepared by planning department without consulting HR department due to
miss perception of experts on HR and also this organization have another department which so
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called Urban Basic support department which conducts training to employees and nominate
employees for long run training. So, human resource department is nominal.

Basically, OUDHB is trying to implement new model of planning which is called Balanced score
card / BSC/ that focuses on Four perspective to make organization success full. These are
Customer perspective, Financial, Internal process and Growth and tool prospective.

According to BSC if the organization plans depends on those four perspectives by cause and
effect relationship the strategic plan will be efficient and effective. In BSC Human resource and
technology/ tools/ are the basic to satisfy the costumer.

So, first plan on improvement of capital and this proactive human capital will perform activity
which the department plans in organizational process/ dep’t/ level. This helps to use financial
resources of the organization efficiently.

Finally the aggregate of all this activities gives customer satisfaction at large and the
organization will achieve its mission and vision. This is what the organization trying to
implement in its strategic plan.

12. Conclusion and Recommendation

12.1. Conclusion
As mentioned above aligning human resource into strategic plan is the leading factors of
organization productivity and organizational success. This means the base of expiration is human
resource development. The alignment between Human Resource and the strategy of an
organization begins with a strategy-focused professional. So, proper communication systems are
the means of aligning employee interest into organizational profits and complete service delivery
of the organization.

12.2. Recommendation

 To bring into line Human Resource with strategy is to recognize that the Human Resource
department and its duties are a strategic asset, instead of the traditional administrative
function of being a cost center, focused on compliance. This administrative mindset needs to
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 evolve into a focus on value creation. In order to achieve this focus, Human Resource must
first recognize that it needs to play a strategic role, and top management must support Human
Resource’s role by accepting Human Resource into the strategic planning initiatives.

 Top manager of OUDHB Should take commitment to create conducive organizational work
environment and will share long-term vision and strategy as employees participate and
contribute to the implementation of the strategy. Also will actively encourage them to
suggest ways by which the vision and strategy can be achieved. Such feedback and advice
engages employees in the future of the organization, and encourages them to be part of the
formulation and implementation of strategy; i.e. Strategy should be communicable at all
level.

13. References
 Dr. V.D. Dudeja( 2000): Human resource Management and development in the
new millennium
 Kaplan and Nortan: Balanced Score card, strategic planning and alignment,

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 Oromia Human Resource Development Bureau. (Jijjiirama Bu’uura Adeemsa
Hojii (JBAH) (Business Process Reengineering). Finfinne (Unpublished).
 Oromia Urban Development and Housing Bureau (2010/11). Annual Report
 Oromia Urban Devlopment and Housing Bureau (2011). Development and
Transformation plan (Strategic plan for five year 2008-2012)

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