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DEPARTMENT OF ENTREPRENEURSHIP AND BUSINESS MANAGEMENT

COURSE OUTLINE: HUMAN RESOURCES MANAGEMENT

LECTURER: MRS M. HWAMI

Email: mhwami@cut.ac.zw / martiehwamie@gmail.com/ 0782 065 289

Time allocation

The Course is allocated 4 hours per week and each student will also have an hour a week
for tutorials
1.0 Rationale
The dynamic changes in the global business management environment such as
demographic changes in the labour force, rapid technological change, and increased
global competition are making the effective procuring, developing, maintaining and
utilizing of human resources a critical source of competitive advantage. Understanding
the need to constantly balance the human aspirations of people while meeting the
strategic and financial needs of diverse business entities is critical success factor in
contemporary organisations. This course examines the roles and functions underpinning
the effective management of an organisation’s employees or ‘human resources’.
2.0 Purpose
The main purpose is to equip students with the knowledge on how organisations can
meet their strategic goals through attracting, retaining, rewarding and developing
human resources. Similarly, keys trends in employee relations/industrial relations are
explored in the module.
3.0 Learning outcomes
At the end of the course students should be able to:
To understand the core human resources management functions
To gain insights on the roles played by human resources professionals in
organisations
To gain practical insights on labour laws and their application within
contemporary organisations
4.0 Methods of Teaching
Knowledge will be shared and critically examined with students through online lectures,
tutorials, case studies and consultations with the Module Leader.

5.1Lectures
Lectures will be delivered twice a week at timetabled venues. Each lecture will be two
hours long. Lectures will include class discussions, group presentations and guest
- HUMAN RESOURCES MANAGEMENT – COURSE OUTLINE CODE CUEB213 (2020) MRS M.K.
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 presentations. The lectures will balance the need for prior student reading, basic
concepts and pertinent theories while reflecting on developments in the real business
world.

5.2 Tutorials
Tutorials will commence in Week 3- the main aim is to consolidate content covered in
lecture.The tutorial groups will be kept relatively small so as to provide opportunities for
interactions and discussions on relevant topics as well as reviewing past examination
questions. Each tutorial is one hour long.

5.3 Consultations
The Module Leader is available to discuss questions and issues relating to the Course at
specified times.

6. Student Assessments
Students will be assessed based on their course work and final examination grades.

6.1 Course Work

The course work constitutes 30% of the final mark.
 Course work comprising two (2) group assignments constituting 30 marks of the
course work.
 Plagiarism is an academic offence, substantial marks will be lost for uplifting
information from the text book or the internet. Always summarise and
acknowledge sources of your information e.g. Armstrong (2014) asserted that
……….
 Use APA Referencing Style

6.2 Final Examination

The Final examination constitutes 70% of the final mark and is taken on dates that are
advised in advance.

- HUMAN RESOURCES MANAGEMENT – COURSE OUTLINE CODE CUEB213 (2020) MRS M.K.
HWAMI
COURSE CONTENT

1. Introduction to HRM (Human Resources Management)

 Definition of HRM
 HRM Goals
 Evolution of the HRM function
 The Psychological contract

2. Human Resources as Assets

 Differences between Personnel Management, HRM and SHRM
 Human Capital
 The VRIO Framework
 The Investment Perspective of HR
 Risks involved in investing in Human Assets
 Factors Determining the Investment Orientation of an Organisation

3. Strategic Human Resources Management (SHRM)

 Organisational strategy
 Human Resource strategy
 Organisational Strategy & HR strategy
 Theoretical perspectives of SHRM

4. Human Resources Planning

 HRP: An Overview
 Business Strategy and HRP
 Significance of HRP in a Changing Environment
 Perspectives of HRP
 Objectives of HRP

5. Recruitment, Placement and Talent Management

 Job analysis and the talent Management Process
 Personnel Planning and recruiting
 employee testing and selection
 interviewing Candidates

6. Performance Management
 Definition
 History of Performance Management
 Current Themes in Performance Management
 Performance Appraisal Methods
 Traditional and Modern Appraisal methods
 Sources of Ineffective Performance

7. Reward/Compensation strategy

- HUMAN RESOURCES MANAGEMENT – COURSE OUTLINE CODE CUEB213 (2020) MRS M.K.
HWAMI
  Definition of the ‘reward strategy’/ Compensation
 Basis of Reward Strategies
 Factors Affecting Salary and Wage Levels
 The Components of Reward Management Strategy
 Principles of Wage and Salary Administration
 Equity issues in remuneration

8. Training & Development

 Training Needs Analysis
 Learning & Development imperatives
 Evaluation of training programmes/initiatives

9. Healthy, Safety and Welfare

 Identification of accident areas
 Setting appropriate Safety standards
 Identification of accident causes: Personal factors and Job factors
 Accident minimization/ Prevention strategies

10. Work-Life Integration

 Changing Notions of the Work–Family Relationship
 Work–Family Conflict
 Work–Life Balance
 Work–Life Integration
 HRD Perspectives on Work–Life Integration

11. Worker Involvement and Participation

 What is Employee Involvement and participation

 Objectives of Involvement and Participation
 Involvement and Participation Mechanisms
 Main Forms of Employee Involvement

12. Employment Contract

 Duties of the Employer

 Duties of the Employee
 Termination of Employment
 Psychological contract

13 Labour Relations

 Introduction to industrial Relations

 Industrial Relations legislation
 Negotiation and collective bargaining
 Industrial Relations and Enterprise level
- HUMAN RESOURCES MANAGEMENT – COURSE OUTLINE CODE CUEB213 (2020) MRS M.K.
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  Counselling at work place

References
1. Armstrong M. and Taylor S (2014) Human Resources Management Practice, Kogan
Page Limited, London.
2. Dessler G. (2015) Human Resources Management Fifteen Edition, Florida
International University, PEARSON
3. Labour Act Chapter 28:01
4. Labour Amendment No 5 of 2015
5. Zimbabwe’s Constitution of 2013

Any other relevant Human Resources Management Material

ASSIGNMENT POLICY:
Students unable to submit an assignment on the due date should discuss the matter in advance
with the lecturer, at the lecturer’s discretion, late assignments may not be accepted. Where
late assignments are accepted, the lecturer will apply a late penalty.
Students who plagiarise from books or internet or other colleagues’ work will be penalised
accordingly.

EVALUATION SYSTEM:
Two Assignments 30%
Final Examination 70%
Total 100%

- HUMAN RESOURCES MANAGEMENT – COURSE OUTLINE CODE CUEB213 (2020) MRS M.K.
HWAMI