MIDLANDS STATE

UNIVERSITY

FACULTY OF SOCIAL SCIENCE

DEPARTMENT OF HUMAN RESOURCE MANAGEMENT

WORK RELATED LEARNING REPORT

NAME: MILLICENT YEUKAI

SURNAME: ZVIREHWI

REG NO: R1912895F

MODE OF ENTRY: COVECTIONAL

MODULE: WORK RELATED REPORT (HRM301)

DURATION: JANUARY 2021-SEPTEMBER 2022

WRL SUPERVISOR: MR KUMBIRAYI MASHIZHA

ACADEMIC SUPERVISOR …………………………………………………………………..

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ORGANISATION: ZIMBABWE NATIONAL GEOSPATIAL AND SPACE
AGENCY (ZINGSA)

TABLE OF CONTENTS
DESCRIPTION PAGE
Student Details………………………………………………………………… 1
Table of Contents……………………………………………………………… 2
Acknowledgements---------------------------------------------------------------------- 4
Dedication --------------------------------------------------------------------------------- 5
Executive Summary ---------------------------------------------------------------------- 6
Acronyms ----------------------------------------------------------------------------------- 7

SECTION A – ORGANISATIONAL ANALYSIS

ORGANISATIONAL PROFILE
 Brief Historical Background to the Organisation………………. 8
 Mission, Vision, Core Values, Objectives……………………… 9
 Nature of business and Products………………………………… 9
 Organogram and Position of HRM Department………………. 10
OPERATIONAL ANALYSIS
 SWOT Factors…………………………………………………… 13
 PESTLE Factors…………………………………………………. 14

SECTION B– PRACTICAL EXPERIENCE

EMPLOYEE RESOURCING
 Development of Human Resource Management Policies………. 17
 Job Analysis …………………………………………………… 18
 Human Resource Planning……………….……………………. 19
 Recruitment and Selection……………………………………. 20
 Job Evaluation……………………………….………………. 22
 Reward Management, Motivation and Productivity…………… 23

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  Human Resources Information Systems…………………… 24
 Management of Equality and Diversity……………………. 24
 Performance Management……………………………………… 25
 Strategic Human Resource Management--------------------------- 26
 Change Management…………………………………………… 27
 Health and Safety in the Workplace……………………………. 28
 Release from the Organisation…………………………………. 29
EMPLOYEE DEVELOPMENT
 Approaches to Training and Development of Staff……………. 29
 On-the-job- training……………………………………………………. 30
 Off-the-job training……………………………………………………… 30
 Projects and Secondments-------------------------------------------------------- 31
 Mentoring, Coaching and Counselling……………………………… … 31
 Management Succession-------------------------------------------------------- 32
 Designing and implementation of Training and Development Programs… 32
 Organisational Development ----------------------------------------------------- 33
EMPLOYEE RELATIONS
 The Legal Framework of I.R and Management of Contracts…………… 34
 The Employment Relationship and Employee rights at work…………… 35
 Management of Discipline in the Workplace………...………………….36
 Management of Labour Disputes……………………...........37
SECTION C– SPECIAL PROJECTS, CONCLUSIONS AND RECOMMENDATIONS
 Special projects undertaken by the student…………………………… 37
 Conclusion …………………………………………….……………… 38
 Recommendations……………………………….……………………. 38
 Bibliography…………….…………………………..……………….. 40

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ACKNOWLEDGEMENTS
First, I want to thank the Almighty God for bringing me this far and keeping me sound and safe
with good life during the entire field attachment period.

The development of this report took the effort, support and guidance of a number of people
whom I wish to thank.

I am Grateful to my academic supervisor for her effort to assess me and advice on how to
improve my skills.

I also wish to pay tribute to my attachment field supervisor, Mr. Kumbirayi Mashizha and the
entire management ZINGSA staff for offering me a chance to be part of them and their
unwavering support.

I also thank my parents whose moral and financial support has remained unrelenting and dear
friends whose motivation during the field attachment kept me going.

I cannot end this list without paying tribute to the entire Midlands State University Lectures
particularly those from the Social Sciences Department for their constructive training and the
knowledge they have imparted in me throughout the years of learning. May God bless you all.

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DEDICATION
I dedicate this work to my parents for supporting me throughout my study. Thank you for
allowing me to pursue what fulfills my passions and l hope this work will make you proud one
day.
Mr. B. Zvirehwi and Mrs. M. Zvirehwi I love you both.

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EXECUTIVE SUMMARY
This Report serves to appreciate the work that has been done by the Zimbabwe National
Geospatial and Space Agency staff in equipping the incumbent during the period of industrial of
industrial attachment. The report will highlight historical background of the organization, its
corporate culture and practical experience gained. It details the operation of ZINGSA and
analyzing the relevance of learnt courses, it also presents the theoretical strengths and
shortcomings. It is mandatory of the Midlands State University degree programme that all
undergraduate students should undergo an Industrial Attachment for a period of at least six
months and above. As a student, I learnt the dynamism of management as different approaches
or theories of management were applied in different situations.

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Acronyms
ZINGSA- Zimbabwe National Geospatial and Space Agency
GIS- Geospatial and Earth Observation
DG- Director General
HRM- Human Resources Management
HR- Human Resources.
HRIS- Human Resources Information Systems
HRP- Human Resource Planning
PM- Performance Management
NSSA- National Social Security Association
RBM- Result Based Management
SWOT- Strengths Weaknesses Opportunities and Threats

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SECTION A: ORGANIZATIONAL
ANALYSIS

1.
ORGANISATIONAL PROFILE
(a) HISTORICAL BACKGROUND

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The Zimbabwe National Geospatial and Space Agency (ZINGSA) is a wholly owned
Government of Zimbabwe entity, established under the Research Act [Chapter 10:20]

Strategically ZINGSA serves a unique research and innovation role as the country’s advanced
research and advisory institution. It is responsible for designing, promoting, coordinating and
conducting research and development initiatives that promote advances in Geospatial Sciences
and Earth Observation, Space Engineering, Space Science, Aeronautical Engineering,
Mechatronics, Satellites Communication Systems, Global Navigation Satellites Systems
(GNSS), Land Positioning Systems, Unmanned Aerial Vehicles (UAV) and Launch of Satellites.

The Agency was created to support the development and application of Geospatial and Space
Technologies for the advancement of Zimbabwe’s modernization and industrialization agenda.
(b) Mission
 To build Zimbabwe into a space power hub through cutting edge research capable of
making innovation and scientific discovery independently.
Vision
 To harness space technology for national development of Zimbabwe.
Core values
 Integrity, act with honesty, honor and truthfulness.
 Reliability, consistent and dependable services.
 Excellence, committed to be the best, team work, working together with partners.
 Growth, always innovating and looking for new ways to grow competences.
Motto
 Exploring limitless possibilities through space science and technology.
ORGANIZATIONAL GOALS, OVERALL, FUCTIONS, AND STRATEGIC
OBJECTIVES:
 Promote the peaceful use of space.
 Support the creation of an environment conducive to industrial development in space
technology.
 Foster research in geospatial science and earth observation, space science, space
engineering, communications, navigation and space physics.

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  Advance scientific engineering and technological competencies and capabilities through
human capital development outreach programmes and infrastructure development.
 Foster international cooperation in space related activities.

(c) NATURE OF BUSINESS AND PRODUCTS

ZINGSA is responsible for designing, regulating, promoting, coordinating and conducting
research and development initiatives that promote advances in Geospatial Science and Earth
Observation, Space Engineering, Space Science, Aeronautical Engineering, Satellite
Communication Systems, Global Navigation Satellite Systems (GNSS), Land Positioning
Systems, Unmanned Aerial Vehicles (UAV) and Launch of Satellites.

It is also responsible for coordinating and collaborating with other nations in Space
Technologies, thus promoting development of a knowledge driven national economy through the
use of science-based space innovations. The ZINGSA is managed through a Director General
who reports to the Board appointed by the Minister responsible for Space Agency in accordance
to the Research Act.

Besides performing roles like any other Space Agency, ZINGSA uses natural heritage to develop
typical Space Knowledge for developing the agriculture sector, enhancing mineral exploration,
energy development, disaster management, weather and climate research, geospatial intelligence,
water and health.

(d) ORGANOGRAM AND POSITION OF HRM DEPARTMENT

ZINGSA is a wholly owned Government entity and it has four technical departments and one
administrative department which consists of the Human Resources, The Procurement, The
Accounting, The Information Technology and the Administration Departments. The Technical
departments are Geospatial Sciences and Earth Observation, Space Science, Space Engineering
and Space Operations and Launch Services.

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Human Resource Department organogram
Directir Finance
and Admin

professional
Assistant to the
Director

Deouty Director
Human Resources

Senior HR

HR Officers

executive
assistant

personal Assistant

The Human Resources Department

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The Division is responsible for all the staff issues at ZINGSA and is administered by Director,
Deputy Director, Public Relations Officers, Human Resource Officers (each in charge of a
ZINGSA Technical department), Personal Assistance for each technical director.

Human Resource Manager followed by the Human Resource Officer. Its key functions include:
 Training and development
 Recruitment and selection
 Implementation of policies
 Performance management
 Employee health and safety
 Payroll administration
Other departments and their Function
The Administration Department
The administration department as a separate function falls under the realm of. Deputy Director
Administration, Procurement Officer, Stores Officer, Transport Officer, Executive Assistant
(Secretary). It is responsible for issuing of goods received and logistics organizing of transport
and fuel within the organization, data capturing of the assets within the organization, insurance
of assets in the organization and producing a details report on the goods procured weekly and
monthly.

The Procurement Department

The department is responsible for all the ZINGSA’s procurement and Logistics within the
organization. The procurement department falls under the realm of the Procurement Manager
followed by the Procurement Officer.
The Accounting Department
The department is managed by Deputy Director Finance, Payments Officer, Reconciliations
Officer, Finance Clerks. The department is responsible for overseeing the organizational
financial system, the formulation and preparation of all company’s financial budgets and
managing cash flow movement and also setting up accounting control procedures and
performing the full accounting cycle among other duties.

Information Technology Department

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The department plays a crucial role in terms of business information systems at ZINGSA. Its
roles incudes attending to IT problems within the organization such as computers, virus and
more advanced systems, making sure that communication is effective all the time since it affects
business performances via modern ways that is email and social media facets and also updating
recent information on the company’s website. Researching and implementing new IT projects.
Monitoring and regular backups to databases and stock control packages.
Space Science Department
Space Science Department is responsible for championing research that will increase the
understanding of planets that exist outside the Earth’s solar system through coordinating scientist
research and educational programmes to improve science education.
Space Engineering Department
the Space Engineering Department provides Engineering advices and assistance to ZINGSA
programmes and projects, innovation for space from concept to application, and educate
scientists and engineering as well as inspire Space research to better the Earth, our solar system
and beyond.
Geospatial Science and Earth Observation Department
Geospatial and Earth Observation department is responsible conducting specialized research and
development on projects and activities on geospatial application and earth observation including
mining and mineral exploration, disaster management, weather and climate, geospatial
intelligence, agriculture and ecosystem, water, energy health and any other nationally strategic
application. The Geospatial and Earth Observation department is also responsible for developing
and implementing geospatial technologies for nationally strategic sector e.g. precision farming
for the agriculture sector.
2.OPERATIONAL ANALYSIS
a) SWOT factors
the Swot analysis helps to identify the best way of achieving a favorable balance between its
strength (the internal advantage) and opportunities (the external advantages versus the
weaknesses (internal drawbacks), by knowing the above key components of success an
organization can easily manipulate its weaknesses and threats by focusing on loopholes that exist
on them for its own advantage and utilizing its strength and opportunities that are on its

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doorsteps. An analysis of ZINGSA operating environment revealed the following strengths,
weaknesses, opportunities and threats.
i) STRENGTHS
One of the strengths of The Zimbabwe National Geospatial and Space Agency lies on its
location. ZINGSA is housed at the University of Zimbabwe. This makes it attract highly skilled
workers with fresh knowledge that will deliver services efficiently and effectively. Also, the
University is currently playing a significant role in anchoring the activities at the agency.
Already the institution has qualified space scientists, space engineers, GIS and earth observation
experts. These expects partner with the agency for various projects.
In addition, employee involvement in decision making necessitates the growth of teamwork,
flexibility, and both behavioral and attitudinal commitment. Also, good relationship with
development partners and stakeholders, fair condition of infrastructure, committed leadership,
acceptable health care services robust development between management and employees.
ii) WEAKNESSES
A weakness is a limitation, fault in the organization that will keep it from achieving its
objectives. The ability to identify your weakness marks the onset of growth and success since by
knowing your weakness you will be at a better position to identify counter measure to address
those weaknesses.
Despite the strength the organization have we should also look at the weaknesses of the
organization. The Zimbabwe National Geospatial and Space Agency key weakness, is that it
follows protocol just like any other organization, but it takes a long time for certain projects to be
approved, hence it makes, things go on standby some delayed. Also, poor financial status,
limited infrastructure since the organization is still in development, high dependence on
Government r funds which limits research and development, lack of employee motivational
schemes such as performance related pay. In addition, while space holds a great deal of promise
for society at large it is far from clear whether this potential will actually be realized given the
economic challenges.
iii) OPPORTUNITIES
A close examination of ZINGSA and its operating environment provided the following business
opportunities. Investment opportunities as evidenced by investors from South Africa who are
willing to do satellites manufacturing in Zimbabwe thus creating jobs hence helping the

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company to carry out its mission. Expansion opportunity, as the organization offers a lot of
technologies that will enable us to enhance our agriculture, manage our health properly, our
weather and climate predictions capabilities our mineral discovery, manage our water resources
and therefore its of national strategic importance, hence fulfilling the organization’s mission.
Also, absence of domestic competitor, Availability of government support.
iv) THREATS
The threats we face as an organization are that there are other people who are out there to ruin
our reputation as they are of the opinion that the agency is not a priority at a time the country is
faced by other immediate challenges, like the cash crisis, also slow market growth due to adverse
shifts in foreign exchange rates. Shortage of transport and political interference hence resulting
in lack of interest, conflicts among employees.
(2b) PESTLE FACTORS
The future growth trend of ZINGSA can also be determined by various external factors that may
directly or indirectly affect the organization (PESTEL ANALYSIS) that is (i) Political, (ii)
Economic, (iii) Socio-cultural, (iv) Technological, (v) Legal and (vi) Ecological factors. Below is
a brief outline of how these factors can affect the growth trend of ZINGSA.
(i) Political
It is important to note that politics may change normal operations of organizations and most
of the organizations are being influenced by politics, also the Zimbabwe National Geospatial
and Space Agency is strongly affected since some employees are being employed due to
political influence instead of qualifications and this may result in individual incompetence
due to mismatch between the qualifications and the job. In addition, there is an existence of
Ministerial directives which have an impact on each project being taken. Leaders are
affiliated from different political parties hence clashes during meetings are inevitable as a
result hinder development. Where there are more than one political party in a country,
managers need to know the philosophical tendencies of these parties, since any one of them
might come into power and alter prevailing attitude.
(ii) Economic Factors
The Zimbabwe National Geospatial and Space Agency is heavily affected economically due to
the prevailing economic situation in the country. Due to economic instability, the ZINGSA is
failing purchase resources needed in the organization for different projects. In general, prices rise

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across the board during periods of inflation. That means businesses face rising costs for raw
materials. Since ZINGSA is an emerging organization there are still may goods needs to be
purchased for the infrastructure development, the organization is failing to purchase these goods
because whenever they get quotations from different companies, the next day they want to pay
for the goods the prices would have changed. This alone is delaying a number of projects.
(iii) Socio-cultural
Demographic variables and trends, values, beliefs, attitudes and lifestyle all affect business.
The organization should be aware of potential changes to consumer lifestyle, values and
beliefs and to the size, structure and regional distribution of the population. Sociocultural
factors affecting ZINGSA include opinions and attitude towards the organization. Some are
of the view that the development of the space agency only offers elastic benefits, while some
are of the view that there is no use in developing such an organization especially now when
the country is faced with economic hardships.
(iv) TECHNOLOGICAL FACTORS:
Technology is the application of knowledge to practical purposes. Science and technology are
part of the marketing environment and are of prime importance since technological
advancements can present an opportunity or a threat to the company. At ZINGSA technological
factors include an evident underutilization of ICT, use of obsolete ICT equipment, use of piracy
software, high costs of maintenance, lack of proper electronic waste management ICT
Equipment, e-Government and automation of processes (prepaid meters).

(v) LEGAL FACTORS:

These encompass the legislative framework within which local authorities do their business
hence forms part of the legal environment. This covers areas such as contract law, consumer
protection, financial legislation, competition and trading practices, price controls, protection of
intellectual property, etc. Managers need to understand developments in these areas and the
future tendencies as they impact positively or negatively on the business performance of their
firms. Influences from the legal environment which affects ZINGSA operations include
minimum wage laws which limit the various different employment possibilities a company can
offer. Also, dismissal laws can make firing employees for whatever reasons a bit harder.
(vi) Ecological Factors

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Environmental factors include all those relating to the physical environment and to the general
environment protection requirements. While the environmental is more important to some
industries, such as tourism, agriculture or food production, these factors may influence a range of
different industries and are worth being aware of. At ZINGSA environmental factors include
climate change, weather, global change and also the pandemics like Covid-19 among others they
all increase costs of raw materials.
SECTION B: PRACTICAL EXPERIENCE
1. EMPLOYEE RESOURCING
Armstrong (2006:362) defined employee resourcing as, “…ensuring that the organization obtains
and retains the human capital it needs and employs them productively”.
1.0 DEVELOPMENT OF HUMAN RESORCE MANAGEMENT POLICIES
Armstrong (2006:163) defined HR policies as, “… continuing guidelines on the approach the
organization intends to adopt in managing its people”. They define philosophies and values
on people treatment, and provide guiding principles when dealing with HR matters.
A Policy:
A policy is defined as, a statement, preferably a written one which states not only what should be
done, but also how it should be done. It defines the organization’s philosophy on a particular
activity and provides commonly shared guidance on how they are carried out.
A Procedure:
Armstrong (2001:20) observes that while HR policies give a generalized guidance, HR
procedures give detail, spelling out what precise action needs to be taken in line with the given
policy. A policy on promotion which states that all promotion is done from within and the
procedure to such a policy will give us the detail on how promotion will be done.
PRACTICAL DESCRIPTION
Human Resources policies at ZINGSA include the HIV and AIDS policy, Recruitment and
Selection Policy, Gender policy, Dismissal Policy, Disciplinary Policy to mention a few. These
guide ZINGSA’s HR practices.
Student Initiatives:
ZINGSA recognizes all its staff as important and equal, all they have the opportunity to be
granted vacation, special or sick leave when they need it, so as a student I managed to process all
the employees leave forms whenever they need them.

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I participated in the recruitment and selection process for the new staff while following the
procedures in the policy. I was also, involved in creating hard copy files for every new employee
in a confidential manner.
CRITICAL ANALYSIS
The aim of policy implementation is to ensure fairness and consistency. ZINGSA has been
successful in drafting several HR policies and the Recruitment and Selection Policy has been
approved at corporate level. The Occupational Health and Safety policy is being poorly
implemented, there is shortage of protective clothing to employees in the Technical Departments
due to the hazardous nature of their job. There is need to offer apart from NSSA contributions, a
compensation package and medical assistance to employees injured at the workplace for them to
immediately seek medical treatment which is now expensive.
RECOMMENDATION
The Link between Human Resource Policy and Practice:
All Human Resource policies must be preceded by clear procedures and must also be
implemented or put into practice. The Human Resource Management section should ensure that
everyone familiarize themselves with the policies so that the contents of these policies are being
put to practice. They educate employees like what should be done on the Code of conduct so that
the employees become aware of the contents of the policies.
Job Analysis
Job analysis is defined by Mondy et,al (1999:106) as, “the systematic process of determining the
skills, duties and knowledge required for performing specific duties in an organization”. In other
words, in the process of forming an organization, the Human Resource Managers have to
ascertain and establish the following key milestones (after designing positions)
1. What skills are required for one to perform well in that position? (SKAs)
2. What actual duties will that person perform?
3. How do those duties fit in within the context of the whole organization? (Why are they
there)?
Job description
Job description is defined by Armstrong M (2001:326) as follows, “a job description sets out
the purpose of a job, where it fits in the organization structure, the context within which the job
holder functions and the principal accountabilities of job holders, or the main tasks they have to

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carry out”. Job description according to Armstrong (2013) is an organization’s formal and legal
document that highlights an employee’s tasks and key result areas which will be the basis of
managing employee performance in the organization.
Job Specification /Person specification
Mondy et al (1999:107) defines a job specification as a, “document that outlines the minimum
acceptable requirements a person should possess to perform a particular job”.
PRACTICAL DESCRIPTION
At ZINGSA the Job analysis process is done by the Human Resource Section in coherence with
the heads of departments, their assistants and all section heads. Job descriptions are developed
after conducting a job analysis, which includes examining the tasks and sequences of tasks
needed to perform the job.
CRITICAL ANALYSIS
ZINGSA ‘oversees’ the process of job analysis, and leaves out the integration of role
descriptions as part of the process. Mark Bussin (2011:19) defined a role description as referring,
“…to broader aspects of behavior for example, working flexibility, working with others,
interrelated tasks, and styles of management.” ZINGSA should include role descriptions as tools
for the cultivating a culture of trust, engagement, motivation and commitment.
RECOMMENDATION
The HRM Section should exercise much autonomy on the conducting of job analysis and job
descriptions as this is a tool of instilling high commitment, job satisfaction, employee morale,
motivation and engagement. The analysis and job description writing process should be
wholesomely conducted by supervisors, job incumbents, Human Resource specialists, or outside
consultants, or a combination of the above. Involvement of key participants implies that each job
description will be simple, clear, and based on accurate information by establishing what is
expected from employees. Before being signed off as correct, the accuracy of the description
should be agreed on by the supervisor, employee and head of department.
1.3 HUMAN RESOURCES PLANNING

According to Mondy (1996) Human Resource Planning is a systematic analysis of HR needs in

order to ensure that correct number of employees with the necessary skills are available when
they are required. Bulla and Scott (1994) it is the process for ensuring that the human resource

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requirements of an organization are identified and plans are made for satisfying those
requirements.
PRACTICAL DESCRIPTION:
The HR Section prepares monthly, quarterly, half yearly and annual reports with statistical data
about the current manpower strength, engaged contract employees as per project /vote allocation,
analysis of personnel separation, that is, retirements, resignations, discharge, dismissals and
death, labour relations update- arbitration, conciliation, disciplinary inquires, appeals and labour
court rulings, training updates, departmental requests on manpower, vacancies awaiting
committee approval and appointments after interviews. This data is gathered from all
departments in order to come up with the total percentage of labour turnover, absenteeism rate,
employment stability and manpower shortages that need to be bridged through internal and
external recruitment. The report is presented to the Director General and then he will highlight
on areas that need amendment. After this, and during the meeting the various issues contained in
the report are conferred and adopted. This helps in manpower planning as ZINGSA can identify
the human resources gap based on the variance between the expected establishment and the
actual establishment.

ZINGSA has a waiting list, this is a database for new employees who applied for jobs, all
information of them is recorded for example personal details, contact address and qualifications
both academic and professional. l was involved in updating these databases, so that if an
employee from a certain department is terminated, died, transferred or retired, it is easy to fill in
the gap since a ready information is available from the, data base, so quick replacement of
employees is very critical because it avoids optimum utilization of the existing human resources
therefore, I understood and gained a lot of practical knowledge in terms of Human Resource
Planning.
1.4 RECRUITMENT AND SELECTION (INCL. INDUCTION)

Recruitment:
Armstrong. M (2001) defines recruitment as a set of activities an organization uses to attract job
candidates with the abilities and attitudes needed to help the organization to achieve its
objectives.

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Methods of Recruitment:
For internal candidates, recruitment can be done through skills inventory, job posting and simple
promotion. For external candidates, recruitment can be done through advertising, employment
agencies, state employment department, and internet recruiting.
Selection:
Armstrong. M (2001) defines it as the process whereby an organization chooses from a list of
applicants the person who best meets the selection criteria for the available position.
Induction
Carrel et al, (2002) defines it as an integrative process in which new employees become part of
an organization through learning and understanding their environment and responsibilities.
Armstrong (2009) defines it as the process of receiving and welcoming employees into the
company, giving them the basic information to settle down and happily and start work.
PRACTICAL DESCRIPTION
Recruitment:
The HR department is the one which is responsible for recruitment and selection as guided by the
recruitment and selection policy. ZINGSA as an organization that is still emerging and is still at
the process of filing in positions in the organisations that are not yet filled. The HR department,
before deciding to fill in the position, decisions are made on the tasks making up the job to be
given to other employees doing a similar job as job enrichment. HR departments then draft a
comprehensive job specification for the vacant position. The Head of the Department then
forward the draft to the Director General for approval before placing the advert in the Sunday
Mail.
Selection Process:
The Human Resources section compiles a long list of all the applicants who tender their
applications. Human Resources Manager and the relevant Head of Department constitute the
committee for the initial vetting and come up with a shortlisting, The Human Resources Manager
conducts the reference checking to shortlisted candidates. Shortlisted candidates complete Job
application forms prior to the interviews.

Shortlisted candidates then proceed to take selection tests which, might be practical or theory.
Those that did well then proceeds to the oral interviews. The interview panelists are outsourced
from different organizations. These panelists draw out a summary of scores. The candidate with

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the highest score is regarded as the best preferred. Medical Examinations are conducted to
prospective candidates. The HR then compiles the interview report and is submitted to the
ministry for approval. After the approval all candidates successful and unsuccessful are informed
of the interviews results.

In line with the above I gained a lot of practical knowledge on recruitment and selection since I
participated. I was the one responsible for the long listing of all the applicants. I was also
involved in inviting shortlisted candidates to come for the interview. Also, I was one of the
panelists during the oral interviews as l was responsible for asking some of the HR question as
well as taking the interview minutes.
1.5 INDUCTION/ORIENTATION
Induction is the process of introducing the job and organization to the recruit and him or her to
the organization. It involves orientation and training of the employee in the organizational
culture its norms and values. At ZINGSA, I got the opportunity to orient some of the new
recruits (attaches) as well as new staff since it is the role of the HR Department to carry out
induction. I managed to help them familiarized with the duties and responsibilities of each
department by taking to all the departments where they were told what exactly happens in that
department in achieving organizational goals. I made them aware of the code of conduct its
penalties and effects.

Analysis

Human Resources Department plays a vital role to make sure that best qualified individuals with
skills and abilities are employed in order to fulfill its visions. The educational, criminal record &
legal status to work are verified. Personal references of applicant are contacted to confirm the
validity & accuracy of the provided information. Effort is made to know the past behavior of the
employees to that the future behavior can be predicted from it. Background checks assist the
selection committee in dropping the applicants that have past insubordination issues, attendance
problem, theft or special behavioral problems. The level of responsibility of the new job directs
the intensity of the background investigation.

RECOMMENDATIONS

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The Human Resource department should also consider conducting interviews online as this will
enable the interviewee to save transport cost since those from out of Harare did not show up for
the interviews which led to the delay of the selection process as the HR staff start the
shortlisting again and invite others for the interview. Also, virtual interviewing expands the
candidate pool since many candidates are hesitant to travel for job interviews and this will enable
them to be interviewed in the comfort of their homes.
1.5 JOB EVALUATION

Mark Bussin (2011:30) defined job evaluation as, “…the systematic and objective process of
comparing one job to another within an organization without looking at individual
characteristics, personality or performance.”
PRACTICAL DESCRIPTION
ZINGSA uses the Quantitative method of job evaluation which is the job ranking method. Job
ranking places jobs in a hierarchy of their value to the company. The jobs are typically rank
based on a single factor such as difficulty or education required to effectively perform the job.
the top of the hierarchy is considered the most important level. Salaries are typically generated in
order of job importance to the company and compensation is then based on ranking order with
the highest ranked position earning the highest pay.
CRITICAL ANALYSIS
The job evaluation process at ZINGSA is ineffective and it does not ensure fairness on the
principle of equal pay for equal work. The Job ranking method is the simplest method and is best
smaller organizations that can reduce the number of positions to be reviewed. Ranking method is
judgmental and therefore, it is affected by personal preferences of job evaluators.
RECOMMENDATIONS:
The absence of the Job evaluation policy at ZINGSA causes ineffectiveness in the evaluation
process, and affects the provision of a logical graded hierarchy and pay structure. Job evaluation
is one area of HR, which needs a detailed policy as it relies very much on consistency in its
application. Therefore, a job evaluation policy, which should ideally be in the form of a separate
manual, should answer how ZINGSA’s job evaluation system works, enlist members or
composition of the job evaluation committee and the procedure including the relevant forms for
grading or reviews to improve the entire process.
1.6 REWARD MANAGEMENT, MOTIVATION AND PRODUCTIVITY

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Reward Management:
Michael Armstrong (2003:13) defines reward management as being concerned with the
formulation and implementation of strategies and policies that aim to reward people fairly,
equitably and consistently in accordance with their value to the organization. It deals with the
design, implementation and maintenance of reward practices that are geared to the improvement
of organizational, team and individual performance. Reward management can also be defined as
a company's overall strategy for its payment and reward system for its employees. Rewards from
a company can be both monetary and non-monetary. A properly implemented reward
management system is generally an important factor in the recruitment and retaining of talented
employees
Motivation:
Armstrong (2009) defined motivation as a goal-directed behavior exhibited by people when they
expect that a course of action will lead to the attainment of a goal and a valued reward.
Productivity:
Kearns (2010) defined productivity as an average measure of the efficiency of production. It can
be expressed as the ratio of output to inputs used in the production process.
Practical Description
According to the Labour Act Chapter 28; 01 any individual conducting service or services should
be rewarded. At ZINGSA all employees are rewarded with their monthly salary and other
financial and non -financial benefits for example paid sick, vacation and personal time are
important benefits provided. In terms of salaries, I was responsible for attendance monitoring
which was very crucial for payroll management as absent days were subtracted from an
employees’ monthly pay. I was responsible to check whether the HR manager had captured the
new banking details for those employees that might have changed.
Critical Analysis
A reward strategy must seek to address an organization’s bottom line. Its purpose at ZINGSA is
to support the corporate strategy and address organizational needs. The Institute of People
Management in Zimbabwe (2000) observes that a good reward management system must be
easily understood by everyone in the organization.
Recommendations

24
ZINGSA should also reward people according to their performance so that the employees
continue to be productive and retaining of talented employees. The students learnt that it is
important to reward employees who worked hard during the year so that the other employees
would love their job for the case of being rewarded the next time.
1.7 HUMAN RESOURCE INFORMATION SYSTEMS (HRIS)
A Human Resources Information System (HRIS) is a software or online solution that is used for
data entry, data tracking and the data information requirements of an organization's human
resources (HR) management, payroll and bookkeeping operations. A HRIS is usually offered as
a database. At ZINGSA the payroll software used for salary processing is Belina Payroll
Systems. I was involved in updating employees’ personal details. At ZINGSA there are no much
of Human Resource Information systems most of the personal deals are kept in files.
1.8 MANAGEMENT OF EQUALITY AND DIVERSITY.
Diversity management refers to organizational actions that aim to promote greater inclusion of
employees from different background into organizational structure. If one holds a position of
influence in an organization, one should help to ensure that the company is treating people
equitably and has appropriate diversification. Peters and Waterman (2003) defined equality
management as the organization’s determination to give equal opportunities to all, irrespective of
sex, race, creed, disability, age or marital status
PRACTICAL DESCRIPTION
Management of Equality:
Equality management at ZINGSA is governed by the Gender Policy in coherence with labour
law spells out the organization’s determination to give equal opportunities to all, irrespective of
sex, race, creed, disability, age or marital status. Hence in most of its activities such as
recruitment and selection, training and development, it seeks to redress gender imbalances.
Working for ZINGSA was a blessing to me since I have seen the relevance of my academic
knowledge and its practical implementation. At college I studied equality and diversity
management which equipped me with theoretical knowledge on equality and diversity. Thus, it
also involves forming networking and mentoring groups to promote togetherness in the
workplace hence, ensuring that anyone regardless of race, color, sex and religion has an equal
chance for a job based on his qualification.

25
Armed with such knowledge, the organization I was attached to, was a diverse environment with
people of different cultures, religion, race, colour and gender. Working in this environment
afforded me the opportunity to utilize and improve my communication skills and was able to
understand the complexities, challenges and prospects that come with a diversified workforce.
Thus, I may say that the degree programme was relevant to the position held.
Critical Analysis
However, equality management at ZINGSA can be distorted in that most of the employees there
are men and this alone shows that men are given employment opportunities than women.
Recommendations
For ZINGSA to improve equality and diversity management it has to introduce equal rights and
policies which supports the employment of equal percentage of both women and men especially
in technical departments. This will enable organization to avoid discrimination and also to be
able to gain employee cultural differences.
1.9 PERFORMANCE MANAGEMENT
Performance management is an ongoing process of communication between supervisor and
employee throughout the year in support to achieve strategic objectives of the
organization. .Aguinis. (2005) defines performance management as a continuous process of
identifying, measuring and developing performance in organizations by linking each individual’s
performance and objectives to organizational overall objectives, mission and goals. Armstrong
2006, defined performance management and appraisal as a means of getting better results by
understanding and managing performance within an agreed framework of planned goals,
standards and competency requirements. This may take the form of clarifying the goals and
objective of the organizational focusing on what is expected, optimizing current resources and
rewarding best practices.

ZINGSA uses the Performance Appraisal Approach to measure employee performance at work
This approach was based on reviewing individual performance that is appraisal. Thus, the key
element of the system was the review of an employee’s performance after a specified period –
usually a year. At the end of the year employees would be assessed by their supervisors on
elaborately designed assessment forms, which were generic to all employees within the
organization. The form would measure such performance criteria as time consciousness, cost

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consciousness, teamwork, initiative, quantity and quality of work, growth potential among other
reasons.
An employee would be rated on each of these criteria and given an overall mark that would be
his/her performance standard for that period. This performance standard e.g. 50%, 80% would
then be used to make various HR decisions such as promotion or demotion. It later became
obvious that this approach to managing individual performance had serious shortfalls as it failed
to enable organizations to realize enhanced individual and over ally organizational performance.
A new approach to address this critical question was then found in the performance management
approach. The student had the opportunity to attend performance appraisals interviews.
Recommendations
ZINGSA should give recognition and rewards to the qualified employees who scored high
during performance review interviews.
1.10 STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic HRM is an approach that defines how the organization’s goals will be achieved through
people by means of HR strategies and integrated HR policies and practices according to
Armstrong (2008:33). Strategic integration is concerned with integrating human resource
management strategies and systems with the overall mission, strategies of the organization while
meeting the needs of employees and other stakeholders. Schuler (1992) add on to say, Strategic
human resource management is largely about integration and adaptation. Its concern is to ensure
that: human resources (HR) management is fully integrated with the strategy and strategic needs
of the firm, HR policies cohere both across policy areas and across hierarchies; and HR practices
are adjusted, accepted and used by line managers and employees as part of their everyday work.
Hence, management reflects the intersection of strategic management and human resource
management.
Description
ZINGSA is striving for the best to integrate its policies and practices with the vision and mission
of the organization through the use of the Performance Appraisal Approach which is used as a
tool to measure employee performance. The Human Resource Management department plays a
major role of coordinating all its activities both vertically and horizontally in the organization,
and across all departments in the organization.
Critical Analysis

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Although, vertical integration of Strategic Human Resource Management at ZINGSA is not
practical, the adoption of the bureaucratic structure which makes it difficult to adopt other
systems to measure firm and employee performance. The Zimbabwe National Geospatial and
Space Agency should ensure that there is integration and adaptation of strategies implemented in
the organization.
Recommendations
ZINGSA should improve on resources to be used for the successful implementation of
Performance Appraisal Approach. Also, the organization should introduce another way of
measuring performance like the Balanced Score Card which might enable clarification of the
organization`s vision and objectives.
1.11 CHANGE MANAGEMENT
Change Management is defined as the process of developing a planned approach in an
organization. Its objective is to maxi-mise the collective benefits for all people involved in the
change and minimize the risk of failure to implement the change. Change management often
plays a role in businesses that use a project-based model. Successful employee resourcing for a
change initiative means making sure the team includes people with right skills and those with
organizational power.
Description
ZINGSA planning is very essential within the organization so as to be able to manage change.
They carry out audits and establish skills that will in short supply in the future and those that will
be in demand then they cater for the forecasted constraints in advance. ZINGSA as an
organization that is still emerging, there has been changes in-terms of the structure of the
organization with the help oh HR members and other departmental managers the organization
managed to come up with the perfect structure.
Critical Analysis
Some of the plans at the Zimbabwe National Geospatial and Space Agency are just on paper they
are not actually implemented due to the bureaucratic nature of the organization hence this affect
the HR implementation of its strategies since there would be resistance to change.
Recommendations
ZINGSA should incorporate modern strategies to reinforce implementation such as employee
engagement and employee involvement so as for resistance to change to be avoided.

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 1.12 HEALTH AND SAFETY IN THE WORKPLACE

Occupational Health and Safety:

According to Armstrong (2009) it is defined as the science of the anticipation, recognition,
evaluation and control of hazards arising in or from the workplace that could impair the health
and well-being of workers, taking into account the possible impact on the surrounding
communities and the general environment. Occupational health and safety can also be defined as
a cross disciplinary area concerned with protecting the safety, health and welfare of people
engaged in work or employment.
Description
ZINGSA is concerned with the health and safety of its employees; it ensures that the health of
the employees is well taken care of through the provision of a medical aid scheme which is half
funded by the government. It is however mandatory that all employees upon joining the authority
should become members of the Premier Service Medical Aid Society (PSMAS). Also, provision
of hand sanitizers for employees to sanitize their hands, ZINGSA takes Covid 19 seriously by
fumigating offices weekly to avoid the spread of the diseases and strictly adherence of wearing
face masks.
Analysis
The HR Section provides leadership and commitment to health and safety through effective
implementation of the Occupational Health and Safety policy which outlines short and long-term
health and safety objectives including national codes of practice and health and safety standards.
The student was responsible for making sure that all new employees joined the Premier Service
Medical Aid Society (PSMAS).
1.13 RELEASE FROM THE ORGANISATION (REDUNDACY,
OUTPLACEMENT, RETIREMENT)

Organizational release activities:

According to Armstrong (2006) organizational release activities deal with redundancy,
outplacement, dismissal, retrenchments, voluntary turnover and retirement. Armstrong (2009)
defined redundancy as a process whereby an organization is going through a downsizing
exercise, when structural changes are being made, following mergers and acquisitions, and when
individual jobs are no longer needed. Armstrong (2006) defined outplacement as the process of

29
helping redundant employees to find other work or start new careers. It may involve counselling,
which can be provided by firms who specialize in this area. Retirement is when one leaves the
job or stop working usually because of old age. Retirement policies need to specify when people
are due to retire; the circumstances, if any, in which they can work on beyond their retirement
and the provision of pre-retirement training.

PRACTICAL DESCRIPTION
Redundancy:
ZINGSA seeks to implement methods of avoiding redundancy as far as possible by restructuring
or making transfers from one section to another or from one department to another.
Arrangements for voluntary redundancy are also made.
Outplacement:
Outplacement is about helping redundant employees to find alternative work. It involves
assisting individuals to cope with the trauma of redundancy through counselling, helping them to
redefine their career and employment objectives and then providing them with knowledgeable
but sensitive guidance on how to attain those objectives.
Retirement:
The HR department is guided by the Labour Act which state that the retirement age is 65. All
employees who are about to reach 65 years are given a 3 months’ notice before the expiry of
their contract of employment.
Retrenchments and dismissals:
ZINGSA follows the dictates of statutes and the Labour Act in dealing with retrenchment of
employees. There is a disciplinary procedure which is understood and applied by all managers
and team leaders as provided in the Code of Conduct. ZINGSA use SI 16 of 2005 when handling
dismissals.
2. APPROACHES TO TRAINING AND DEVELOPMENT OF STAFF
Armstrong, M (2010) defined training as the use of systematic and planned instruction activities
to promote learning. Harrison, R (2005) defined development as a form of learning activities that
prepare people to exercise wider or increased responsibilities.
2.1 ON-THE JOB TRAINING

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On-the job training typically involve job instruction given by an employee’s supervisor or an
experienced co-worker on a day -to -day basis or as part of a specially tailored program.
Harrison, R (2005) illustrated that on-the job training includes job rotation, lateral promotion,
enlarged and enriched job responsibilities, job instruction training, apprenticeship, coaching,
mentoring, committee assignments, demonstrations and secondment.
PRACTICAL DESCRIPTION
At ZINGSA on-the job training is conducted in the context of the actual job. Through lateral
transfer, employees are transferred from one department to the other, enabling them to have
much exposure and learning. Mentoring, coaching, committee assignments and job instruction
training is done by immediate supervisors to their subordinates and this is uniformly done to
student trainees. The student had the opportunity to train new staff as well as new attachees on
the policies of the organization.
CRITICAL ANALYSIS
On-the job training:
Harrison, R (2005) noted that in the process of on-the job training, the trainer may not be
motivated to train or accept training responsibility. This has been evident at ZINGSA as
numerous commitments to other job demands disrupted the training process. Most supervisors
perform the job well but lack the ability to inculcate knowledge to their subordinates. Pressure
and inadequate time for concentration and analysis by trainees has disrupted the success of
training at ZINGSA. Training success at ZINGSA is high through outsourcing.
2.2 OFF-THE JOB TRAINING

Harrison, R (2005) defined it as any form of training performed away from the employee’s
immediate work area. It can be in-house (conducted within the organization’s own training
facility by specialists from the training department /external consultants) or off-site programs
such as a college or university. It includes lecture, conference/ discussion, sensitivity training,
vestibule/simulation, technology- based training, case study, role plays, management games, in-
basket exercise, assessment centers, wilderness training, behavior modelling and membership of
professional organizations.
PRACTICAL DESCRIPTION
Employees from the Technical Department are given Travelling and Subsistence allowance to
travel to Strategic Management Workshops, and other special training activities outside the
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workplace. Moreover, the ZINGSA employees can even go abroad for training where they meet
experts from other countries for example Junior Scientist travel to countries like Japan and China
for special training.
2.3 PROJECTS AND SECONDMENTS
According to Mirriam Webster Dictionary, secondment refers to the detachment of a person
(such as a military officer) from his or her regular organization for temporary assignment
elsewhere. ZINGSA receives employees from the Zimbabwe Defence Forces those who come on
secondment in different departments.
2.4 MENTORING, COACHING AND COUNSELLING.

Mentoring is the process of using specially selected and trained individuals to provide guidance,
pragmatic advice and continuing support which will help the person or persons allocated to them
to learn and develop. Mentoring is a more informal association focused on building a two-way,
mutually beneficial relationship for long-term career movement. The student had an opportunity
to be mentored by the HR officer.

Coaching is a more formal structured association focused on improvements in behavior and

performance to resolve present work issues or handle specific aspects of the job. The HR
Department at ZINGSA plays a vital role in coaching they are responsible for verifying the
performance of the employees and implement the strategies to improve the behavior of
employees. Also, usually the immediate supervisors in departments sets goals and provides
assistance in reaching them by giving timely and constructive performance feedback. The
supervisor answers questions, let employee participate in decision making, stimulates the
employee’s thinking and assists when problems occurs. The student was coached by the HR
officer.

It is important to note that the role of the HR Department is counselling and psychotherapy.
Counselling is conducted at ZINGSA by HR professionals, employees are counselled to reduce
job related stress, depression among other stressors. Before an employee resigns or applied for
early retirement, the HR Manager first carry out a counselling session for the employee asking
for reasons which pushed the employee to resign or retire, this is very important for the

32
employee to make a reasonable decision before completing the retirement form. The student had
the opportunity to witness the HR officer counselling many employees with personal issues.

2.5 MANAGEMENT SUCCESSION

Armstrong (2006:395) suggested that, “management succession planning takes place to
ensure that, as far as possible, the organization has the managers it requires to meet future
business needs.” Succession planning is based on the information supplied by talent audits,
supply and demand forecasts and performance and potential reviews. He also, forwarded that
management succession is also planned by assessing and auditing the talent in the
organization in order to identify potential successors available, their skills and competences
at different stages in their careers.
ZINGSA plans for its management succession by furthering the education of employees
through workshops on how major posts should be handled are conducted; thus, allowing job
knowledge-sharing. ZINGSA engages employees on acting appointments in key positions in
the absence of job-holders, away business trips, and leave or off sick. This process equips
future successors with practical experience about the job’s fundamental requirements and job
demands.
2.6 DESIGNING AND IMPLEMENTATION OF TRAINING AND
DEVELOPMENT PROGRAMS

Harrison, R (2005) cautioned that the training staff should construct a plan to help schedule and
plan what training courses will be offered within a certain time frame, and they should draw up a
checklist to help ensure that everything is ready for the training program. However, this is
undertaken when clear training objectives have been produced. Training implementation is
putting training program into effect according to a definite plan or procedure.
PRACTICAL DESCRIPTION
ZINGSA does not have the Personnel and Training manager so the Human Resources Manager
identifies the training need or gap and this is usually done through competence-based approach
and also compares the performance to the expected standard. The HR Manager also looks at the
number of disciplinary inquiries and grievances. If there is a training need or performance
discrepancy the HR manager makes a request to the director on the need to train. The quotations
of the training programs are to be taken from different trainers. Then the HR manager submits

33
the number of trainees and material resources to be used like clipboards, markers and charts. The
board discusses on the value of the training and assess if there are resources to finance such a
program. Given that the board has recommended the training program, the HR manager informs
the trainees and trainers. Trainees receive a written program in advance. Organizing of resources
and venue is done by the HR Section in conjunction with the Administration Section.
2.7 ORGANISATIONAL DEVELOPMENT
Organizational development can be defined as the study of successful organizational change and
performance. It involves an ongoing, systematic process of implementing effective
organizational change; organizational development aims at increasing the level of inter-personal
trust among employees, increase employees’ level of satisfaction and commitment, to effectively
manage conflict, to increase cooperation among employees and also to confront problems instead
of neglecting them.
Practical description
The Human Resource Managers are responsible for development of the organization through
improving the relationship between the employees and the management and also the relationship
among them. They also advocate for good working environment and improving how work is
done through job resourcing. Teamwork is encouraged at ZINGSA of Education because
teamwork is the roadmap to development and improvement.
2.8 Development of positive culture, attitude, culture, values and beliefs:
ZINGSA cultivates a positive culture and attitude through a profound communication platform
of ZINGSA’s vision, mission and values. The mission, vision and organizational values are well
communicated during the orientation and induction process. The Code of Conduct create
awareness on the conduct and expected workplace behavior.
Behavioral and attitudinal commitment at ZINGSA is generated through (i) teamwork, (ii)
empowerment, (iii) participation and, (iv) communication. Through teamwork, employees are
assured that their complementary skills, experiences and insights on the job through projects are
complemented by other team players. This reduces job stress and the levels of engagement and
job satisfaction through interpersonal relationships is made possible. Employees are further
empowered through the exercise of responsible autonomy and desecration over work
organization. This cultivates determination and promotes the growth of behavioral commitment.
RECOMMENDATIONS

34
Bureaucracy is a central characteristic of communication at ZINGSA. This hinders the success of
achieving a climate of organizational citizenship behavior and commitment. Employees feel to
be part of ZINGSA when there is open communication characterized by feedback on their
performance and that of the organization. It is recommended therefore, that management should
eradicate bureaucratic communication structures for the generation of both attitudinal and
behavioral commitment to be a success.
3.1 THE LEGAL FRAMEWORK OF INDUSTRIAL RELATIONS AND
MANAGEMENT OF EMPLOYMENT CONTRACTS
Hyman (1975) defines Industrial relations as the study of the processes of control over workplace
relationship. The Labour Act (28:01) and the Public Service Act (1604) are used to advance
social justice and democracy in the workplace by promoting employee rights in the workplace.
Statutory Instruments also govern the industrial relations in Zimbabwe. These are crafted to
regulate specific industrial relations areas, for example in the absence of a registered code of
conduct; the National Code of Conduct S.I 15 of 2006 is used. The Statutory Instruments are
crafted after negotiations at relevant National Employment Council or at national level.
PRACTICAL DESCRIPTION
ZINGSA uses the Labour Act (28:01), the registered Code of Conduct and S.I 15 of 2006 in the
handling of misconduct and industrial related issues. The legal framework is provided by
employment statutory and case law relating to unfair dismissal. Under current Zimbabwean
employment legislation, an employee who has been employed for one year or more has the right
not to be unfairly dismissed. Complaints by an employee that he or she has been unfairly
dismissed are heard by an Appeals Hearing Committee and the Labour Court.
3.1 MANAGEMENT OF EMPLOYMENT CONTRACTS
A contract of employment begins when one party (the employee) offers to render their services
of a defined nature in return for a fixed or ascertainable form of remuneration, and the other
party (employer) offers to remunerate for services rendered. Pitt (2000) argues that there are
certain terms which are implied in every contract and these include

Employer:
 To pay wages if an employee is available for work;

35
 To cooperate with employee in that employee will not be treated in a manner that will
destroy mutual trust and confidence.
Employee:
 To be faithful to the employer and not engage in actions that cause conflict of interest;
 To take reasonable care in the performance of his or her duties.

PRACTICAL DESCRIPTION
ZINGSA consists of both the permanent and fixed contract. Its contracted employees include all
ZINGSA staff, students on work related learning as well as those who were on secondment.
ZINGSA normally gives one-year renewable contracts. The contracts of employment are drafted
by the Human Resources Section and then approved by the Director General then lastly approved
by the ministry. It is a very important document and is signed and read by the employee before
starting the job because it regulates the behavior of the employee at work and it also attributes
the right and responsibilities between parties to a bargain. Thus, it can be viewed as a mutual
agreement between the employer and the employee.
Student Contribution
As a student I was able to assist new students to understand their contracts of employment before
they signed. I was also involved in the renewal of contracts for the employees whose contract
had expired. I also took part in clarifying the terms and conditions of employment contracts.
Lastly, I was responsible for the filing of all the contracts that were renewed. The contracts of
employment are drafted.
3.2 THE EMPLOYMENT RELATIONSHIP AND EMPLOYEE RIGHTS AT WORK
The term employment relationship according to Armstrong (2006:226) describes the
interconnections that exist between employers and employees in the workplace. These may be
formal, for example at ZINGSA, contracts of employment and procedural agreements. Or they
may be informal, in the shape of the psychological contract, which expresses certain assumptions
and expectations about what managers and employer have to offer and are willing to deliver. In
the employment relationship, rights and obligations are stipulated in the contract of employment
ZINGSA is guided by the Labour Act Chap 28;01:2 subsection 4 which stipulates employees’
entitlement to membership of trade unions and workers committees, Prohibition of forced labour,

36
Protection of employees’ right to democracy in the work place and Protection of employees
against discrimination.
3.3 THE NATURE OF EMPLOYEE RELATIONS AT THE ORGANISATION
Employee Relations refers to the relationship shared among the employees in an organization.
The employees must be comfortable with each other for a healthy environment at work. It is the
prime duty of the superiors and team leaders to discourage conflicts in the team and encourage a
healthy relationship among employees.
The ZINGSA plays a vital role in ensuring healthy relations in its all departments which includes
its strict laws eliminates conflicts in the workplaces. ZINGSA employees are comfortable and
confident with each other and they are working harmoniously and friendly. It is also a non-
discriminatory workplace with wide range of diversity individuals despite gender, religion,
creed, race or skin colour as stipulated in the Labour Act Chap 28:01), therefore the relationship
is very good.

3.6 MANAGEMENT OF DISCIPLINE IN THE WORKPLACE

ZINGSA’s disciplinary and grievance handling procedure is guided by the Statutory Instrument
15 of 2006 and the Labour Act (28:01) respectively, as well as the registered Employment Code
of Conduct.
Grievance Handling Procedure:
An aggrieved employee submits in writing, setting out the relevant information and his/her
wishes together with any documentary or any other evidence in support of his/her case to his/her
supervisor for determination within three (3) working days, dated and signed. The aggrieved
employee will submit the original copy of his/her grievance to the immediate superior, one copy
thereof to the Human Resource Manager. The Human Resource Manager is obliged to check
with the relevant people concerned, whether the documents reached the intended persons. Once a
grievance is raised, the Human Resource Manager should act immediately in consultation with
the respective Head of Department. When an appeal is lodged, it is the duty of a manager to
forward his factual findings to the next higher authority on the appeal structure in terms of the
Labour Act (28:01).
3.7 MANAGEMENT OF LABOUR DISPUTES

37
Management of labour disputes may be referred to as the ways in which the organization or
company try by all means to reduce or maintain to the low level the issues of disputes at the
workplace. This is the area where all disputed invoices are monitored, forwarded to the
responsible persons, and followed up and also it includes disputes resolution mechanism such as
arbitration, conciliation mediation among others. Dispute Resolution mechanism are very
important in managing labour disputes.

At ZINGSA the management of disputes is different from private sectors, for example
arbitration, conciliation, mediation are not common in government organization, also negotiation
is common but it is important to point out that it is carried out at the Head Office between The
Perm-Sec, Minister, Members of the Public Service Commission and the Employee
Representative if it is the issue of salaries, employees dissatisfaction, however if there is a minor
issue in the district such as for example sour relations between two employees, the issue will be
solved by the Human Resource Manager, this can be done through negotiation.

SECTION C
SPECIAL PROJECTS, CONCLUSIONS AND RECOMMENDATIONS
1. SPECIAL PROJECTS UNDERTAKEN

1.1 RECRUITMENT AND SELECTION

The student was involved in the recruitment and selection of new staff for different posts like the
HR officer, the Administrator, the Procurement Clerk, Legal Officer, Accounting Officer, Junior
Scientist, and the Records Officer as well as new attachees. This included the processes of job
advertising, long-listing, shortlisting and conduction of job interviews.
1.2 INDUCTION
The student carried out an induction with all the recruited staff, all the new attachees as well as
staff from the Zimbabwe Defense Forces.
1.3 ATTENDANCE MONITORING
The student was involved in monitoring attendance for all the staff each day. This was done
through checking all registers for all the departments each day to mark those who are present and
absent.
1.3 PERFORMANCE APPRAISALS

38
The student was involved in the drafting of performance review reports. Conducted performance
appraisals interviews for all the employees.
1.4 CONTRACT MANAGEMENT
The students assisted in the drafting and issuing of employee contracts. Involved in the renewal
of contracts for the employees whose contracts had expired. The student ensures that employees
received, reads and signs the contract.
1.5 LEAVE PROCESSING
The student was involved in the issuing leave forms as well as updating leave data bases.
2 CONLUSIONS AND OVERALL RECOMMENDATIONS
(a) The Human Resource Department should also improve employees’ welfare through non-
financial reward strategies.
(b) ZINGSA should permit HR students on attachment to attend General Meetings so that
they attain exposure on answering questions technique.
(c) Incentives should be re-introduced at ZINGSA so as to motivate those working to
perform better, produce quality work to be motivated and have the zeal to learn more at
the organization.
(d) All the employees should be familiarized with the policies and procedures of the
organization at regular intervals and also constantly remaining them of the rules and
regulations which governs their behavior.
(e) Employees should be reward fairly, equitably and consistently in order to have a
motivational workforce.
3. CONCLUSIONS

To cap it all, it was an absolute worthwhile experience working at ZINGSA. Human Resources
Management is the backbone of every company hence plays an important role in the success of
an organization. The Human resource personnel are responsible for a lot of activities that is the
drafting of policies, recruitment and selection, training, discipline etc. The attachment period has
helped me gain enormous technical and people management skills through an insightful
experience in a real working environment. This experience also brought out my strength and also
the areas I needed to improvise. It added more confidence to my professional approach, built a
stronger positive attitude and taught me how to work in team as a player.

39
However, there are some gaps between our theoretical knowledge and real-life practice, but I still
managed to grab plentiful of experiences. I made the best of every opportunity I was given and
made the utmost use of my abilities and knowledge to fulfil all my responsibilities. I could
implement my academic skills into practice and my efforts were highly acknowledged.

Hence, one can sum up by saying that my attachment experience was a milestone to my
academic and professional experience. I thoroughly enjoyed the challenges that came along
every single day. I could also bring some minor improvisations during my internship which were
able to leave their marks. These lessons that I have learned will be a valuable one for my future
endeavors as well.

REFERENCES
Armstrong, M. (2008) Strategic Human Resource Management 4th edition, London: Kogan Page

Armstrong, M. (2009) Human Resource Management 11th edition, London: Kogan Page
Publisher

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Peters, T.J., and Watermans, R.H. (2003) in Search of Excellence: Lessons from America’s Best-
Run Companies. New York.

REPORT APPROVAL
This report shows the activities and areas covered by Millicent. Y Zvirehwi Registration Number
R1912895F whilst on Work related learning at the Zimbabwe National Geospatial and Space
Agency in partial fulfilment of her period of studying Honours Degree in Human Resource
Management at Midlands State University.
Prepared by:

STUDENT NAME: MILLICENT YEUKAI ZVIREHWI

STUDENT SIGNATURE……………….……………DATE…………………………….

Approved by:

SUPERVISOR’S NAME: MR K. MASHIZHA

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SUPERVISOR’S SIGNATURE…………………………DATE…………………………….

COMPANY STAMP

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