B.

FACULTY OF BUSINESS SCIENCES

DEPARTMENT OF MANAGEMENT SCIENCES

BM231 HUMAN RESOURCES MANAGEMENT

Lecturer: M. Murambi

Tel: 0772894631 or 0713812415

Email: murambim@staff.msu.ac.zw

Preamble

Human resources management is about managing human resources at workplaces. It aims to

equip students with human resources management skills. This involves human resources
planning, recruitment & selection, reward management, job evaluation, performance
management and health & safety.

Aims

The module aims to:

  Develop learners about human resources planning
 Develop learners to do recruitment & selection, reward management, job evaluation and
performance management.
 Make learners value health & safety in organisations

Objectives

By the end of the course, students should demonstrate:

 The challenges faced in industry and commerce especially covering economy on issues of
Human resources.
 How Human Resources management enhance Performance, productivity and
effectiveness of any organization.
 Basic functions of Human Resources management which are; recruitment & selection,
reward management, job evaluation, performance management and health & safety.

Module Content

1.0 The evolution of human resources Management

1.1 Theories and practices relating to HRM

- Harvard Framework.
1.2 Discuss developments in the Law relating to HRM
1.3 Trace the evolution of the management of Human Resources in
Organisations

1.4 The challenges of Morden practice of HRM

1.5 The impact of HRM on the performance of the organisation

2.0 Human resource planning/Manpower planning

2.1 Define Human resource planning/Manpower Planning

2.2 Identify the elements of HRP/MPL
2.3 Discuss the factors that affect supply and demand of labour in
organisations

2.4 Identify the stages involved in HRP

2.5 Discuss the impact of a good HRP on performance of the organisation
2.6 Relate HRP to an economy in a recovery mode
3.0 Recruitment and Selection

3.1 Define Recruitment and Selection

3.2 Discuss the relevance of effective Recruitment and Selection
3.3 Explain the purpose and process of job analysis
3.4 Explain on the key elements of both job description and job specification
3.5 Explain the main stages of recruitment
3.6 Identify key strategies of effective recruitment especially for an economy in
recovery mode

3.7 Refer to the relevance of traditional recruitment strategies

3.8 Identify the key steps in Selection process
3.9 Refer to relevance of traditional selection techniques
3.10 Define Orientation
3.11 Identify key steps in orientation
3.12 Refer to the relevance of the process

4.0 Performance management vs Performance Appraisal

4.1 What is performance management and its characteristics?
4.2 Define performance appraisal
4.3 Outline the procedures for conducting an appraisal
4.4 Describe the types and documentation used when carrying out performance appraisal
4.5 Identify key issues concerning appraisal and remuneration
4.6 Discuss the use of merit as a means of rewarding good performance

5.0 Job Grading and Remuneration

5.1 Define job evaluation
5.2 Explain the key features of analytical and non-analytical job evaluation systems
5.3 Reward management
5.4 Remuneration systems relating to pay performance
-payment by results

-measured day work

-consolidated and unconsolidated payments

-bonus payments

-profit sharing

- -Competence related pay

-Performance related pay

-Contribution related pay

-Team based pay.

5.5 Discuss the issues relating to internal and external remuneration comparability
 5.6 Explain the role of collective bargaining in determining remuneration.

5.7 Outline the development of 'personal' remuneration contracts

5.8 Statutory requirements for payment of wages

6.0 Employee relations

6.1 Employee engagement

6.2 Employee benefits

- The legal aspects for the provisions of the provident funds

-Reasons for the provision of insurance in employment (i.e. disability, death in services)

- housing loans, study loans, partnerships, and other assistance as related to job
satisfaction

- trade unions

-collective bargaining.

7.0 Health and Safety

7.1 Describe the role of statutory or governing agencies charged with promoting health and safety
standards at work.
7.2 Explain the main obligations of the employer and the employee under health and safety legislation,
and the legal sanctions which may be imposed.
7.3 Outline the power of the inspectorate regulations(NSSA).
7.4 Outline the main provisions of any statutory or government advice relating to health and safety.
7.5 Evaluate the role of management in developing health and safety policies and awareness.
7.6 Describe the significant developments in Zimbabwe relating to health and safety.

8.0 Training and Development

8.1 Identify the different objectives and types of training required at all levels in the organisation.
8.2 Describe the procedure of identifying a skills gap and the resulting training needs.
8.3 Explain the systematic approach to training.
8.4 Types of training methods in relation to their objectives and their ability to develop potential.
8.5 Explain the purpose and process of training evaluation.
8.6 Describe the legal requirements affecting training and qualifications.

9.0 Employment Patterns

9.1 Define 'flexible organisation.'
9.2 Explain the use of core, peripheral and flexible forms of labour.
9.3 Evaluate the implications of using a flexible workforce strategy, for the organisation and the
manager, in respect of planning, leadership and motivation.
9.4 Outline the relevant legal issues involved in the utilisation of flexible workforce.

REFERENCES:

1. Armstrong M. A handbook of Human Resource Management Practice (10th edition)

2. Armstrong SHRM. Strategic Human Resource Management 4th edition
3. Bate A. (1996) Personnel Management in Zimbabwe, Harare.
4. Schunder R.S. (1983) Managing Human Resources New York West Publishing
5. The labour Relations acts 1995/1996 and Amendments.
6. The National Social Security Scheme