Fundamental Human Resource Management 7th Edition Chapter 2
This book provides a comprehensive explanation of the essential concepts and techniques for effective management of people and their jobs. The book provide a clear, authoritative, well articulated and discussion of human resource management as it used in various organizations. The overall book setting provides a logical and systematic arrangement through various activities involved in human resource management. Specifically, this book contributes the following to the human resource management • It provides a strategic perception of human resource management. In other words, it provides a strategic road map for human resource practitioners who are fulfilling their daily duties. • It gives a conceptual basis for a human resource practitioner to make decision about people and their jobs in the organization. • It provides a comprehensive coverage of critical aspects and concepts for practitioners in human resource management • It provides practical solutions and strategies to common problems and challenges encountered in human resource management. The practical implications in each chapter address the practical challenges encountered in managing human resources. Furthermore, the book provides different case studies with different situations to create a deeper practical understanding of key issues in human resource management. The cases also address the steps and solution taken by human resource practitioners to deal with the underlying problems and challenges. • It provides an International and global perspective in cases and illustrations. The book has collected information for different practices implemented around the world so as to broaden the readers' topic on key issues in managing employees and their jobs. • It is balance in the presentation of different aspects of human resource management. This implies that a balance between theories and the actual practice of human resource management. The book has managed to bridge the gap so it is easy to put the theories into practice.
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© Ndalahwa Musa Masanja, 2019
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ISBN:
British Library Cataloguing-in-Publication Data
A catalogue record for this book is available from the Tanzania Library Services
Library of Congress Cataloging-in-Publication Data
Ndalahwa Musa Masanja
Human Resource management / Ndalahwa Musa Masanja. – 1st ed.
p. cm.
ISBN (pbk.)
1. Human Resource management. I. Ndalahwa Musa Masanja.
TS155.S562 2010
658.5– dc22
Typeset in 10/12pt Calibri (body) by 12
Printed and bound by NMM Printers, Tanzan
ii
PREFACE
Introduction
Human resource is important due to the fact that it is concerned with people creating products
and services for the organization. All organization offer products and services whether the
organization is small medium or large. This is applicable for profit and not-for profit
organizations as well. As a result, organizations have understood the importance of human
resources. This is because human resource is a critical production factor to fulfilling the goals
and objectives of the organization. These are individuals who perform their daily activities to
ensure the organizations fulfill its desired goals and objectives.
Human resource management is a complex and existing area of study. This is because it
requires dealing with people who have their own behavior, attitude, temperament and
perception. In this case, it requires a lot of care and tactfulness to ensure that the employees
perform at their best. Some of the critical area on resource management includes creating
policies and systems to management people in the organization. In regard to this matter,
human resource management creates the employee benefit design, employee recruitment,
training and development, performance evaluation and appraisals and management of rewards
to incentivize employees. These incentives include bonuses and other benefits determined by
the organization. In this era, human resource management has taken a step further to include
managing organizational change and industrial relations. It even involves creating balance
between organizational practices with requirement resulting from collecting bargaining with
employees and government rules and regulations.
The major intention of human resources is to meet predetermined organizational goals and
objective though people. This human resource process includes managing human capital with
the sole purpose of implementing policies and processes. This is a daunting task since balancing
the act of implementing policies and processes is not as easy as it might appear. Therefore, it is
important to acquire the necessary skills and expertise in dealing with human resources in the
organization.
The Aim of this Book
This book provides a comprehensive explanation of the essential concepts and techniques for
effective management of people and their jobs. The book provide a clear, authoritative, well
articulated and discussion of human resource management as it used in various organizations.
The overall book setting provides a logical and systematic arrangement through various
activities involved in human resource management. Specifically, this book contributes the
following to the human resource management
iii
• It provides a strategic perception of human resource management. In other words, it
provides a strategic roadmap for human resource practitioners who are fulfilling their
daily duties.
• It gives a conceptual basis for a human resource practitioner to make decision about
people and their jobs in the organization.
• It provide a comprehensive coverage of critical aspects and concepts for practitioners in
human resource management
• It provides practical solutions and strategies to common problems and challenges
encountered in human resource management. The practical implications in each
chapter address the practical challenges encountered in managing human resources.
Furthermore, the book provides different case studies with different situations to create
a deeper practical understanding of key issues in human resource management. The
cases also address the steps and solution taken by human resource practitioners to deal
with the underlying problems and challenges.
• It provides an International and global perspective in cases and illustrations. The book
has collected information for different practices implemented around the world so as to
broaden the readers' topic on key issues in managing employees and their jobs.
• It is balance in the presentation of different aspects of human resource management.
This implies that a balance between theories and the actual practice of human resource
management. The book has managed to bridge the gap so it is easy to put the theories
into practice.
The Readers of this Book
The targeted readers are anyone who is interested to acquire knowledge and practical skills to
manage human resource and their jobs. Specifically, this book is intended for the following
readers
• Undergraduate students who are pursuing human resource management as an area of
specialization and need to understand the theoretical and practical aspect of dealing
with people.
• Graduate students should find the practical discussion of human resource management
activities will enhance their own experience on the subject.
• Human resource practitioners and other specialist should find it beneficial since it
provides them with a comprehensive approach to the subject.
iv
Distinctive Features of this Book
This book provides distinctive features which bridges the gap between theories and practices of
human resource management. The following are the distinct features found in the book.
• The structure of this book applies part in human resource management which are
subcategories into job information and organization, acquisition of human resources,
training and development, maintenance or retention of workers, and utilization of
workers. These are five distinctive areas of human resource activities.
• The book is illustration based. This is due to the fact that human resource management
is a practical subject and cannot be taught adequately in a typical theoretical manner.
Due to this fact, the book has applied examples and case studies which describe some
critical scenarios and issues in real life of a human resource practitioner.
• Every chapter has practical implications of the topic under discussion to cement theories
and practical aspect of the topic. A reader can rely on this area to acquire practical skills
to apply in human resource management.
• There is a summary of answers to key questions in human resource management. Each
chapter is summarized in the form of a list of bullet points. These extract are important
point which answer the key questions asked at the beginning of every chapter.
• Every chapter includes a case study which is relevant and appropriate for the topic
under discussion. The cases are short and adequate enough to provide as a practical
illustrations, however are comprehensive to gain some practical lesson for practitioners.
v
ABOUT THE AUTHOR
Dr. Ndalahwa M. Masanja is a lecturer of Management and Accounting at the University of
Arusha. He has been teaching at several higher education institution including Jomo Kenyatta
University of Agriculture and Technology (JKUAT Arusha Campus), Training Center for
Development Cooperation (MS-TCDC), and Institute of Accountancy (IAA) in Arusha and Dar-es-
salaam. He has been teaching undergraduate and graduate programs at those institutions. He
has been supervising graduate students pursuing the dissertation or thesis research.
He worked initially as an Accountant in a secondary school and then as a Business Manager of a
company located in Arusha. He has worked in the United Stated of America (USA) as an
Accountant and working in different capacity in a printing press, publishing house, logistic
company and the food industry like Pizza hut Michigan. The diverse working environment
provides substantial experience about human resources in relation to their jobs. In this case,
the author is able to provide a diverse perspective of human resource management.
He holds a Bachelor of Business Administration (BBA) in Accounting and Management and a
Master of Business Administration (MBA) in Accounting from the University of Eastern Africa
Baraton (UEAB) in Kenya. Furthermore, He has a doctoral degree (PhD) from Andrews
University in United States of America (USA). At the same time, he has attended multiple
seminars and workshops in research, education and business administration. The author's
formal and informal training provides a deep insight about human resource management in
academics as well as in the industry.
He is the author of several books and papers in accounting, management, research and
education. Some of the his books include Introduction to Business Research, A practical guide to
dissertation and thesis writing, Essentials in higher education administration and a Job
Evaluation for workbook for students pursuing human resource management. In addition, He is
the founding editor of the International Journal of Innovation in Education and Business (IJIEB) a
bi- annual peer review journal publishing innovative articles in business and education.
He has been serving in the administrative and governing boards of institutions in secondary
school and higher learning institutions. He undertakes consultancy in a diverse range of
industries including health, education and research. His wealth of experience has a significant
contribution to the completions of this book.
vi
ACKNOWLEDGEMENTS
First and foremost, I would like to extend my gratitude toward my family especially my wife
Alice for the moral support toward the completion of this book. She has been instrumental
toward the success of this endeavor.
During the preparation of this book, the author conducted several workshops and the many
useful comments and feedback from these sessions have impacted the final preparation of this
book. My gratitude and appreciation goes to everyone who attended these sessions and other
colleagues.
My academic colleagues in human resource management at our institution have provided
significant assistance and contribution toward the completion of this book. I would also
acknowledge all those who participated in one way or another to ensure the review and
completion of this book.
The Techniques of Job Design
Human Resource Management
Definition
Practical Implications of job design
Importance of HR Management
Summary Answers to key questions
The need for HR Management
Distinguishing attributes of personnel
and human resource management
Factors affecting HR Management
Scope of Human resource management
The purpose of job evaluation
Challenges of Hr management
The process of job evaluation
The methods of job evaluation
Summary Answers to Key Questions
Features of Job Evaluation
criteria of job evaluation
Advantages and disadvantages
JOB INFORMATION AN ORGANIZATION
Challenges of job evaluation
Practical implications of JE
Case Study: Timaya Companies
The Purpose of Job Analysis
The Process of Job Analysis
The tools of Job Analysis
ACQUISITION OF HUMAN RESOURCES
The Procedures of Job Analysis
The Steps to Conduct Job Analysis
The Purpose of HR Planning
Factors affecting HR planning
The practical problems in Job Analysis
The process of HR planning
The Important Criteria in Job Analysis
Forecasting Techniques in HR
planning
Practical Implications of Job Analysis
HR planning implementation
Summary Answers to Key questions
Requisite for HR planning
Case Study: Rafiki Corporation
Strategic HR planning model
Practical Implications of HR
planning
Summary Answers to key questions
The Purpose of Job Design
Case study: Umoja Transports
Factors affecting Job Design
The purpose of recruitment
How to attract potential applicants
Orientation responsibilities
how to recruit excellent employees
Qualities of potential applicants
Challenges in recruitment
Challenges of orientation
Practical implications in recruitment
Strategies for effective orientation
Practical implications of orientation
Summary answers to key questions
Case study: Masanja Graphics
Purpose of Screening and Selection
Requirement for selection
Factors affecting selection
Designing Training programs
Practical Implications of Selection
Delivery method of Training
Summary answers to Key questions
Practical implications of training
Case Study: Rista Industries
Summary answers to key questions
Case study; Ristam Records
Human Resource Development
Determining HR development needs
Hiring policy and procedures
Methods to HR development
Factors affecting HR development
Challenges in HR development
Practical Implications of development
Summary answers to key questions
Practical implications to hiring
Case study: Dismo Multimedia
Summary answers to key questions
Case study: Tanzania tourism
Practical implications of evaluation
Purpose of career planning
Summary answers to key questions
factors affecting career planning
Grievances and Complaints (GC)
challenges in career planning
Purpose of grievances and complaints
Practical implication to career plan
Causes of grievances and complaints
summary answers to key questions
Common grievances and complaints
case study: Stiamco Manufacturers
Complaints management framework
Solutions to grievances and complaints
MAINTANANCE AND RETENTION
Practical implications of evaluation
Summary answers to key questions
Case study: Timpson Repairs
Purpose of health and safety
Issues in health and safety
indicators of good compensation
Challenges on health and safety
Determinants of compensation
Practical Implications for HS
Effective compensation strategies
Summary answers to key questions
Case study: Ricardo Foods
Summary answers to key questions
Case study: TanRecruiters
Performance Evaluation (PE)
Factors causing Separation
Purpose of performance evaluation
Procedures for Separation
Practical Implications for separation
Summary answers to key questions
Criteria for performance evaluation
Case study: Ricardo Foods
Process of performance evaluation
Labor Management Relations (LMS)
Classification of transfer
Issues in labor management relations
Practical implications in labor relations
Strategies for effective transfers
Summary answers to key questions
Practical Implications in transfers
summary answer to key questions
Case study: Government entity
Procedures for discipline
Challenges in Termination
Indicators of effective discipline
Procedures for Termination
Strategies for effective Termination
Practical Implications for
Termination
Disciplinary problem prevention
Practical implications of discipline
Summary answers to key questions
Case study: Bora Practitioners
Purpose of promotion and demotion
Causes of promotion and demotions
issues in promotion and demotions
Promotion and demotion procedures
Promotion and demotion challenges
Practical Implication to motivation
Summary answers to key questions
Summary answers to key questions
Case study: Ujumbe Church
Case study: Anata Tailors
Traits of good leadership
Practical Implication of leadership
Summary answers to key questions
Case study: Tima real estate agency
CHAPTER
ONE
INTRODUCTION TO
HUMAN RESOURCE
MANAGEMENT
The following are the objectives
for this chapter in the book
1. Define human resource
management
2. Understand the importance
and necessity of studying
human resource
management
3. Identify the factors affecting
human resource
management
4. Discuss the challenges facing
human resource
management
5. Comprehend a practical
approach to human resource
management
6. Understand the modern
trends in human resource
management in this new era
7. To solve a practical case so
as to help human resource
practitioners who are new in
the industry.
8. Summarize key answers to
question in human resource
management
2
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
Human resource management refers to the process of dealing with human resources which
includes acquisition, training and development, retention and maintenance of workers and
utilization of people or workers to achieve predetermined organizational goals. In other words,
human resource management is a specialized field of business which deals with developing
programs, policies and activities for the organizations and it workers to satisfy them both.
THE IMPORTANCE OF HUMAN RESOURCE MANAGEMENT
Human resource management has the following benefits to both employees and the
organizations as a whole. The following are the benefits of human resource management in an
organization.
1. It deals with the employees of the organization to ensure that all their needs to increase
effectiveness and productivity of the work to organization
2. It creates a good working condition and environment for workers so they can perform at
their best to meet predetermined organizational goals and objectives.
3. It helps employees work as a team and reduces conflicts among employees to improve
operational efficiencies in organization.
4. It simplifies the whole activity of dealing with employees and streamlines all activities
performed by the employees in the organization.
5. It foresees all activities executed by all employees in the organizations to ensure that
they are according to the organizations and government policy, rules and regulations.
THE NEED FOR HUMAN RESOURCE MANAGEMENT
Most of the organizations have realized the need and necessity of human resource
management in the organization. The survival of the organization depends entirely on the
human resources available to work and complete the related task in effort to meet
predetermined goals and objectives. In these times, the important of human resources is of
great essence to the survival and sustenance of an organization. Specifically human resource
management is needed for good employee relationships. It is also needed for developing and
creating organizational commitment of human resource with the sole objective to increase
productivity and efficiency. Moreover, human resource management is required for the
changing nature of the workforce or human resources available in the organization. It is
possible through human resource management to adapt to different changes in the industry.
3
Ultimately and most importantly, human resource management creates a better understanding
between management and employees in the organization. Human resource management
creates a link between the two parties so they can work in harmony.
DISTINGUISHING ATTRIBUTES OF PERSONNEL AND HUMAN RESOURCE MANAGEMENT
The following are the distinguishing attributes between personnel and human resource
management to the organization.
HUMAN RESOURCE
MANAGEMENT
Rank and file together with
middle level management
Deals with all full timers, part-
timers and flexy timers
Supervise people working in a
formal office place only
Supervise people in both
formal and informal setting in
the workplace (those in the
premise and not in the
premise)
It involves handling a few and
simple things about the
personal information workers
including curriculum vitae.
It handles complex and varied
activities which includes
acquisition, training and
development, maintenance or
retention, and utilization of
workers
The head of the Department
Accomplish organizational
goals including generating
revenue, profits, or any
predetermined organizational
purpose or objective
Accomplish both
organizational and employee
goals so as to create a win
situation for the employees
and the organization
The technology applied is
structured, inflexible and
organizational oriented
The technology applied is
innovative, flexible,
participative and involves
quality circle
4
FACTORS AFFECTING HUMAN RESOURCE MANAGEMENT
There are factors which affect the satisfaction of employees in the organization and there are
some which cause dissatisfaction. The following factors can be the determinant of employee
satisfaction of dissatisfaction in the organization. The factors are subdivided into two
categories. These are internal and external factors which affect human resource management
in the organization.
INTERNAL ENVIRONMENT AFFECTING HUMAN RESOURCE MANAGEMENT
The first category is internal factors which refer to all the factors within the control of the
organizations. These are factors which the organization has influence over. The organizations
via management can alter these factors to enhance satisfaction among employees. The
following are the detailed description of the internal factors affecting human resource
management.
1. Organizational goals and objectives should serve the interest of the organization and the
workers. The goals might include expanding the operations of the business, increasing
revenues and maximizing profits or even fulfilling social responsibilities to the
employees and the community at large.
2. Organizational policies which are broad guidelines that provide guidance and direction
for employees working the organization. These policies are should be pro-employees to
ensure and promote the smooth execution of duties and responsibilities of the
employees. This involves the active participation of the employees in the creating and
implementation of organizational policies.
3. Organizational climate refers to creating a favorable working relationship for the
employees in the organization. Organizational climate might be closed or cold and open
or warm working environment. In a cold or closed working environment, there is limited
freedom of communication between top management and other levels in the
organization. It lacks openness and adequate communication among employees in the
organizations. Normally, closed or cold working environment is less conducive for
employees working in the organization. On the other hand, open or warm working
environment encourages and promote communication with the workers and the
administration of the organization. It is usually considered a favorable environment for
employees in the organization.
Organizational climate has the following components
i. Working climate which includes the physical, economic, political, technological,
social situation in the organization. All these elements create a favorable or
unfavorable working climate for employees in the organization.
5
ii. Communication is another key component in organization climate. It refers to
the transmission of messages between workers and management in the
organization. This communication can be either downward (top to bottom)
which implies from management to employees or upward (Bottom to top) where
by employees communication with the management in the organization. It might
even be sideward communication whereby it involves the communication
between employees in the same level.
iii. Motivation techniques involve influencing the inner feeling of employees to
promote productivity to meet organizational goals and objectives. It is the whole
endeavor of improving the employees' moral to enhance their commitment
toward the success of the organization. Motivation accomplished through
compensation and rewards, discipline, promotions and demotions and transfers.
It might also include creating a favorable and conducive environment for work.
iv. Leadership styles become another critical area to create a conducive
organizational climate for employees. A leadership style which is tactful with
employees creates a favorable environment for employees in the organization.
THE EXTERNAL ENVIRONMENT AFFECTING HUMAN RESOURCE MANAGEMENT
The external factors involve all those variables or components which affect human resources
management which are beyond the control of the organizations. These are factors which affect
human resources outside the organization. The following are a detailed explanation of the
external factors associated with human resource management.
1. Economic conditions are a key area which affects human resource management.
When the economy is booming, it is relatively difficult to recruit qualified employees
for the organization. In case of slow economic growth, then it is relatively easier to
recruit workers for the organization. This is due to the fact that workers are available
as a result of high unemployment.
2. Political conditions are another factor which affects human resource management.
When the political system is stable and conducive for workers, the employees are
happy and exposed to a warm and open working environment. When the political
condition is uncertain and unfavorable, employees are anxious and are not satisfied
with their jobs.
3. Technological environment has a significant influence on human resources
management. The use of technology might simply the work of employees and
therefore they will produce more and as a result motivated. On the contrary, the
6
workplace will less technological advances for workers create and environment
which is less conducive for employees to work.
4. Competition from other organizations affects human resource management. Every
organization is competing to recruit the best and qualified candidates for the job so
as to have a competitive advantage or edge against the rest of the competitors. As a
result, this process affects the human resource efforts of the organization.
5. Shareholders or owners are considered as an influence from the external
environment. There is a conflict of interest between the owners who might be the
shareholders and the management of the organization. Due the fact that the
shareholders have contributed and invested funds in the organization, they might
sometimes challenge the human resource programs developed and implemented by
the management of the organization. In these situations, management will be forced
to justify the rationale of the human resource programs implemented in the
organization.
6. Customers have a influence on the organization by demanding high goods and
services from the organization. In turn, the organization is forced to recruit and
provide appropriate training to their workers to meet the expectation and demands
of the customers. Therefore, customers have a direct and indirect influence over
human resource management in the organization.
7. Labor union which is an organization to defend the rights of the employees has
external influence on human resource management in the organization. Normally a
union is a group of employees who have come together for the sole purpose to fight
for their rights. These rights might be better compensation, health and safety
regulations. In this case, they usually exert a lot of pressure to human resource
management to fulfill their demands.
SCOPE OF HUMAN RESOURCE MANAGEMENT
Human resources are obviously the main resource in any organization. They are the most
complicated resource to manage. In other words, the objective of human resource
management is to assess the needs of the organizations and provide the employees to perform
the required work in the organization. At the same time, to retain the employee so as to reduce
the number of employee turnover that has detrimental effects to the prosperity of the
organization. In this case, it is important for management to develop and implement policies,
procedures and programs to manage the human resources in the organization. It involves the
whole endeavor of managing employees' knowledge, skills, creativity, abilities and talents and
maximizing the usage for the benefit of the employees and organization.
7
Human resource is more than just maximizing the use of human resources, it also focuses on
managing physical and psychological capital of workers. Human resource management takes
into consideration the intricacies involved in human resources. For this reason, the scope of
human resource management is increasing every day. Human resource scope covers the
acquisition, training, retaining and maximization of human resources. Furthermore, it develops
and manages the symbiotic relationship at the workplace and as a result strikes a balance
between organizational goals and individual employees goals. This is not an easy goal to be
achieved. It requires specific knowledge, experience, skills and techniques.
The scope of human resource management is comprehensive and extensive in nature and
therefore, it might be difficult to define the coverage. However, these are the critical areas
which cover the scope of human resource management
1. Acquisition of human resource is the first part of the scope. This involves human
resource planning to determine the demand versus the supply of human resources in
the organization. It involves the recruitment efforts, screening and selection process,
and hiring the employees in the organization.
2. Training and development is the second part of the scope. This stage involves providing
orientation so as to provide the basic training so the employee can perform their duties
and responsibilities in the organization. This process includes continuous training and
development which include mentoring and couching of employees in their different
roles so they can acquire mastery and competencies. It also involves career planning
provide a clear career path of employees to grow and excel in the organization.
3. Retaining employees in the third part in the scope. This stage involves providing all
necessary requirements with the sole objective to retain employees in the organization.
This scope includes compensation, performance evaluation and appraisals, promotion,
transfers, discipline, demotions, labor management relations, health and safety.
4. Maximization of the utilization of human resources. This stage involves providing
leadership to motivate employees to work effectively and efficiently. In this case, there
should be appropriate leadership skills and techniques inspiring the workers in the
organization. In addition, motivation should be properly applied to increase productivity
among employees in the organization.
PRACTICAL APPROACH TO THE SCOPE OF HUMAN RESORCE MANAGEMENT
From a practical standpoint, a human resource manager can apply certain practical approaches
to implement the scope of human resource management in the organization. This involves
acquisition of human resource in the organization. Once acquisition of human resources is
8
completed, then training and development will follow. Afterwards, efforts should be placed in
retaining the employees in the organization. Finally, maximization of human resource is also
important.
PROCESSESS IN HUMAN RESOURCE MANAGEMENT
Human resource management has several critical processes to accomplish the goals and
objectives of the organization. It is the sole responsibilities of the human resource officer or
manager to ensure that all goals and objectives are fulfilled to the fullest. In this case, there are
important processes in human resource management which need to be considered. The
following are the necessary process in human resource management in the organization.
1. Human resource planning is the first and foremost process to be considered in human
resource management. It normally involves the planning stage of all the activities and
human resources of the organization. It requires determining the human resource needs
in the future and providing a clear roadmap for human resource in the organization. This
process involves human resource recruitment, selection, hiring, orientation or induction,
training, evaluation, promotion or even termination.
2. Employee remuneration and benefit administration as the second process in human
resource management. At this stage, the human resource officer or manager creates a
ACQUISITION OF
HUMAN RESOURCES
• Recruitment
• Screening
• Selection
• Hiring
TRAINING AND
DEVELOPMENT
• Orientation
and Induction
• Training
• Career
Development
RETAINING
• Compensation
• Performance
Evaluation and
Appraisal
• Promotion
• Demotion
• Termination
• Transfers
• Labor
Management
Relations
• Health and
Safety
MAXIMIZATION
OF THE
UTILIZATION OF
HUMAN
RESOURCES
• Leadership
• Motivation
9
compensation package which motivates employees or workers to perform their duties
as required. This is the stage of administering benefits and bonuses to different workers
at various levels. It is normally considered a critical strategy to retain workers in the
organization.
3. Performance management is the third process in human resource management. This
process involves performance evaluation or appraisal. This stage provides a significant
opportunity for performance improvements, promotion, transfer, further training or
even disciplinary actions like suspension and termination. In simpler terms, it is a
technique applied to human source management to training, motivate and reward
employees appropriately according to the performance. It provides also an opportunity
for employees to assess their performance and take correction measure to improve
their performance. As a result, it is a process which increases the productivity,
effectiveness and efficiency of workers in the organization.
4. Employee relations are the last process which emphasizes a health relationship in the
organization. These relations can be either workers to other workers, or workers and
management. Employee relationship includes labor management relations, working
environment and culture, employee health and safety, conflict and grievance
management, employees' compensation and other critical areas in relation to human
resource management.
PRACTICAL APPROACH TO HUMAN RESOURE PROCESSES
From a practical perspective, human resource process involves the process of human resource
planning, recruitment, hiring, training and development and employee training.
HR PLANNING
RECRUITMENT
HIRING
TRAINING AND
DEVELOPMENT
EMPLOYEE
RETENTION
10
From a practical point of view, a human resource manager or officer should create and develop
a comprehensive plan for human resources in the organizations. Afterwards, he or she should
dedicate efforts to recruit the best applicants for specific jobs. this will assist in hiring the best
candidates for the job. After hiring, then training and development should be emphasized.
Finally, the human resource officer should strive to maintain and retain the employees since
employee turnover is not good for the organization.
MODERN ROLES OF A HUMAN RESOURCE MANAGER
In this dire age, the role of the human resource manager has been evolving. The role has moved
from serving the interest of the organization to serving the interest of both the organization
and employees as well. In this scenario, the human resource manager creates a win-win
situation for both parties since these circumstances are imperative for the survival and
prosperity of the organization. The following are the modern roles of a human resource
management in this generation.
1. A human resource manager executes a set of activities to manage the human resources
in the organization. In light of these duties, a human resource manager is requires to
plan, recruit, hire and train employees in the organization. At the same time, a human
resource manger should be a liaison between management and the employees in the
organization. Furthermore, the human resource manager should provide all necessary
requirements to human resource so they can perform at their best. This includes
providing compensation packages, health and safety issues and other critical services to
human resources in the organization.
2. A human resource manager has the sole responsibility to develop the skills, competence
and capacity of the employees in the organization. It is the duty of the human resource
manager to advice on duties and responsibilities to employees. This will in turn improve
the overall performance of employees in the organization.
3. A human resource manager should manage the career plan and development of all
employees in the organization. The human resource manager should have a concise and
clear plan to improve the career prospects of all employees. This is a method and
strategy to motivate and retain employees in the organization.
4. A human resource manager should adapt to sustainable methods and strategies to
maintain the level of motivation among employees. It is the sole responsibility of the
human resource manager to create a conducive working environment and culture so as
to motivate the employees. This can be accomplished by advising management to adopt
certain important aspects in human resource management as a key feature to improve
the working environment and culture in the organization.
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PRACTICAL APPROACH TO THE ROLE OF A HUMAN RESOURCE MANAGER
The practical role of a human resource manager has been evolving in the organization. The role
of human resource officer or manager has changed according to the management specification
and the competence of the human resource manager. In this case, the role has been expanding
in most organizations while some have restricted and constrained their overall role, duties and
responsibilities. However, the practical role of human resource management is administrative
in nature, operational and strategic at the same time. In other words, this implies that a human
resource manager performs administrative work which is part and parcel of the management
body of an organization. At the same time, a human resource management acts as an
operational manager supervising and managing all employees under his or her jurisdiction
depending on the organization. Ultimately, a human resource manager is expected to
participate in strategic planning of human resources in the organization. Since human resources
are an instrumental tool to meet predetermined organizational goals and objectives, it is
necessary for the human resource manager to participate in strategic planning and execution in
the organization.
From a practical point of view, a human resource manager should create a human resource
plan identifying all necessary requirements for human resources in the organizations. The same
human resource manager or officer is expected and obligated to implement the human
resource plan. Finally, the human resource manager is expected and responsible to take
corrective actions and measures wherever deemed necessary in human resource activities and
responsibilities. The diagram below illustrates the practical role of human resource
management in this era.
HR PLANNING
IMPLEMENTING
HUMAN
RESORUCE
PLANS
TAKING
CORRECTIVE
MEASURES IN
HR
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MODERN TRENDS IN HUMAN RESOURCE MANAGEMENT
In the present era, human resource management is an industry which has experienced drastic
changes. There are several innovation that have revolutionized the industry. This is due to the
fact that there are new technologies, ways and technical data which have been integrated to
transform human resource management in the organization.
The emerging trend has reshaped and redefined role of human resource officer to work both
for the management and employees in the organization. This has made it possible for human
resource officers to maintain highly competent employees and maximize their productivity in
the organization. The following are common trends which are transforming and revolutionizing
the human resource management industry.
1. Artificial intelligence: human resource officers are relying on artificial intelligence to
make decision about critical and complicated issues in human resource management.
2. Intelligent learning software which aid human resource management activities
especially important issue about human resources in the organization.
3. Changes in recruitment process whereby employers and organization rely on external
recruiters. Most organizations are depending on recruitment agencies to attract the
best pool of prospective employees to join different organizations.
4. Reliance on contractual or temporary employees to fill the vacancies in the
organizations. Part-time jobs are becoming the norms of the human resource industry.
Organizations are avoiding hiring permanent workers to perform daily activities in the
organization. This trend has drastically increased in the developed countries like USA
and UK.
5. Changes in the global economy and the economic environment have forced
organizations to adapt to the different changing nature of human resources. In this case,
organizations through their human resource officers are supposed to adapt to those
changes. Since changes are inevitable, it is imperative for human resource officers to
assist their organizations to adapt to those changes.
6. The appointment of the alternative or contingent workforce. This is managed through
contingent workforce management systems or even gig work networks.
7. A paradigm shift from automation to productivity process of human resources. This
includes the integration of human resource record keeping, resume capturing,
performance evaluation and appraisals, compensation, interviews, recruitment, hiring
and other related areas in human resource management.
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TECHNOLOGICAL CHANGES IN HUMAN RESOURCE MANAGEMENT
This digital and technological era have professionally and technically transformed the
concentration from employee engagement to employee experiences in the organization. This
implies that human resource officers are shifting their emphasis on the core functions and
dimensions such as organizational culture, engagement and employees performance toward
employees' experience. Specifically, the following are critical areas of focus on employees
experience in the organization.
1. Determine the employees career path and map in order to maximize their performance
in their respective work areas and the organization at large
2. The organizations through the human resource officer will emphasize the use of
employee fitness app, feedback tools, productive techniques and advance
communications technologies as a means to increase employees productivity, efficiency
and effectiveness.
3. Mobile applications which help comprehend and support the advancement of
employees' experiences in the organization.
4. The rise of people or human resource analytics Is another trend in human resource
management. These days, organizations are shifting office data to advance people
analytics. This means organizations are shifting from reporting through the dashboards
to more predictive models of human resource management. Specifically, organizations
are purchasing analytic software and applications from various human resource
platform creators.
SUMMARY OF KEY TRENDS IN HUMAN RESOURCE MANAGEMENT
The following are common and key trends in human resource management in this era of
technological advancement.
1. Human resource management involves designing and creating working experiences for
employees in the organization. This includes changes in organizational culture and
engagement which in turns affects performance, loyalty and retention among
employees.
2. Human resource management provides employees a new flexible way of working.
Specifically, this includes flex office, home office, nomadism to cope with changing
habits and needs of the current employees. This involves new workplaces created
around the normal workplace norms and traditions.
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3. Human resource management reaches new heights with the management of the office.
This encourages happy officers and managers who promote a warm working
environment and condition for all employees in the organization.
4. Human resource management should embrace the rise of freelance activities among the
human resources. The numbers of freelancing jobs are increasing and they are taking
over the normal and traditional working habits and norms.
5. Human resource management should create an on-going dialogue with feedback and
micro learning among employees in the organization. This includes 360 degree feedback
and on-going feedback mechanism to assist in professional and career development for
employees.
6. Human resource management provides learning as a service and not a privilege. These
services empower each employee to make decision about their training programs and to
share their knowledge and experience.
7. Human resource should cooperate with employees' networks for effective sourcing and
recruitment efforts. Co-optation allows pre-selection of sourced profiles and make
recruitment more efficient through the power of sourcing agents.
8. Human resource management promotes diverse profiles of employees and candidate
journeys. The comprehension of diverse clients requires diverse employees and
candidates that know their needs in the recruitment process and through their career
development in the organization.
9. Human resource management should make everyone a executive officer with better
human resources through the application of artificial intelligence and data. It is
convenient to use available data to make appropriate decision of human resources.
these decision can be accurate, reliable and consistent in nature. At the same time, the
decisions are made autonomously and objectively.
10. Human resource management should develop complementary mobile applications
computer software and repository sites for human resources. These applications will
increase productivity, efficiency and effectiveness in the organization.
CHALLENGES FACING HUMAN RESOURCE MANAGEMENT
It is obvious that in any industry is confronted by several challenges that need to be solved or
overcome. This experience is similar to human resource management. The following is the
discussion of challenges facing human resource management in any organization.
1. Global completion is a definite challenge facing human resource management.
These challenges include how to retain the best and competent workers in
organizations especially Multinational corporations (MNCs). It is imperative for any
15
human resource manager to understand the global demand for best worker and the
change in skills to meet those demands. This is a significant challenge confronting
human resource management in this dire age.
2. Changing workplace demographics. The composition of the workforce is changing
drastically. The workforce is younger and diverse in nature. Currently, most
managers are young compared to several decades ago. In these changing
demographics, even the mind set is different and their worldview has changed. This
poses a set of know challenges facing human resource management. It is important
for human resource management to understand these changes in demographics and
adapt their methods and strategies to meet those changes.
3. Altering nature of the economy is another potential challenge facing human
resource management. The global economy cannot sustain permanent employment
and as a result there is propagation to temporal jobs or part time employment. All
these pose a significant challenge for human resource management to device
methods and strategies to keep up with the changing nature of the economy. To
meet these challenges is not an easy responsibility.
4. Meeting employees' expectation is another daunting task for human resource
management. The employees always demand more in terms of rights and benefits.
Specifically, employees will always demand higher compensation, benefits, and
conducive working environment. To meet these demands is difficult and therefore
management of human resource should always deal with these challenges head on.
5. Changing nature of human resource management skills and techniques provide a
challenge for those managing employees. There is continuous change in the industry
and these changes forces management to adapt to multiple human resource
practices to meet the rising demand in the human resource industry.
UNDERLYING CONCEPT OF STRATEGIC HUMAN RESOURCE MANAGEMENT
For the field of human resource management, there is a shift from human resource
management to strategic human resource management. As a matter of fact, strategic human
resource management has been gain prominence in organizations. Today, students and
practitioners are focusing the efforts in strategic human resource management. This subject
has captured the attention many practitioners and scholars in organizations locally and globally.
So what his strategic human resource management? What are the underlying differences
between human resource management and strategic human resource management? What
qualities are identified with human resource management? What are the unique and basic
characteristics of human resource management? Why organizations are shifting from human
16
resource management to strategic human resource management? To answer these provocative
questions, it is important to understand the underlying definition of strategic human resource
management and the basic concepts about it.
Strategic human resource management provides a link between goals and objectives of the
organizations and the strategies implemented to achieve those goals and objectives. In other
words, strategic human resource management involves providing a comprehensive strategic
plan to achieve the predetermined goals and objectives of a department, organizations or a
business. In this case, strategic human resource management is more complex and complicated
compared to human resource management. This is due to the fact that it involves
implementable strategies to meet human resource goals with the sole objective to meet
organizational predetermined targets.
The main purpose of strategic human resource management is to provide flexibility, innovation
and competitive advantages in human resource operations and activities in the organization. In
addition to this, strategic human resource management fosters and facilitates a fit of improve
organizational culture so as to meet goals and objectives of the organization. This implies that
strategic human resource management deals with creating a favorable working environment
with a suitable organizational culture with the sole aim to meet human resource management
targets and objectives. Ultimately, strategic human resource management improves business
performance with implementable strategies to meet organizational expectations.
In order to meet strategic goals of human resource management, the human resource officer
should play a critical role as a strategic partner with management by creating policies, rules and
regulations. These policies, rules and regulations should be in harmony with the goals and
objectives of the organizations. The intention of these policies, rules and regulations is to
provide guidelines and directions of human resources so as to meet organizational goals and
objectives. At the same time, the human resource manager should translate these strategic
human resources into various activities and operations including hiring, training and
compensating workers in the organization.
From another perspective, strategic human resource management identities strategies and
methods to directly and indirectly impact human resources to promote the growth of the
organization. In these situations, the human resource officer needs to implement a strategic
approach so as to develop and retaining workers so as to fulfill the requirement for the long-
term plans of the organization. This is a theoretical point of view.
However, from a practical point of view, it might be hard to implement these strategies so as to
meet the predetermined goals and objectives. In other words, it is easily said than done. This is
due to the fact that human resource managers or officer grapple with multiple issues and
17
factors which might affect the implementation of their strategies. Factors such as internal or
external factors pose an eminent threat toward the achievement of human resource
management goals and objective. In light of these difficulties, it is important to take into
consideration several steps and strategies to implement strategic human resource
management.
1. It is critical to understand and develop a comprehensive understanding of the
organizational goals and objectives. These goals objectives should be short, medium and
long-term in nature. This provides a strong understanding of all the goals and objective
in different time frame so it is easier and simpler for the human resource to meet the
organizational target with the stipulated time.
2. Assess and evaluation the organizational human resource needs and capabilities. This
involves taking an inventory about the strength, weaknesses, opportunities and threats
in human resources in the organizations. This provides an opportunity for the human
resource manager to capitalize on the strengths and opportunities. At the same time, it
provides a chance to improve on the existing weakness and possible threats of human
resources in the organization.
3. Compare the current human resource needs with the goals and objectives of the
organization. This is normally necessary to ensure that there are adequate human
resources to meet the predetermined goals and objectives for the organizations.
4. Estimate the future requirement of human resources in the organization. The
anticipation of an increment or a decrease of the human resource requirements will
provide an opportunity for adapting to the changing needs in the organization. It is
always imperative to forecast future requirements so proper plans can be established.
5. Identify the necessary tools and techniques require for the human resources to
complete their work so as to meet the predetermined goals and objectives of the
organization. This requires looking for all physical tools like equipment with adequate
knowledge and skills to execute their duties to the fullest. The human resource manager
should identify and provide these tools and techniques. At the same time, these tools
and techniques will ensure that employees are motivated to fulfill their duties and
responsibilities as required.
6. Implement the strategies created and developed in human resource management. It is
only through a careful and deliberate implementation of certain strategies which will
results to meet the organizations targets and expectation. This is a critical aspect of
strategic human resource management that should be emphasized in the organization.
7. Evaluate and compare the strategic human resource plan to the actual results of the
performance for human resource. This will assist to determine whether the
implementation is accordance to the plan or otherwise to take corrective actions.
Goals and
Objectives
•understanding of the organizational goals and objectives
HR Needs and
Capabilities
•Assess and evaluation the organizational human resource needs and
capabilities.
Compare HR Needs
with Goals and
Objectives
•Compare the current human resource needs with the goals and
objectives of the organization.
Estimate HR Future
Requirements
•Estimate the future requirement of human resources in the
organization.
•comparison with demand and supply of human resource in the
organization
Identify HR Tools
and Techniques
•Identify the necessary tools and techniques require for the human
resources
HR Strategy
Formulation
•Implement the strategies created and developed in human resource
management.
•Involves recrutment, selection process, hiring and training of
employees
Compare HR plan
and Actual Results
•Evaluate and compare the strategic human resource plan to the actual
results of the performance for human resource.
CASE STUDY FOR A HUMAN RESOURCE EXPERIENTIAL PROBLEM
FROM NM LIMITED
NM limited is a private auditing firm with a headquarter in Arusha Tanzania. The firm started
from humble beginnings with 3 employees preparing financial statements for small business
which could not manage their finances for tax returns. Eventually, the firm has grew and they
have multiple offices located in Arusha, Mwanza, and Dar-es-salaam. In addition, the firm offers
multiple services including forensic auditing, accounting services and even financial risk
assessment in business organizations. In this situation, the firm has over 100 employees
working in different departments.
Due to the sudden growth of the firm, the company has been keeping paperwork for all human
resource activities of the business. This has created a back log of undone activities to a point
that it is impossible to keep track of all human resource activities in the business. However, the
firm has managed to maintain computerized accounting system so they can generate
appropriate financial statement to pay taxes to the Tanzania Revenue Authority.
Rafiki is a graduate with a bachelor degree in human resource management from a local
institution in Arusha. She has been tasked to fulfill the human resource duties and
responsibilities and provide all records for the department. This is one of the great challenges
which is the first order of business. She has no experience in human resource activities in
operations apart from the three month of experience as internship as partial fulfillment for
completing her studies at the university level.
At the same time, the management is not familiar and well acquainted with necessary
information and requirement in human resource management. This has lead to several legal
law suits against the firm. Furthermore, the firm has placed Rafiki in charge of managing the
legal law suits of human resource in collaboration with firm's legal team. In connection to this,
other employees are threatening to seek counsel from the other labor unions and local labor
authorities in efforts to secure their working rights and privileges.
After Rafiki initial consultation with management and employees, she realized that there is no
formal communication between the two parties for several months. The management is
reluctant to hold any meeting in efforts to suppress any resistance, complaints or grievances.
The following are questions to answer to solve this case study
1. In this scenario, what are the main problems of the firm as far as human resource
management is concerned.
2. What processes should Rafiki embark to set all human resource records in order?
3. What are your recommendations and suggestions to improve the human resource
operations in this firm?
SUMMARY ANSWERS TO KEY QUESTIONS
The following are critical answers to critical questions asked in human resource management
1. WHAT IS HUMAN RESOURCE MANAGEMENT?
Human resource management is the process of accomplishing organizational goals and
objectives through acquisition, training and development, retaining and proper
utilization of human resources.
2. WHY FOCUS ON HUMAN RESOURCE MANAGEMENT?
Human resource management provides the necessary skills, tools and techniques to use
human resources to meet organizational goals and objectives. It is considered the
vehicle to achieve the predetermined goals and objectives. It would be impossible to
achieve the goals and objectives without the smooth operations of human resources in
the organization. For this reason, it considered imperative to manage the human
resources effectively and efficiently as well.
3. WHAT IS THE SCOPE OF HUMAN RESOURCE MANAGEMENT?
There are several processes in human resource management. The most important
processes include human resource planning, recruitment, training and development,
retention and maximization of human resource management.
4. WHAT ARE THE PROCESSES INVOLVED IN HUMAN RESOURCE MANAGEMENT?
Human resource process involves human resource planning, employee remuneration
and benefit administration, and performance management and employee relations.
These are among the critical process executed by a human resource officer or manager
in an organization.
5. WHAT ARE THE FACTORS AFFECTING HUMAN RESOURCE MANAGEMENT?
Normally, there are multiple factors which affect human resource management. These
factors can be categorized as internal and external factors. Internal factors are all those
aspects which affect the human resource process and operations within the
organizations. This factors might be management and employees within the
organization. External factors are those aspects which affect the organizations caused
by external aspects such as political and economic environment of business.
6. WHAT ARE CHALLENGES FACING HUMAN RESOURCE MANAGEMENT?
There are several challenges which might be internal and external challenges which
hinder human resource management. Internal challenges are faced within the
organizations while external challenges are caused by factors beyond the control of the
organization. These challenges might be economic or political challenges.
-
![Ndalahwa MUSA Masanja]()
- Elizabeth Kusekwa
The study examines the effects of job evaluation on employee performance at Northern Tanzania Union Conference. The research design of this study was be both descriptive and correlation. The targeted population of the study was employees working at the Headquarter of Northern Tanzania Union Conference (NTCU), North East Tanzania Conference (NETCO) and Central Tanzania Field (ETF) located in Babati, Manyara Region. Specifically, the study applied Pearson correlation coefficient to determine the relationship between the factors of job evaluation and employees performance at Northern Tanzania Union Conference. Most of the employees agreed or strongly agreed that the factors are applied in job evaluation at Northern Tanzania Union Conference of the Seventh-day Adventist church. At the same time the results further indicated that job evaluation affects employees performance especially Task, adaptive and contextual performance of employees in the organization. Finally for the relationship between the factors of job evaluation and employee performance, there were results which indicate that to some extent the factors associated with job evaluation have an influence on task, adaptive and contextual performance of employees at Northern Tanzania Union Conference. The study recommended that the Northern Tanzania union conference should invest financial resources to improve job evaluation in their organizations.
ResearchGate has not been able to resolve any references for this publication.
Fundamental Human Resource Management 7th Edition Chapter 2
Source: https://www.researchgate.net/publication/334947731_Human_Resource_Manual
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