Fundamentals of human resource management emerging experiences from africa by josephat stephen itika

Fundamentals of human resource management African Studies Centre / University of Groningen / Mzumbe University African Public Administration and Management series, vol Fundamentals of human resource management Emerging experiences from Africa Josephat Stephen Itika Published by: African Studies Centre P.O Box 9555 2300 RB Leiden asc@ascleiden.nl www.ascleiden.nl Cover design: Heike Slingerland Photos: Evans Mathias Kautipe Printed by Ipskamp Drukkers, Enschede ISSN 2211-8284 ISBN 978-90-5448-108-9 © University of Groningen / Mzumbe University, 2011 To all those who believe that African countries, organisations and people have a contribution to make in the meaningful adaptation and application of Eurocentric concepts, theories, assumptions, principles, techniques and practices and in anticipation that such contributions will liberate African managers from mismanagement and inefficiencies Preface This book is not just one of the many introductions to Human Resource Management that are published, year after year, for use in HRM classes Authors of those introductions face many challenges, such as the need to produce something that is both theoretically sound and practically valuable, or to find a way to integrate discussions on a variety of topics into one comprehensible teaching tool The author of this book took up those challenges by, on the one hand, closely following the conventions that HRM scholars all over the world adhere to with regards to the demarcation of subfields within the HRM discipline, and on the other hand, including a multitude of Tanzanian and other African cases that put each of these subfields in a vivid context The result is a book that serves to initiate African students in the world-wide HRM community, while simultaneously enabling them to create their own HRM policies in accordance with circumstances in their countries As such, it is definitely a unique book It brings the global and regional perspective together, to the benefit of both The author and his colleagues of the School of Public Administration and Management of Mzumbe University deserve respect for this accomplishment Their reward will be in the educational outcomes that the book will certainly bring about in their own classes and in hopefully many other ones Dr Ben Emans professor Sustainable HRM Hanze University Groningen vii Contents Preface vii  Appendices x  List of tables x List of figures xi  Acknowledgements Foreword xv xiii  Introduction to human resource management 1    Strategic human resource management 27    Human resource policies 43    Employee resourcing 63    Recruitment and selection 75    Performance management 93    Reward systems management 115    Human resource development 127    Employee relations 143    10 Talent and competency based human resource management 163    11 International human resource management 179    12 Recruitment and performance appraisal in the public sector 189    13 Recruitment and retention of human resource for health 201    14 Human resource management in Tanzania Tobacco Processors Ltd Index 233  ix 215  Appendices 3.1  5.1  6.1  6.2  9.1  9.2  14.1  Housing Policy and Procedure for Tanzania Tobacco Processors Ltd Job description from Tanzania Tobacco Processing Ltd 90  Tanzania Public Service Open Performance Appraisal Form 107  Employee termination on poor performance 113  Collective bargaining 158  Strikes and lockouts in collective bargaining 162  Grievance handling form 230 59  List of tables 1.1  1.2  Human resource theories Similarities personnel management (PM) and human resource management (HRM) 20  1.3  Differences personnel management (PM) and human resource management (HRM) 20  3.2  Equal opportunities in human resource activities 52  4.1  Human resource planning barometer 68  4.2  Human resource planning matrix 69  5.1  A sample of job description form 76  5.2  A sample of person specification form 77  5.3  The relationship between competencies and job quality 77  6.1   Employees perception of the job 103  7.1   Job factor analysis 119  7.2  Design of salary structure 120  7.3  Determinants of employees’ motivation 121  7.4  Money as a source of motivation 123  7.5  Reasons for seeking employment 124  7.6  Salaries and wages as motivators towards work performance 124  8.1  Types of training and development 132  8.2  Stages in career development 136  8.3   The differences between the old and new career development models 137  9.1   Reasons for joining trade unions 152  10.1   Differences and similarities between CBHRM and HRM 172  10.2  Professional competencies in human resource management 173  11.1  The nature of diversity in national culture 182  11.2  The relevance of expatriates, host and home country staff 184  12.1  Job seekers expectations 192  12.2  Employee dissatisfaction with jobs and organisations 193  13.1  General staffing levels in district dispensaries 207  13.2 Years of service of human resource for health at Korogwe District Council 210 x 222 • Ensures long-term sustainability of the policy Salaries and wages A salary or wage is a monetary reward paid to an employee in exchange for labour The needs of permanent employees and seasonal/monthly employees are, in principle, the same and they are equally rewarded Once a job evaluation has been done, the job grade of each individual is used to decide the basic salary To ensure that salaries are competitive, the company participates in salary surveys but within the company’s anticipated ability to afford the levels of salary packages being paid However, where an individual has the necessary experience and qualifications required for a position, the general manager approves an increase in the minimum salary The general manager has at his discretion the power to adjust an individual salary if it is felt that it is justified • Salary reviews Salary reviews for permanent staff are done in August every two years after the renewal of the voluntary agreement or when the government announces a change in the minimum wage in line with the budget for the requisite year Wages for seasonal/contract general staff remain as being paid at the minimum of the current salary scale except for certain specified categories of seasonal staff with certificates and employed in specified areas However, their minimum wages are reviewed after every general review of the salary or when the government minimum wage board has approved and notified a new national minimum wage that is higher than the company’s minimum wage • Increments An increment is an increase in salary of a prescribed amount which, provided certain conditions are satisfied, is normally granted annually to a holder of a post on incremental scales of salary until the top of the scale is reached Apart from disciplinary action, which could result in an increment being stopped, the conditions for the increase are in most cases that the work and conduct of the employee during the incremental period has been satisfactory When there are further conditions, as may be contained in the employees scheme of service or some other special condition imposed, such as the passing of a language test or other examination after due notice has been given and conditions are not met, salary increment may be stopped If for any reason, it is decided that an increment be stopped, the employee is advised in writing of the decision stating the period for which the increment is stopped provided that an employee’s increment is not stopped without such an employee having first been given an opportunity to prove why the increment should not be stopped An increment ‘stopped’ means no-payments for a specified period of an increment otherwise due When salary increment is not at all granted during an incremental year, for whatever reason, normally only one increment is granted on the next incremental date In exceptional cases, however, and with the sanction of the disciplinary authority an employee may be granted an additional increment, or such increment as would bring his salary to that point in the scale which he would have reached had his increment been granted when due The appointing authority has the discretion to award additional increments to any employee who performs duties outstandingly but does not secure promotion due to unavoidable factors such as lack of vacancies, provided that the appointing authority does not award more than two increments at any one time 223 There is a proficiency bar at the top of every salary scale; no employee is allowed to cross the bar into higher salary scale except on promotion to a higher post or when the position he is filling has been upgraded • Pay days Seasonal/monthly contract staff are paid salaries and wages on the following days of the month in arrears: - Mid-month advances – 15th of every month - Salary/wages – Last day of every month - Permanent and senior staff are paid their salaries on the following dates of the month in arrears - Mid-month advances – 10th of every month - Salaries/wages – on 25th every month • Salary/wage deductions The following salary/wage deductions are made every month on income received: Statutory deductions - Pay as you Earn (PAYE); - 10% of salary to National Social Security Fund (NSSF) or 5% of salary to Parastatal Pension Fund (PPF) and - 2% of salary as fees to trade Union membership Non-statutory deductions - Mid-month salary advance - Recovery of loans given but not exceeding 25% of salary every month - Fine or penalty given resulting from the decision of the disciplinary committee as per security of employment act 1964 - Short time attendance (i.e days not worked by seasonal/monthly contract employees) - Tobacco savings and employees voluntary associations recognised by the employer as official organs e.g burial assistance fund Advances Salary paid in advance is granted under extreme financial hardship that could not have been foreseen Only permanent employees are entitled to short term loans and they are recovered in full in no more than months after being paid out Furthermore, the employee must have worked for at least one year Other conditions include, expenses should not be like school fees, which the employee ought to have budgeted from the salary The applicant has not been subjected to severe disciplinary action, and has no outstanding loan Supporting evidence is required Cases that may justify the loan include death of a relative, a family member falling seriously ill and severe damage of personal accommodation due to weather Training and development Training and development at TTLP are given the utmost priority through a training policy For TTLP, there is no clear difference between training and development although in practice strategies and procedures used show systematic approach to human resource training and development 224 The prime objective of training is to provide necessary skills and knowledge required by an individual employee, department and the company at large to improve performance in terms of output, quality, and effectiveness in line with the corporate mission, vision and objectives as they exist at the time Specifically, the broad objectives for training are: To develop and utilise to the fullest, the potential of all members of staff To develop a multi-skilled workforce capable of operating flexibly in light of developments in the company To facilitate the acquisition of the necessary competencies by all employees to perform the functions of their current and future positions To form a basis for career development and succession plans in the company Training strategies The company places high priority on local training but considers external training where the programmes cannot be pursued internally It also provides priority to cross pollination (exchange programs) across the region and outside the region for key and strategic positions Such programmes aim to contribute to individual’s success and provide a forum for positive cross-cultural interaction in which responsible employees transfer best practices/learning from one company to another The effectiveness of training depends on the effort and relationship of executive management, departmental heads, human resource department and the trainee Executive management The executive management creates a conducive training environment by: • Establishing clear policy guidelines for training, • Establishing a training committee with the responsibility of vetting training proposals of departments and make recommendations to the executive management, • Ensuring that staff are properly placed in terms of qualifications, expertise, and experience, and • Allocating adequate financial and other resources for training Training committee The training committee is chaired by one of the heads of human resource, the composition of which includes heads of department The committee is responsible for the following activities: • To formulate/review and recommend a human resource training and development plan in line with the T&D Policy, • To advise on any issues pertinent to the promotion of sound human resource training and development practices in the company, • To vet departmental training and development plan submissions and make recommendations to the executive management, and • To monitor the training process and progress to ensure that it is compatible the company’s succession plans Trainee As training provides opportunities for career development, upgrading, and self-development, the company expects the trainee to: 225 • • • • • Discuss his/her training needs with the departmental head, Take full advantage of the learning opportunities provided by participating actively in training activities, Submit a detailed report to the departmental head and training committee on any training programme attended, Make a presentation of the acquired knowledge and skills to the departments which would benefit from such training programme, and On the completion of training programme, train others in the department or company as the case may be Human resource department Like other actors charged with responsibilities, the head of the department has to: • Ensure that the training plan is in place at the right time and that training takes place as planned, • Evaluate the impact and effectiveness of training vis-à-vis the trainee’s performance This is done by monitoring and evaluating individual job performance to assess the impact of the newly acquired skills on the job and report on the results to the individuals and training committee • Keep and update all training records in order to ensure that the training records, training and education particulars of each employee and other records are easily retrieved whenever needed Procedure • Each head of department identifies the training gap between current and desired individual performance through individual roles, performance reviews, business strategy, regional objectives, departmental and team goals They also have the responsibility of identifying high performers and potential employees for the company human resource and succession planning • Heads of department analyse and establish weaknesses (training gaps) attributed to lack of knowledge and skills and come up with training needs for each employee The analysis of the training gap is done by comparing the actual skills of an individual with the required skills (competencies) for the job • Heads of department plan for training and development programmes intended to address the training gaps These indicate the required training for an individual (selfdevelopment, coaching, mentoring, on the job, in-house or external formal or cross pollination) as well as recommending the preferred training institutions High priority is given to employees who have the potential to succeed key positions in the company • Heads of department identify and recommend to the human resource managers which employees have high potential for the company succession plan The employee is supported by giving them an individual development plan (IDP) which is developed and agreed upon between the employee and the immediate manager and approved by the head of department The development plan embodies competency and proficiency levels required for the achievement of the company’s objectives and reflect the organisational development and training needs pertaining to each employee’s area of responsibility 226 The proposed training and development plans of all HODs are submitted to the human resource manager for compilation into the company annual training and development plan that is submitted to the training committee for analysis and recommendation for the management’s approval Therefore, all training programmes are co-ordinated by the human resource manager Training is undertaken on an in house basis or through participation in external courses under the approval of the general manager Training needs are included in the annual work plan/programme for budgeting Nominations of candidates for training through attendance of courses or seminars are submitted by heads of department to the general manager for approval with details showing: • the cost • the venue • the course content • the value to the Company Workers participation in management Workers participation in management is officially done through a trade union representative committee The representatives are assumed to represent to the management the workers’ interest in the most objective and efficient way The roles of the trade union are: • To consult with the employer on matters relating to the maintenance of discipline and the application of the disciplinary code • To discuss with the employer once every three months, means of promoting efficiency and productivity • To consider and advise the employer on safety and welfare arrangements for persons employed in the business • To attend, by a member of the committee nominated by itself for that purpose, all statutory inspections at the place of work by any authority charged by law with the duty to make inspections and report on working conditions • To investigate and to report to the appropriate authority on any non-compliance with the provisions of a wage regulations made under the regulation of wages and term of employment ordinance or any law replacing the same, or with any collective agreement or arbitrary award, which relates to the business or employees therein, and for this purpose to inspect time and wage sheets and other appropriate employment records • To consult the employer on any of the employer’s rules for the place of work • To deliberate with the employer concerning any impending redundancies • Generally, to assist in the improvement of good relations with the employer and the persons employed in the business and to exercise such other functions that are required of a committee by this act Grievance handling procedure TTPL established grievance handling procedures to be used by employees whenever their supervisors or fellow employees at workplace aggrieve them The objectives of this grievance procedure are: To provide a process of resolving employees’ grievances 227 To settle grievances as close as possible to the point of origin To ensure that the employer treats grievances seriously and resolves them as quickly as possible To ensure that the employer treats the employees fairly and consistently Management and employees at all levels within the organisation are urged to give careful consideration to grievances raised and should use their conflict resolution skills to resolve grievances In that regard: • All managers and employees shall treat one another with sensitivity and respect, • Where a grievance is lodged, an employee‘s employment should not be prejudiced in any way whatsoever, • The employee has the right at all stages to be accompanied and assisted by a fellow employee or by a trade union representative when dealing with grievances, and • An employee should be entitled to use this procedure when it is within a reasonable period from when the grievance occurred In the interest of maintaining good working relations, an aggrieved employee is encouraged to first discuss any grievance verbally with the immediate manager provided that, unless it would be unreasonable to expect an employee to so Where the grievance has something to with that immediate manager, the employee may proceed directly to stage one of the formal grievance procedures Where the manager fails to resolve the grievance to the employee’s satisfaction within five working days or any other agreed period between them, the aggrieved employee may complete a formal grievance form and refer the matter to stage one, to be dealt with by a senior manager The formal procedure The employee must outline the grievance in writing and suggest a possible remedy in the prescribed formal grievance form The manager, who dealt with the grievance at the informal stage, must complete the steps taken to resolve the grievance, and comment on any suggested remedies Where the employee‘s immediate manager deals with the grievance at stage two, the employee should discuss the grievance verbally with that person before completing a formal grievance form The form has to be dealt with by a senior manager Once the manager dealing with the grievance in stage two has received a formal grievance form, he/she should invite the aggrieved employee to attend a grievance meeting to discuss the matter and should make a concerted effort to resolve the grievance within ten working days or any other period agreed between them The manager dealing with the grievance at this stage may agree with the employee and the employee’s representative on the appropriate procedure to be followed in each case This may involve calling a meeting with the aggrieved parties using mediation, arbitration, a commission of enquiry or any other procedure that may be deemed appropriate in the circumstances If the employee is still aggrieved, notwithstanding the effort to resolve the parties earlier, the employee may use the means available in law for the protection of employee’s rights 228 Termination of employment The normal process Termination of appointment is effected in accordance with the terms and conditions of service incorporated in the contract or letter of appointment The employee is given three months’ notice in writing or one month gross salary in lieu thereof Either side may effect termination of any appointment including probationary Such notice may include earned leave Normally, the services of employee are terminated on the following grounds: • Reaching the compulsory retirement age • Medical That is where an employee has by reasons of any disease of body or mind, become unable to discharge his/her duties efficiently following the recommendation of a medical board • Redundancy That is where the post held by an employee has been abolished The procedure requires consultation with workers committee as provided under Section 61 (9) of the security of employment act No 62 of 1964 (CAP 574) • Where the appointing authority finds that the interests of the organisation are in question due to general and sustained employee inefficiency, which cannot be attributed to negligence or failing health • Where the disciplinary action has resulted in such punishment being awarded Terminal benefits Upon termination, depending on the contract of employment and reasons for termination, an employee is entitled to the following benefits: One salary in lieu of notice, Accumulated earned leave, Fare for the employee and his direct family to his registered place of domicile, Transport costs for personnel effects 1.5 tons to the employee‘s registered place of domicile, and Social security scheme membership benefits (NPF/PPF) Termination by retrenchment The company maintains the existing job establishment, as long it is required The prevailing business environment determines the number of job opportunities Therefore, when there is need to retrench employees as dictated by the business environment, redundancy is affected once the management has consulted the trade union as required by law under S 61, (9) of the security of the Employment act 1964, Public service (negotiating machinery) act 2003 and Employment and labour relations act 2004 The following criteria would be adhered to in effecting retrenchment: • Retain hardworking employees, • Retain workers whose jobs are not affected by the business environment, • Retain workers with the ability to perform, and • Last in first out (LIFO) is used but management reserves the right to retain certain employees with shorter period, but whose skills are needed for efficient running of business 229 Review questions Examine the major elements of human resource management at TTPL that should be emulated by other organisations To what extent you think that TTPL subscribes to contemporary human resource management values? Examine the key areas in human resource management at TTPL that might have been better managed and how should they have been improved Appendix 14.1 Grievance handling form Tanzania Tobacco Processors Ltd FORMAL GRIEVANCE FORM FOMU YA MALALAMIKO PART I SEHEMU YA I (To be completed by the employee lodging the grievance in terms of stage of the grievance procedure) (Ijazwe na mfanyakazi anayelalamika kwa mujibu wa hatua ya ya Utaratibu wa Malalamiko) Name of the Employee Jina la Mfanyakazi Sex Jinsi ………………………………………………………………………………………… Cause of the Grievance Chanzo/Sababu za lalamiko …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… Solution Sought Ufumbuzi unaotafutwa …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… Signature of the Employee Sahihi ya Mfanyakazi Date Tarehe …………………………………………………………………………………………… Signature of the Employee‘s Representative Sahihi ya mwakilishi wa mfanyakazi Date Tarehe …………………………………………………………………………………………… 231 PART II SEHEMU YA II (To be completed by the Manager who dealt with the grievance in the informal grievance stage and stage one of the formal grievance procedure) (Unless not applicable in terms of clause 2(2) of the informal grievance procedure (Ijazwe na Meneja aliyeshughulikia lalamiko kabla halijawa rasmi na wakati wa hatua ya kwanza ya lalamiko rasmi)(isipokuwa pale hatua hii isipohusika kwa mujibu wa kifungu 2(2) katika utaratibu usio rasmi wa kutatua lalamiko) Date received Tarehe ya kupokea lalamiko ……………………………………………………………………… Name of the Manager Jina la Meneja ……… ………………………………………………………………………………… Steps taken to resolve grievance Hatua zilizochukuliwa kutatua lalamiko …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… Remedy proposed by the manager dealing with the grievance Ufumbuzi unaopendekezwa na meneja anayeshughulikia lalamiko …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… Outcome Matokeo …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… Manager’s Signature Sahihi ya Meneja Date Tarehe …………………………………………………………………………………………… 232 PART III SEHEMU YA III SENIOR MANAGER MENEJA WA JUU (To be completed by the Manager dealing with the grievance in terms of stage two of the formal Grievance Procedure) (Ijazwe na Meneja anayeshughulikia lalamiko kwa mujibu wa hatua ya pili ya taratibu rasmi za kushughulikia malalamiko) Date received Tarehe ya kupokea lalamiko ……………………………………………………………………… Senior Manager’s Comments Maoni ya Meneja wa juu …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… Outcome Matokeo …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… …………………………………………………………………………………………… Signature of the Senior Manager Sahihi ya Meneja wa juu Date Tarehe …………………………………………………………………………………………… Signature of the employee Sahihi ya Mfanyakazi Date Tarehe …………………………………………………………………………………………… Signature of the employee‘s representative Sahihi ya mwakilishi wa Mfanyakazi Date Tarehe …………………………………………………………………………………………… Index ability test, 81 administration, 7, 8, 10, 23, 91, 123, 173, 216 African, 9, 22, 39, 71, 72, 73, 85, 88, 104, 137, 138, 139, 141, 172, 175, 181, 185, 186, 189, 190, 191, 195, 202, 203 African culture, 22 alignment, 31, 173 appraisal, 8, 9, 17, 19, 29, 40, 57, 76, 94, 96, 97, 101, 102, 105, 129, 130, 161, 170, 189, 190, 191, 193, 194, 195, 196, 197, 211, 220 bargaining, 118, 144, 146, 156, 158, 159, 160, 162, 195, 205 behavioural indicators, 165, 166, 167 benefits, 13, 44, 49, 50, 53, 54, 77, 78, 97, 99, 101, 104, 117, 120, 123, 125, 129, 130, 154, 160, 161, 181, 182, 217, 219, 220, 221, 228 Botswana, 21, 40 business, 5, 11, 12, 13, 14, 18, 19, 22, 27, 28, 29, 30, 32, 33, 35, 38, 39, 41, 47, 49, 54, 59, 63, 96, 101, 115, 132, 135, 138, 146, 155, 158, 159, 173, 179, 180, 185, 195, 208, 215, 216, 219, 225, 226, 228 capital, 14, 21, 27, 29, 38, 39, 63, 64, 72, 101, 136, 145, 161, 163, 168, 180, 181, 182, 190, 196 career, 18, 56, 64, 69, 78, 80, 122, 124, 125, 127, 128, 129, 135, 136, 138, 139, 140, 141, 175, 185, 192, 204, 208, 209, 210, 224 challenges, 6, 7, 9, 10, 11, 12, 21, 28, 40, 41, 43, 57, 63, 93, 104, 125, 139, 179, 182, 185, 189, 190, 196, 202, 211 change, 5, 7, 10, 11 coaching, 15, 16, 34, 37, 57, 96, 123, 139 coaching and mentoring, 34, 123 Coco Cola Kwanza Ltd, 155 collective, 11, 22, 118, 143, 144, 146, 156, 158, 159, 160, 162, 226 collectivism, 22 commitment, 12, 13, 15, 20, 27, 30, 32, 34, 39, 40, 44, 45, 46, 49, 51, 55, 56, 59, 63, 68, 70, 73, 95, 115, 116, 123, 130, 135, 151, 153, 166, 173, 190, 191, 195, 196, 197, 211 competence, 9, 15, 30, 38, 56, 57, 66, 76, 93, 94, 96, 117, 118, 141, 163, 164, 165, 166, 167, 168, 170, 173, 175, 176, 180, 181, 182, 184, 210 competence clusters, 167 competencies, 18, 22, 47, 49, 56, 64, 68, 72, 77, 85, 104, 117, 129, 135, 139, 140, 141, 145, 163, 165, 166, 167, 168, 170, 171, 172, 173, 174, 175, 185, 192, 202, 224, 225 competency assessment, 168 competency modelling, 168 competition, 11, 13, 27, 85, 87, 98, 104, 166, 179, 180, 216 competitive advantage, 5, 12, 20, 27, 29, 30, 33, 36, 64, 135, 172, 180 complaint, 147 conflict handling procedures, 154 continuous improvement, 97 core competencies, 166 core values, 35, 140, 216 corporate, 12, 15, 28, 31, 41, 44, 47, 76, 120, 127, 175, 216, 224 counselling, 96, 139, 151 creativity, 14, 35 criteria, 11, 17, 44, 48, 49, 50, 52, 53, 71, 72, 77, 78, 79, 85, 86, 87, 99, 155, 161, 168, 184, 205, 210, 218, 221, 228 customer, 11, 13, 16, 27, 35, 100, 102, 128, 171, 215 decentralisation, 16, 35 decision-making, 98 demand, 6, 11, 44, 56, 66, 67, 69, 70, 71, 72, 75, 97, 98, 116, 141, 180, 203, 204, 206, 221 department, 8, 9, 10, 14, 16, 17, 18, 19, 21, 29, 31, 34, 48, 49, 50, 53, 55, 63, 68, 75, 85, 94, 95, 96, 100, 120, 128, 154, 161, 168, 173, 174, 183, 215, 216, 217, 218, 219, 224, 225 dependency theory, 204, 209 developing countries, 21, 181, 201, 202 development, 1, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 18, 19, 20, 27, 28, 34, 35, 40, 44, 45, 49, 50, 51, 53, 54, 56, 57, 63, 64, 67, 68, 69, 72, 76, 77, 93, 96, 98, 104, 115, 122, 123, 124, 125, 127, 128, 129, 130, 131, 132, 133, 135, 136, 137, 138, 139, 140, 141, 154, 164, 167, 168, 169, 170, 171, 172, 173, 175, 179, 180, 181, 182, 185, 190, 192, 193, 202, 207, 211, 216, 221, 223, 224, 225 disciplinary, 150, 155 discipline, 147, 149 disputes, 7, 8, 10, 18, 19, 32, 48, 54, 99, 158, 162 dissatisfactions, 13, 40, 155, 193, 196 effective communication, 15, 34, 181, 193 effectiveness, 5, 46, 49, 67, 76, 95, 98, 102, 116, 133, 144, 173, 182, 211, 224, 225 employee, 1, 5, 8, 10, 11, 12, 13, 14, 15, 17, 18, 20, 30, 32, 34, 40, 44, 49, 50, 51, 54, 55, 56, 57, 59, 63, 64, 69, 77, 78, 85, 88, 93, 102, 103, 105, 113, 115, 116, 117, 118, 120, 121, 122, 123, 124, 127, 128, 138, 141, 143, 144, 146, 147, 149, 150, 153, 154, 155, 156, 158, 162, 163, 164, 166, 167, 168, 170, 171, 172, 175, 182, 186, 189, 190, 191, 192, 193, 194, 195, 196, 197, 208, 211, 212, 217, 218, 219, 220, 222, 223, 224, 225, 227, 228, 230, 232 employer, 5, 10, 11, 18, 46, 86, 113, 114, 116, 118, 125, 140, 143, 144, 146, 147, 149, 156, 158, 159, 161, 162, 190, 191, 192, 193, 194, 195, 196, 217, 218, 219, 220, 223, 226, 227 employment, 5, 11, 12, 15, 18, 22, 35, 39, 44, 47, 48, 50, 52, 53, 54, 59, 69, 75, 77, 78, 84, 85, 86, 88, 105, 113, 118, 143, 144, 147, 155, 156, 159, 160, 161, 162, 182, 185, 191, 192, 193, 203, 204, 205, 207, 208, 210, 212, 217, 218, 219, 220, 226, 227, 228 employment and labour laws, 71, 156, 186 empowerment, 15, 18, 35, 44 enlargement, 35, 139 equal opportunity, 52 equity, 117 evaluation, 5, 37, 48, 50, 57, 103, 115, 118, 119, 120, 122, 131, 133, 138, 161, 173, 191, 222 234 evolution, 1, 6, 13, 116, 164 excellence, 12, 16, 27, 35, 163 exemplary performer, 168 extrinsic, 115, 116, 117 flexibility, 16, 35 forecast, 64 functional competencies, 166 functions, 1, 5, 8, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 22, 28, 29, 31, 34, 39, 40, 41, 43, 44, 46, 47, 53, 54, 63, 72, 135, 137, 151, 163, 168, 179, 180, 181, 182, 183, 186, 203, 216, 224, 226 gender, 44, 52, 53, 69, 217 globalisation, 15, 21, 39, 63, 180 government, 9, 10, 21, 22, 27, 39, 48, 57, 63, 67, 71, 72, 73, 76, 80, 86, 97, 98, 99, 102, 103, 118, 128, 137, 138, 140, 141, 145, 152, 185, 186, 191, 195, 201, 202, 203, 204, 205, 206, 208, 209, 211, 212 grievance, 18, 32, 143, 147, 149, 151, 156, 161, 226, 227, 230, 231, 232 guidelines, 43, 45, 50, 51, 55, 57, 70, 86, 158, 191, 224 health, 51, 55, 72, 202, 204, 205, 207, 208, 209, 210, 212 health sector, 72, 202, 203, 208, 212, 213 HIV AIDS, 37, 39, 210 horizontal integration, 31 human, 1, 2, 5, 6, 8, 9, 10, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 43, 44, 45, 46, 47, 48, 49, 54, 55, 56, 57, 63, 64, 65, 66, 67, 68, 69, 70, 71, 72, 73, 75, 76, 78, 80, 94, 98, 104, 115, 116, 127, 128, 129, 135, 136, 137, 139, 140, 141, 143, 145, 147, 163, 168, 170, 172, 173, 175, 176, 179, 180, 181, 182, 183, 185, 186, 189, 190, 192, 196, 201, 202, 203, 204, 205, 206, 208, 209, 210, 211, 212, 213, 215, 216, 220, 223, 224, 229 human resource management, 1, 2, 6, 8, 10, 12, 13, 14, 15, 16, 17, 18, 20, 21, 23, 27, 28, 29, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 43, 44, 47, 54, 55, 56, 57, 64, 72, 94, 135, 140, 143, 163, 168, 173, 175, 176, 179, 180, 183, 185, 186, 189, 190, 192, 202, 204, 210, 212, 216, 220, 229 human resource policy, 43, 44, 47, 57 incentives, 30, 46, 121, 122, 185, 206, 209, 210, 212 individualism, 11, 22 industrial relations, 8, 10, 143, 145, 185 innovation, 6, 9, 11, 14, 16, 19, 35, 39, 66, 139, 166, 167, 173, 211, 212, 216 innovations, 210 innovative, 16, 22 institutional framework, 57, 116, 191, 211 international, 10, 39, 40, 100, 120, 122, 123, 175, 180, 181, 183, 184 international human resource management, 179, 180 intrinsic, 115, 116, 117, 121, 123 involvement, 10, 20, 34, 48, 70, 115, 154, 161, 216 job analysis, 17, 52, 76, 129 job description, 76, 90 job description and specification, 76, 79, 169 job descriptions, 17, 75, 76, 101, 130, 170, 173, 190, 194, 196, 197, 206, 212 job enrichment, 35, 139 job evaluation methods, 118 job specification, 77 Joint agreement, 196 Kenya, 102, 104, 105, 186 labour legislations, 11 labour market, 6, 11, 48, 66, 69, 71, 204, 208 labour relations, 105, 158, 162, 228 leadership, 6, 35, 104, 124, 139, 140, 173 line managers, 11, 17, 18, 48, 49, 70, 71, 94, 141, 174 local authorities, 53, 189, 191, 203, 204, 205, 207, 210, 211, 212, 213 Malawi, 22, 202, 203 management, 1, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 27, 28, 29, 30, 31, 32, 33, 34, 35, 37, 38, 39, 40, 41, 43, 44, 45, 46, 48, 49, 51, 52, 53, 54, 59, 64, 69, 70, 71, 76, 79, 85, 90, 93, 94, 95, 96, 97, 101, 102, 104, 105, 107, 115, 116, 123, 125, 127, 129, 130, 131, 138, 139, 140, 141, 143, 144, 147, 148, 150, 151, 152, 153, 154, 155, 159, 163, 164, 170, 171, 172, 173, 176, 181, 184, 185, 186, 189, 190, 191, 193, 194, 196, 197, 210, 211, 212, 215, 216, 218, 220, 224, 226, 228, 229 manager, 1, 8, 17, 18, 19, 34, 37, 46, 53, 73, 78, 85, 94, 96, 113, 127, 130, 155, 164, 174, 175, 180, 184, 220, 225, 227, 231 managing, 6, 8, 10, 12, 13, 14, 18, 29, 30, 39, 43, 55, 57, 79, 87, 93, 94, 95, 136, 141, 164, 166, 170, 173, 179, 183, 190, 194 market forces, 10, 29, 72 Ministries, Departments and Agencies, 86, 193 mission, 9, 13, 15, 28, 29, 30, 31, 35, 40, 43, 44, 45, 47, 48, 64, 66, 69, 96, 101, 166, 170, 190, 215, 216, 224 model, 22, 32, 65, 80, 130, 140, 141, 166, 168, 171, 189, 193, 194, 195, 196, 197 monitoring, 48, 51 motivation, 8, 20, 34, 35, 69, 70, 77, 90, 102, 115, 117, 121, 122, 124, 128, 130, 137, 154, 201, 206, 209, 210, 211 multinational corporations, 39, 179 mutual agreement, 143 Nigeria, 124, 139, 140 officers, 6, 7, 9, 10, 14, 55, 87, 103, 104, 107, 139, 140, 202, 203, 207, 217 Open Performance Appraisal, 107, 210, 212 opportunities, 5, 14, 28, 29, 30, 35, 37, 39, 54, 66, 71, 115, 135, 138, 139, 140, 154, 169, 174, 185, 193, 196, 208, 209, 210, 217, 224, 225, 228 organisation, 1, 5, 8, 9, 10, 11, 13, 14, 15, 16, 17, 18, 19, 21, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53, 54, 55, 56, 57, 63, 64, 66, 67, 68, 69, 70, 71, 75, 76, 78, 93, 101, 103, 104, 105, 107, 115, 116, 117, 118, 127, 128, 129, 130, 132, 135, 138, 139, 141, 143, 144, 145, 154, 164, 166, 167, 168, 170, 172, 173, 182, 192, 205, 208, 210, 218, 219, 225, 227, 228 organisation culture, 16 organisation strategy, 29 paternalistic behavioural, 38 perceptions, 31, 34, 103, 115, 166, 193 performance contracting, 93, 102, 103, 104 performance data, 96, 97 performance improvement, 57, 96, 102, 191 performance indicator, 97 235 performance management, 5, 9, 12, 14, 19, 40, 41, 94, 96, 104, 189, 191, 194 performance measure, 97 performance related pay, 96, 153 personnel, 1, 6, 7, 8, 9, 10, 11, 12, 14, 15, 17, 18, 19, 20, 21, 23, 34, 64, 69, 70, 72, 86, 91, 94, 122, 163, 164, 173, 174, 202, 228 philosophy, 11, 12, 14, 20, 22, 39, 44, 49, 72, 115, 164, 190, 196 planning, 8, 9, 14, 28, 31, 40, 50, 51, 63, 64, 65, 66, 67, 68, 69, 70, 71, 72, 73, 75, 102, 104, 122, 131, 137, 138, 139, 140, 171, 175, 208, 225 policy, 10, 22, 34, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53, 54, 55, 56, 57, 68, 85, 97, 98, 99, 101, 102, 103, 129, 130, 131, 140, 159, 162, 216, 217, 219, 220, 223, 224 policy statement, 49 potentials, 27, 52, 76, 85, 164, 175, 212, 224 practice, 1, 6, 8, 12, 14, 17, 19, 22, 35, 40, 41, 51, 52, 56, 71, 158, 171, 191, 192, 202, 211, 216, 223 principle, 6, 9, 16, 32, 34, 44, 78, 85, 129, 154, 219, 221, 222 private sector, 10, 22, 27, 38, 65, 87, 98, 122, 138, 203, 208 proactive, 11, 21, 22, 29 problem solving, 35, 81, 151, 191 procedures, 51, 54 process, 1, 6, 8, 9, 18, 28, 29, 30, 31, 32, 37, 43, 45, 48, 49, 52, 53, 54, 63, 64, 66, 70, 72, 75, 76, 77, 79, 85, 87, 93, 94, 96, 97, 98, 99, 101, 102, 105, 120, 122, 124, 127, 128, 130, 131, 138, 139, 140, 141, 146, 151, 154, 156, 160, 162, 168, 170, 172, 173, 184, 189, 191, 194, 195, 196, 204, 205, 208, 209, 216, 217, 218, 224, 226, 228 profession, 6, 15, 71, 164, 204, 206 profitability, 20, 133 public enterprise, 21, 39, 216 public sector performance measurement, 98 public service, 40, 56, 57, 72, 85, 86, 87, 107, 122, 140, 191, 204, 205, 207, 228 public service department, 207 quality, 5, 8, 9, 10, 11, 13, 16, 17, 30, 31, 35, 38, 40, 45, 47, 48, 57, 71, 77, 81, 91, 104, 116, 138, 151, 152, 165, 166, 172, 182, 190, 191, 192, 194, 201, 208, 211, 215, 216, 221, 224 recruitment, 14, 48, 52, 69, 75, 77, 85, 86, 87, 88, 139, 168, 189, 191, 192, 202, 206, 207, 208, 217, 218 recruitment and selection, 11, 19, 35, 39, 48, 49, 72, 75, 77, 85, 86, 87, 88, 136, 168, 169, 174, 175, 190, 204, 205, 208 resource, 1, 2, 5, 6, 8, 9, 10, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 43, 44, 45, 46, 47, 48, 49, 52, 54, 55, 56, 57, 63, 64, 65, 66, 67, 68, 69, 70, 71, 72, 73, 75, 76, 78, 80, 94, 97, 101, 104, 115, 116, 127, 128, 129, 135, 136, 137, 139, 140, 141, 143, 145, 163, 165, 168, 170, 171, 172, 173, 175, 176, 179, 180, 181, 182, 183, 185, 186, 189, 190, 192, 201, 202, 203, 204, 205, 206, 208, 209, 210, 211, 212, 213, 216, 220, 223, 224, 225, 229 resourcing, 9, 17, 18, 63, 64, 67, 168, 172 reward, 9, 11, 12, 16, 17, 18, 22, 32, 35, 46, 50, 51, 52, 56, 69, 72, 76, 102, 104, 115, 116, 117, 118, 121, 122, 125, 137, 161, 171, 172, 175, 192, 193, 201, 208, 220, 222 safety, 51, 219 salaries, 116, 117, 186, 222, 223 satisfaction, 8, 102, 103, 115, 121, 122, 149, 154, 171, 211, 212, 227 selection procedures, 85, 86 service charter, 103, 194, 195, 196 services, 6, 8, 11, 19, 27, 35, 40, 48, 49, 53, 73, 85, 97, 98, 99, 129, 138, 180, 183, 191, 194, 196, 202, 204, 206, 207, 209, 213, 216, 217, 219, 228 South Africa, 40, 140, 175, 186, 201 staff, 1, 9, 10, 11, 14, 15, 16, 17, 18, 19, 20, 29, 30, 31, 32, 34, 35, 38, 40, 43, 44, 45, 46, 47, 48, 49, 53, 55, 57, 59, 66, 67, 69, 70, 71, 72, 75, 77, 85, 90, 91, 101, 102, 103, 104, 113, 116, 117, 118, 121, 122, 123, 124, 127, 128, 129, 130, 137, 139, 143, 155, 163, 169, 180, 181, 182, 183, 186, 190, 191, 201, 202, 203, 204, 205, 206, 207, 208, 209, 210, 211, 212, 213, 216, 217, 218, 219, 222, 223, 224 stakeholders, 13, 14, 46, 47, 48, 57, 98, 155, 204 strategic human resource management, 13, 27, 28, 29, 33, 34, 36, 37, 39, 41 strategic integration, 31 strategic plan, 40, 43, 47, 69, 76, 101, 102, 168 strategy, 28, 30, 31, 122 Sub-Saharan Africa, 202 supply, 55, 56, 66, 67, 69, 71, 72, 75, 118, 141, 143, 182, 201, 203, 206, 221 systems, 5, 69, 70, 145, 213 talent, 163, 164, 172 Tanzania, 21, 27, 38, 39, 52, 55, 56, 59, 71, 72, 88, 90, 96, 105, 107, 113, 116, 120, 121, 122, 137, 138, 153, 154, 155, 156, 158, 162, 175, 186, 189, 191, 193, 195, 201, 202, 203, 212, 215, 216, 221, 230 task, 9, 15, 19, 31, 37, 44, 45, 57, 63, 80, 96, 117, 129, 133, 164, 165, 166 team, 9, 15, 16, 18, 19, 20, 30, 34, 35, 51, 94, 95, 147, 168, 216, 225 team working, 15, 16 techniques, 1, 7, 8, 9, 12, 14, 34, 48, 63, 64, 80, 97, 115, 179, 189 theoretical framework, 203, 204, 205, 206, 212 theories, 1, 2, 6, 8, 21, 37, 64, 115, 121, 144, 190, 196, 211 third world countries, 21, 37, 38 top management, 14, 34, 45, 46, 71, 94 trade unions, 11, 46, 48, 52, 116, 118, 144, 152, 156, 158, 159, 185 training, 5, 7, 8, 9, 14, 15, 16, 17, 18, 19, 29, 31, 32, 34, 35, 37, 44, 47, 49, 50, 52, 56, 57, 64, 67, 68, 69, 72, 90, 91, 96, 103, 104, 105, 113, 115, 124, 125, 127, 128, 129, 130, 131, 132, 133, 136, 137, 138, 139, 140, 141, 154, 160, 161, 164, 169, 170, 172,174, 175, 180, 181, 182, 186, 195, 202, 203, 204, 208, 209, 210, 218, 223, 224, 225, 226 training needs, 128, 130, 226 trust, 20, 30, 34, 44, 123, 140, 143, 173 Uganda, 56, 121, 122, 123, 186, 201 vacancies, 86 valuable assets, 5, 12 236 vision, 9, 14, 15, 22, 29, 35, 40, 43, 44, 45, 48, 66, 69, 166, 170, 215, 216, 224 wage, 51 welfare, 7, 34, 44, 55, 124, 144, 152, 161, 226 work, 8, 9, 11, 15, 17, 19, 22, 29, 32, 34, 35, 36, 37, 38, 39, 44, 46, 50, 51, 54, 55, 56, 59, 63, 66, 67, 70, 72, 77, 87, 91, 94, 95, 96, 102, 104, 105, 107, 113, 116, 117, 121, 124, 128, 132, 135, 136, 140, 143, 144, 145, 152, 153, 159, 161, 162, 164, 165, 166, 168, 170, 171, 172, 180, 181, 182, 191, 192, 195, 203, 204, 207, 208, 209, 212, 216, 217, 218, 219, 220, 222, 226 workers, 151, 153, 154, 155, 226, 228 workforce, 6, 7, 9, 10, 12, 14, 15, 17, 20, 29, 35, 38, 40, 53, 63, 145, 151, 179, 180, 181, 182, 190, 202, 207, 224 Zambia, 202, 203 Zimbabwe, 202 ... experiences of our own practices of human resource management in Africa and elsewhere This book on Fundamentals of human resource management: Emerging Experiences from African Countries’ has just... development of human resource management Strategic human resource management model 33  Formulation and implementation of human resource policy 45  Human resource planning model 65  Components of effective...African Studies Centre / University of Groningen / Mzumbe University African Public Administration and Management series, vol Fundamentals of human resource management Emerging experiences from