Attachment Report MR N

MIDLANDS STATE UNIVERSITY
FACULTY OF SOCIAL SCIENCES

DEPARTMENT OF HUMAN RESOURCE MANAGEMENT
ZIMBABWE ELECTRICITY TRANSMISSION AND DISTRIBUTION COMPANY
NAME
NGQABUTHO MOYO
REG NO
R122000N
MODE OF ENTRY
PARALLEL
LEVEL
3.2
MODULE
WORK RELATED LEARNING REPORT

(HRM 301)
Work Related Learning Report submitted to the department of Human Resources Management of Midlands State
University in partial fulfilment of the Bachelor of Science (Honours) Degree in Human Resources Management
TABLE OF CONTENTS
Page
List of acronyms......................................................................................................
ii
Organisational profile..............................................................................................
1
Historical background to ZETDC............................................................................
1
Mission, Vision, Core Values.................................................................................
4
Goals and objectives.................................................................................................
6
Nature of business and products..............................................................................
7
Organisational structure and position of HRM.........................................................

SWOT Analysis........................................................................................................
PESTLE Analysis.....................................................................................................
Development of Human Resources Management Policies.......................................
Job Analysis (including job descriptions and person specification).........................
Human Resources Planning.......................................................................................
Recruitment and Selection.(including induction)......................................................
Management of Employment contracts.....................................................................
Job Evaluation...........................................................................................................
Reward Management, Motivation and Productivity.................................................
Human Resources Information Systems...................................................................
Performance Management........................................................................................
Strategic Human Resources Management................................................................
Health and Safety in the Workplace.........................................................................
Release from the Organisation (redundancy, outplacement, retirement).................
On the Job Training..................................................................................................
Off the Job Training.................................................................................................
Mentoring, coaching and counselling......................................................................
Supervisory and management development programmes........................................
Designing and Implementation of Training and Development Programmes...........
Evaluation of Training and Development Interventions...........................................
The Legal Framework of Industrial Relations in Zimbabwe....................................
The Employment Relationship and Employee rights at work...................................
The Nature of Employee Relations at ZETDC..........................................................
Nature and Scope of Employee Involvement.............................................................
Collective Bargaining.................................................................................................
Management of Discipline in the Workplace.............................................................36
Management of Labour Disputes................................................................................
Special projects undertaken by the Student whilst on attachment..............................
Conclusions and Overall Recommendations...............................................................
Bibliography................................................................................................................
LIST OF ACRONYMS
BMED
Bulawayo Municipal Electricity Department
CAPCO
Central African Power Corporation
ESC
Electricity Supply Commission
GM
General Manager
GMED
Gweru Municipal Electricity Department

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9
11
14
18
18
20
21
21
22
23
24
25
26
27
28
28
29
29
30
31
31
32
33
33
34
35
36
38
39
41
HIV and AIDS -
Human Immuno Virus and Acquired Immuno Deficiency Syndrome
HMED
Harare Municipal Electricity Department
HR
Human Resources
HRM
Human Resources Management
HRP
Human Resources Planning
POTRAZ
Postal and Telecommunications Regulatory Authority of Zimbabwe
REA
Rural Electrification Agency
SAP
Systems Application Products
SAPP
Southern Africa Power Pool
SHRM
Strategic Human Resources Management
ZEDC
Zimbabwe Electricity Distribution Company
ZENT
ZESA Enterprises
ZESA
Zimbabwe Electricity Supply Authority
ZETCO
Zimbabwe Electricity Transmission Company
ZETDC
Zimbabwe Electricity Transmission and Distribution Company
ZERA
Zimbabwe Electricity Regulatory Authority
ZERC
Zimbabwe Electricity Regulatory Commission
ZPC
Zimbabwe Power Company
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SECTION A ORGANISATIONAL ANALYSIS

1.0 ORGANISATIONAL PROFILE
Zimbabwe Electricity Transmission and Distribution Company (ZETDC) is a subsidiary company of
Zimbabwe Electricity Supply Authority (ZESA Holdings (Pvt) Ltd). It was established in 2007 as a
result of a merger between Zimbabwe Electricity Transmission Company (ZETCO) and Zimbabwe
Electricity Distribution Company (ZEDC). Its core business is to transmit and distribute electricity
and other related energy services to its diversified clientele in Zimbabwe. It exists along with other
subsidiary companies of ZESA Holdings (Pvt) Ltd, namely; Zimbabwe Power Company (ZPC),
ZESA Enterprises (ZENT), and Powertel Communications (Pvt) Ltd.
HISTORICAL BACKGROUND TO ZETDC
The evolution of Zimbabwe Electricity Transmission and Distribution Company (ZETDC) can be
traced back to as far as the year 1986, when the establishment of the Zimbabwe Electricity Supply
Authority (ZESA) was made possible through an Act of parliament (Chapter 13.09) of 1986, which
made it a statutory board under the ministry of Transport and Energy, whose main business was to
acquire, generate, transmit and distribute electricity and other related services to its valued
customers. The Act led to the amalgamation of all utilities which were involved in the generation,
transmission and distribution of electricity, namely; Harare Municipality Electricity Department
(HMED), Bulawayo Municipality Electricity Department (BMED), Mutare Municipality Electricity
Department (MMED), Gweru Municipality Electricity Department (GMED), Electricity Supply
Commission (ESC), and Central African Power Corporation (CAPCO), to form an entity namely;
Zimbabwe Electricity Supply Authority.
The government through the Economic Structural Adjustment Programme and later ZIMPREST led
to the shift of focus from the socialist ideology to a socio-economic approach where stakeholder
participation became apparent, and this led to the formulation of the Privatisation Agency of
Zimbabwe (PAZ) in September 1996.The Privatisation Agency of Zimbabwe was aimed at paving
way for the privatisation of Parastatal companies to enhance public participation, viability and
efficiency.
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In January 2003, the Parliament of Zimbabwe championed the Rural Electrification Fund Act
(Chapter: 13.20 5/2002). The Act advocated for the finance of rural electrification programs being
administered by the Rural Electrification Agency (REA).The government of Zimbabwe also came up
with the Electricity Act (Chapter 13: 19 4/2002), which led to the establishment of the Zimbabwe
Electricity Regulatory commission (ZERC). The two acts of parliament ushered the transformation
of ZESA to form ZESA Holdings Private Limited Company and its subsidiary companies, amongst
which we find ZETDC.
ZESA Holdings Private Limited Company
The ZESA Holdings (PVT) Ltds mandate includes:
Safeguarding Governments interests in ZESA and the Electricity Supply Industry.
Coordinating Governments Policy issues relating to the Electricity Industry
Controlling Group Financial Resources and reporting on group performance
Managing cost efficiency and service quality to customers.
Optimization of benefits to be realized through privatization, protection, and growth of
shareholder value.
Promoting and underwriting prudent utility practice in the unbundling subsidiaries.
Ensure financial viability of the unbundled companies.
Ensure Strategic Planning and Risk Management.
Ensuring Feasibility, research and development activities.
New business development.
Regional and International Relations.
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POSITION OF ZETDC AND OTHER SUBSIDIARY COMPANIES OF ZESA, AND THE

GOVERNMENT IN THE STRUCTURE OF ZESA:
THE
GOVERNMENT
Ministry of
Energy and
Power
Developm
ent
ZESA
HOLDINGS
ZIMBABWE ELECTRICITY TRANSMISSION AND DISTRIBUTION COMPANY (ZETDC)
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The Zimbabwe Electricity Transmission and Distribution Company (ZETDC) is in the business of
transmission and distribution of electricity. It is also responsible for managing transmission and
distribution assets, which includes network planning, development, operation and maintenance as
well as marketing, which involves widening the scope and depth of the customer base, pricing and a
provision of quality service to the customers.
ZIMBABWE POWER COMPANY

The Zimbabwe Power Company (ZPC) is made up of several thermal power stations, namely;
Hwange Power Station, Harare Power Station, Bulawayo Power Station and Munyati Power Station,
and one Hydro Power Station which is Kariba. The company's agenda is to generate electricity in
Zimbabwe.
ZESA Enterprises
ZESA Enterprises is an investment arm for ZESA Holdings. Its business portfolio includes land
development, irrigation works and installations, manufacturing electricity end user equipment, and
development of new IT products. It comprises ZESA Technology Centre, Production and Services,
Transport Logistics and Projects.
POWERTEL COMMUNICATIONS (Pvt) Ltd
Powertel Communications (Pvt) Ltd is a Public Data Network Operator. It is fully licensed by the
Postal and Telecommunications Regulatory Authority of Zimbabwe (POTRAZ) to provide data
communications services. The companys main product is Telecommunications Bandwidth over a
robust and secure Optic Fibre Transmission Network.
The above mentioned subsidiary companies constitute the current business portfolio of ZESA
Holdings. Each subsidiary company has its own vision and mission statement aimed at achieving the
vision, mission statement and business objectives of ZESA Holdings Private Limited.
MISSION, VISION, ETHICS AND VALUES OF ZESA HOLDINGS
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Vision
To be among the leading and most dynamic electricity, engineering and telecommunications services
providers.
Mission
We are committed to the provision of quality electricity, engineering and telecommunication
services to customers throughout Zimbabwe and the region, at competitive prices whilst creating
value for our stakeholders.
Ethics
Honesty, Integrity, Transparency and Accountability
Values
In order to attain the vision and mission, ZESAs core values are, Team work,
Innovation,
Conducive work environment, Sustained improvement of life for employees, Sustainable creation of
shareholder value, Social responsibility, Continuous skills development, Productivity, Customer
delight, Professionalism, Commitment to work and Enthusiasm.
MISSION, VISION AND VALUES OF ZETDC
Mission
To bring convenience to our valued customers through the provision of adequate, safe, reliable
electricity and related services at competitive prices.
Vision
To be the preferred provider of electricity regionally and related services globally.
Core Values
Integrity,
Teamwork,
Customer Focus,
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And Social Responsibility
The above principles state cultural, moral, ethical and guiding way of life in all practices at ZETDC.
They are the beliefs that each and every employee of ZETDC should abide by.
1.5 STRATEGIC GOALS OF ZETDC WESTERN REGION

Financial Goals
Ensure cost
reflective tariffs
Improve working
capital & Cash flow
management
Improve financial
Costs Management
Ensure attainment of
breakeven point
Human resources
Customer Goals
Operational Goals
Goals
Ensure high employee
productivity
Improve staff health
and safety
Ensure safe use of

electricity
Improve corporate
image
Improve system
reliability
Improve
communication
Improve customer
communication
Reduce accidents
through adherence
to safety rules
Improve availability
of electricity to
customers
Improvement of the
Billing system
Improve
productivity &
quality of supply
Improve operational
efficiency
Improvement of the
Corporate image
Effective Load
shedding
management
Curbing Vandalism
& Theft
Ensure staff, Skills

recruitment, training,
development,
motivation and
retention
Ensure adequate and
competent staff
Improve accessibility Performance

of banking halls
management
Implementation of
effective credit
control measures
Improve Finance and
Accounting systems
Curbing alleged
corruption involving
staff members
Staff welfare
Improve service
delivery and
customer satisfaction
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Increase revenue
base through
Identification of
other sources of
revenue
Ensure improvement of
Attitude, good business
culture & good
industrial relations
climate
Development of
Backbone
infrastructure &
Plant capacity to
enhance security of
supply
NATURE OF BUSINESS
ZETDC is governed by the provisions of the Zimbabwe Electricity Act and the Zimbabwe Electricity
Regulatory Commission regulations. The electricity industrys operational characteristics resembles
an open market in relation to the generation of electricity where independent power producers are
also given licences for generation of electricity and a monopoly or captive market for the
transmission and distribution of electricity whereby no other person or entity other than the
Zimbabwe Electricity Transmission and Distribution Company is wholly licensed to buy and supply
electricity to end users and as illustrated below;
BUSINESS FLOW CHART
Power Generation
Transmission
Grid
Distribution
External imports
Zimbabwe
Transmission
& Distribution
Company
(ZETDC)
Zimbabwe
Transmission
& Distribution
Company
(ZETDC)
Zimbabwe Power
Company
Consumption
Domestic
Mining
Industrial
Commercial
Independent Power
Producers
Agriculture
Open Market
Monopoly Market
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Consumers
PRODUCTS
ZETDC is authorised to distribute and supply electrical energy. The characteristics of the product
(electricity) supplied to customer are as follows:
Electrical energy with a nominal frequency of 50 Hz, however due to some technical
challenges this might fluctuate and to cater for this ZETDC thrives to operate its system
within the limits of 47.5 Hz and 52.5 Hz during normal conditions.
Electrical energy is supplied in various voltage levels depending on the customers voltage
requirements and the standard nominal voltages are 225V, 390V, 11Kv, 33kV, 88kV and
132kV.To monitor safe supply of the optimum voltage, percentage range variation of voltage
for standardized time periods is monitored.
SERVICES OFFERED
ZETDC Western Region is also authorized to offer the following services in their geographical area
of jurisdiction;
To develop, operate, and maintain transmission and distribution infrastructure
To distribute power in Western region
To operate Power system s
Plan for long term capacity for the whole system Bulk
To purchase power from the bulk suppliers for distribution in Western region
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To connect customers for the purpose of receiving a supply of electricity

To investigate new or additional facilities for the transmission and distribution or supply of
electricity
To install and maintain prepayment and conventional meters.
To bill and collect revenue for electricity supplied
To market, which involves widening the scope and depth of the customer base, pricing and a
provision of a safe and reliable service to the customers
To maintain and reinforce a sound grid
To invest in new lines and substation
ORGANISATIONAL STRUCTURE AND THE POSITION OF HRM

ZESA HOLDINGSORGANISATIONAL STRUCTURE SHOWING ZETDC FUNCTIONAL
STRUCTURE
Ministry of Energy &Power
Development
Z.E.R.A.
ZPC Board
Managing Director
ZPC
ZESA Holdings Main Board
ZETDC Board
Powertel Board
Managing Director
ZETDC
Managing Director
Powertel
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Rural Electrification
Board
ZENT Board
Managing Director
ZENT
Chief Risk Management Officer
Personal Assistant
Company Secretary
Secretary
G.M
Northern
Region
G.M
Southern
Region
G.M
Harare
Region
G.M
Western
Region
T&D
Director
G.M
Eastern
Region
Commercial
Director
Regional
Transmission
Manager East
Financial
Director
Senior
H.R
Manager
Senior
H.R
Manager
Regional
Transmission
Manager West
Key to the Strucure

(i)
(iii)
(v)
(vii)
H.R ZPC ZERC ZETDC -
Human Resources
Zimbabwe Power Company
Zimbabwe Electricity Regulatory Commission
Zimbabwe Electricity Transmission and Distribution Company
(ii) T & D - Transmission and Distribution

(iv) G.M - General Manager
(vi) ZENT - ZESA Enterprises
ZETDC WESTERN REGION STRUCTURE
General Manager
(Western Region)
Commercial
Manager
Engineering
Manager
Finance Manager
Administration
Officer
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Human Resources
Manager
Human Resources
Officer
Personnel Officer
(Districts)
Network Manager
(E)
Snr. Customer
Service Officers
Network
Manager(R)
Customer Service
Officers
Network Manager
(W)
Engineer
Personnel Clerk
(WRL Student)
Network
Development
Engineer
Operations &
Maintenance
Engineer
Personnel Officer
Messenger
Worker/Clean
er
2.0 OPERATIONAL ANALYSIS

SWOT ANALYSIS
SWOT analysis is one of the several strategic planning tools that are used by businesses and other
organizations to ensure that there is a clear objective defined for the project or venture, and that all
factors related to the effort, both positive and negative, are identified and addressed. In order to
accomplish this task, the process involves four areas of consideration: strengths, weaknesses,
opportunities, and threats. It should be noted that, when identifying and classifying relevant factors,
the focus is not just on internal matters, but also external components that could impact the success
of the business.
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Strengths are attributes or characteristics within the organization that are considered to be important
to the execution and ultimate success of the project. Examples that are often cited include
experienced management, state of the art manufacturing facilities, and a solid profit line already in
place. As an organization we are enjoying the monopoly where-by we are operating without any
competitors in the market. More so, ZETDC has got experienced members of staff.
Weaknesses have to do with internal factors that could prevent the achievement of a successful result
to the project. Factors such as a weak internal communication system, unhealthy levels of rivalry
between departments, lack of raw materials, and inadequate funding for the project are often cited as
weaknesses that can threaten to derail business strategy.
Opportunities are external elements that are helpful in achieving the goals set for the project. Factors
of this type could be the positive perception of the company by the general public, a network of
vendors who are willing to work with the company to achieve success with the project, and market
conditions that will help to make the project desirable to the market at large, or at least a significant
segment. At ZETDC, one could talk of private consumers of the electrical product.
Threats are external factors that could threaten the success of the business venture or project.
Among the possible threats that will be critical to any analysis is a negative public image, the lack of
customers who can buy the product. The other threat is of political influence in which we talk of the
government possessing too much control on the business. Below is a table which summarizes the
SWOT analysis.
Strength
Strategic Alternative
Skill Retention
1. Specialist Skills
Specialist Training
Consultancy Services
Retention
2. Experienced and committed

management team
Empowerment
Professional Development
3. Infrastructure to deliver
electricity
Network, maintenance, refurbishment and reinforcement

Maximum utilization
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4. First Mover Advantage
Weaknesses
Growth
Quality service
Training
1. Poor Service Delivery
Culture change
Enhance customer communication
Improve power supply
2. Absence of quality
management system
Institute Quality Management Systems

Improve supervision of staff
Carry out quality checks
Enforce legal action on defaulters
3. Poor metering, billing and

revenue collection system
Customer education on billing and proper use of electricity

Raise awareness on benefits of prepayment system
Increase prepayment system
Carry out a premise audit to ascertain the correct number of
meters in circulation
4. Lack of work Ethics
Implement a culture change program

Implement several training interventions
Opportunities
1.
Research & Development
Availability of advanced
technology
2. Growth through economic

recovery
3. Availability of credit
facilities
Benchmarking with the worlds best practice

Connect all outstanding paid customers
Negotiate lines of credit
Improve payments
Maximize wheeling capacity
4. Central location in SAPP

Reinforcement of wheeling corridor
Threats
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Flexible credit arrangements

1. Low liquidity on the
market
Increase number of prepayment meters for domestic users

Implement DSM awareness Programme
Improve relationship with the shareholder.
2. Political Uncertainty
Uphold professionalism
Identify bankable projects
Implement an ongoing recruitment Programme
3. Skills shortage
Training
Retention
Cadetship sponsorship
4. Poor organization image
Improve service delivery

Perception management
P.E.S.T.L.E. ANALYSIS:
POLITICAL
Political environment of a business covers; the change trend of government development laws,
development rate regional and international political crisis, power-shift rate between major parties of
the country, and political- shift rate in the industry among others. The stated aspects have great
influence on the operation of a business.
ECONOMICAL
It covers; inflation rate, investment rate (internal and foreign), development trend of import and
export, economic growth rate, and employment rate in the country among other aspects.
SOCIAL
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It involves the social security situation, work culture, workforce immigration, false jobs but highly
paid and social affairs structures in the country.
TECHNOLOGICAL
It covers the legislation on technology, mechanization trend in the country, mechanization trend of
the relevant industry, and inventions and innovations rate.
ACTS GOVERNING THE OPERATION OF THE COMPANY:
ZETDC is governed by rules and regulations that are driven from various acts such as:
The Zimbabwe Electricity Act
The Zimbabwe electricity Act provides for the constitutional regulation of business in the Zimbabwe
Electricity and Energy Industry. The Act stipulates the establishment of ZESA and its Board and how
they are supposed to partake their duties. It also gives guidelines on the functions and powers of
ZESA, financial provisions, regulation on generation, transmission and distribution and supply of
electricity as well as providing for matters connected with or incidental to the Zimbabwe Electricity
and Energy Industry for example procedures in non-compliance with the Act.
The Act also gives regulations on the need to give notification of accidents that occur on any part of
the electricity supply system, consumer protection and performance standards, guidelines and
requirement for the inspection of electricity undertakings, licensing requirements as well as
regulations on Electricity tariffs and pricing.
The industry is also governed by the Electricity supply and wiring regulations of 1961. These state
and explain regulations on the design, contractual and installation requirement, mechanical and
electrical protection for example protection against earth leakage, the need to monitor and maintain
loading conditions and factors of safety as well as the need for periodic testing and inspection of
consumers installations, overhead lines, underground cables and substations. To comprehend this,
the regulations also set out the procedure as to settlement of disputes, offences, repeals and
inconsistencies.
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Labour Relations Act
This Act defines the fundamental employment regulations for the electricity and energy industry
through the Statutory Instrument 321 of 1996.It also explains the fundamental rights of employees,
unfair labour practices, conditions of employment, wage and salary control, labour relations
governing boards and councils at organizational level, industrial and national level and determination
of disputes and unfair labour practices.
Factories and works Act
The Zimbabwe Electricity and Energy Supply Industry is required to comply with the Factories and
Works Act (Chapter 283) which gives constitutional directives on issues pertaining to the need for
submission of plans for buildings or their alterations and registration of factories to the respective
law enforcement departments, keeping of accident registers and reports as well as complying to the
requirements of the machinery regulations and the factories inspectors requirements.
Companies Act (Chapter 24:03) and the Audit and Exchequer Act (Chapter 22:03)
All players in the Zimbabwe Electricity and Energy Supply Industry are required to register with the
registrar of companies and submit their annual reports and returns documents, as well as meeting the
requirements of holding annual general meetings, appointment of auditors and budgets procedures.
Roads Traffic Act,
All members of the industry are required to report all accidents to the police as well as insuring their
vehicles.
National Social Security Act (NSSA Act)
The Act led to the establishment of social security workers insurance funds or schemes that are
administered by NSSA which are the Accident prevention and workers compensation scheme and
the Pension and other benefits scheme. The accident and workers compensation scheme is employer
funded and all employers in the Energy industry are required by law to contribute to the scheme. The
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Pensions and other benefits scheme is financed by both the employee and the employer in the
industry. This act also requires the organization to keep accident registers as well as reporting
accidents occurring at the workplace.
Some of the statutes, regulations and regulatory bodies that govern the operation of our company
include:
Environmental Management Act
Telecommunications Act
Grid and Distribution Code
SAPP Protocols
Broadcasting Act
Procurement Act
National Archives Act 1985
SECTION B - PRACTICAL EXPERIENCE

1.0
EMPLOYEE RESOURCING
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Employee resourcing is all about obtaining and retaining employees with the necessary skills,
competencies, values, attitudes and other attributes in order to meet the goals and objectives of the
organisation. According to Armstrong (2006), employee resourcing is concerned with ensuring that
the organization obtains and retains the human capital it needs and employs them productively. This
is supported by Hacker (1997) who propounded the view that employee resourcing is highly
supported by recruitment and selection. He (Hacker 1997) argued that retaining competent
employees is of paramount importance and it is dependent on effective recruitment and selection
procedures, which aim to select the right individuals and reject the wrong ones. Other human
resource activities that underpin the concept of employee resourcing include talent management,
employee development, human resource planning, employee retention and succession planning
among others. The concept of employee resourcing is of paramount importance to the organisation,
because it enables HRM to retain only the most competitive employees, and thus enabling the
reinforcement of efficiency and effectiveness of the organisation. He it should not be left out when it
comes to the HR issues. As a student in the field of HRM, I can safely acknowledge that I am now
familiar with the concept of employee resourcing, both theoretically and practically as this concept is
also implemented at ZETDC.
At ZETDC Western Region, employee resourcing is highly supported by organizational policies
such as recruitment and selection policy, equal and equity management policy among other
influential policies. Following recruitment and selection policy, when a job vacancy arises, an advert
is prepared and then approved by the Human Resource Manager and the General Manager. It is then
published via different types of media. This is done to ensure equal opportunities to all employees if
it is an internal advert or to all qualified job seekers if it caters for the whole public. The most
competitive job seekers will then be recruited and selected, hence implying that only the competent
staff is and should be retained by an organisation if it is to achieve its goals and objectives.
DEVELOPMENT OF HUMAN RESOURCES MANAGEMENT POLICIES
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Human Resource Management policies are of paramount importance to any organisation that strives
to accomplish its strategic goals and objectives. According to Armstrong (2009), Human Resource
Management policies are defined as continuing guidelines on the approach the organization intends
to adopt in managing its people. Organisational polices are therefore a guideline, and serve as
reference points when employment practices are being developed, and when decisions are being
made about people management in an organisation. Human Resource Management policies also
serve to ensure that values of an organisation, regarding the management of people are safe guided,
and any HR issues are dealt with consistently in accordance with values of the organization in line
with certain defined principles. However, the student strongly believes that to some extent these
policies can hinder progress as people will continue to stick or refer to a policy that no longer serves
its purpose. Thus, written policies can be inflexible, and constrictive. Therefore, organisational
policies should be frequently reviewed to avoid their inflexibility.
Like any other organisation, ZETDC Western Region is also characterised by various Human
Resource Management policies that guide human resources activities. These policies include;
Recruitment and Selection Policy, Industrial Relations Policy, Performance Management Policy,
Staff Training and Development Policy, Salary Administration Policy, Safety and Occupational
Health Policy, HIV and AIDS Policy, Gender Policy, Records Management Policy among others.
These policies form what is called ZESA Holdings Administrative Policies and Procedures Manual.
They are frequently executed by human resources personnel and members of staff towards achieving
goals and objectives of the organisation. These policies were crafted in year 2005 and are still
operational up to date.
As the flavour of the moment, Human Resource Management at ZETDC is a key to obtaining the
organizations competitive advantage. With its policies, it relies heavily on the belief that its
employees are the most valuable assets of the organization, and it also values them as the
organizations internal customers, whose needs should be catered for so as to achieve the strategic
goals of the organization. The student observed that Human Resource Management at ZETDC is
committed to ensuring a working environment that is anti-discriminatory, democratic, respectful of
rights and mindful of dignity, and legally sound. This is reflected by a good industrial relationship
existing between employees and the employer, employees and employees.
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However, the student also notes that these policies were last reviewed in 2005 which is against the
notion that policies have to be regularly or constantly reviewed. Failure to review policies may
promote inflexibility of the firm. This may also result in failure to incorporate new pieces of
legislation that are reviewed from time to time. I also noted that some of the employees were not
aware of some of the existing policies.
The student therefore recommends that these policies should be frequently reviewed and amended in
order to support the current business environment and also comply with the current labour laws.
Policies should also be accessible and explained to all employees in order to be perfectly executed
by every organizational participant.
JOB ANALYSIS, JOB DESCRIPTION AND PERSON SPECIFICATION
Job analysis is concerned with analysing jobs, focusing on the components such as the nature of the
job, responsibilities and the skills required to perform the job among other aspects. According to
Wilton (2011), a job analysis is a methodical process of assessing and defining the components of a
post including the nature of the work performed, the associated responsibilities and accountabilities,
the equipment used, the skills and knowledge required, the working conditions, the position of the
job within the organisation and the outputs or performance standards expected. This is supported by
Mondy et al (1999:106) who defines job analysis, as a systematic process of breaking down jobs into
smaller components, determining the skills, duties and knowledge for performing for specific roles
in the organization. In other words, job analysis seeks to ensure that certain jobs are well defined,
and that such jobs are occupied by the most competitive employees, with suitable skills, knowledge
and experience among other aspects. This implies that analysing jobs enables the organisation to
only obtain competitive staff, who will match the demands of the job. Therefore, due to the
importance of analysing jobs, the student would recommend that the organisation should continue
executing this practise.
Recruitment and selection is highly dependent on a job description and job specification. Job
analysis also influences job specification and job description. It also influences job evaluation,
performance management, training and development and career planning, among other aspects.
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At ZETDC Western Region, job analysis plays a pivotal role in the HRM activities. The process of
analysing jobs is part and parcel of the culture of ZETDC. Recruiting and selecting the most
competitive staff is achieved through carrying out job analysis. When planning to recruit at ZETDC,
the person specification and the job description that are produced after job analysis are very critical
as they provide information to be included in the job advertisement. This exercise facilitates
recruitment and selection processes. It has helped the organisation by influencing productivity and
efficiency, and also reducing work related accidents. In other words, job analysis enables the
organisation to get the right individuals and place them at the right place, give them the right jobs
and at the right time. The student therefore recommends that job analysis be done regularly in order
to enable the organisation adapt to the new changes taking place.
HUMAN RESOURCES PLANNING
According to Bernadirn and Rusell (2013:140), HR planning is the forecasting of HR needs in the
context of strategic business planning and sales forecasting. This is supported by Wilton (2011:154)
who defines human resource planning as the process of assessing current HR capabilities and
forecasting future labour supply and demand, to produce HR plans that will enable an organisation to
achieve its strategic objectives. In other words HR Planning is concerned with analysing the current
human resources and forecasting the future demand for staff towards meeting the strategic goals and
objectives of the organisation. As the backbone of the organisation, Human Resource Management at
ZETDC plays a significant role in the process of HR planning. It derives its future staff needs from
the strategic business plan. In line with its strategic integration, Human Resources Management at
ZETDC determines the number, skills and experience (the calibre of employees) required in order to
achieve the whole business strategy within a stipulated time frame. HR planning is thus enabling
Human Resource Management to acquire the right staff and place it at the right time, which in turn
result in good organisational performance. Hence this becomes a clear cut that HR planning should
be one of the priorities to the organisation, particularly in the department of HRM as it adds a
competitive advantage to the organisation.
RECRUITMENT AND SELECTION
Recruitment can be best understood as a process of attracting a large pool of individuals from which
the most competitive staff will be selected basing on their qualifications and readiness to take the
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job. One would also define it as a process of attracting a large pool of individuals on a timely basis in
sufficient numbers in order to facilitate the process of selection. According to Guest (1987),
recruitment is a process of attracting individuals to the organisation. This is echoed by Bernardin and
Russell (2013) who define recruitment as the process of attracting applicants for the positions
needed. Selection is defined by Armstrong (2009) as part of the recruitment process concerned with
deciding which applicants or candidates should be appointed in jobs. In other words selection is
basically a method used to identify suitable staff who will match the requirements of the job.
Recruitment and selection at ZETDC is done in a very systematic way in order to give a chance to
all qualified prospective candidates to compete for the job on a fair ground following the policy. The
student also noticed that if a vacancy arises within the organisation, depending on the type of the job,
it is advertised either internally or externally in order to attract a large pool of applicants who are
interested in the post. When an internal advert arises, a memorandum is written and posted on notice
boards. It is also e-mailed to all employees who have e-mail addresses. I also took part in forwarding
some of the adverts to our deports under Bulawayo Rural Region. An emphasis is also made that all
employees who are on leave should be informed so that they can also apply for the job.
External adverts are mainly done via the press, for example, The Herald, the Sunday Mail, the
Financial Gazette, the Chronicle, and the Sunday News, in order to attract a large pool of prospective
applicants. Only qualifying candidates are then shortlisted and then interviewed. Recruitment and
selection policy are followed to ensure the total exclusion of issues to do with nepotism, or
favouritism among other aspects. However the student would recommend that the organisation
adopts other methods such as e-recruitment, employment agencies, and head hunting as they yield
better results.
MANAGEMENT OF EMPLOYMENT CONTRACTS
According to Mathis and Jackson (2003), an employment contract is an agreement that formally
spells out the details of employment. An employment contract is therefore understood as a voluntary
agreement made between two parties that is, the employer and the employee. It spells out the details
of employment. It begins by the time the employee agrees to offer services in exchange for a certain
form of remuneration. It becomes a legally binding contract that is enforceable at law, of which
failure to abide by the contract results in a breach by either party. This is supported by Wilton (2011)
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who asserts that the most obvious manifestation of an employment relationship is the contract of
employment which represents the legal rights and obligations of the two parties to the contract. At
ZETDC Western Region, one is deemed an employee soon after the contract of employment is
signed and approved by the representatives of the company and the job seeker himself or herself.
At ZETDC Western Region, there are both permanent and fixed term contracts. Fixed term contracts
are managed with great care, accuracy, and following the provisions of the Zimbabwe Labour Act in
order to avoid issues to do with legitimate expectation among others. This contract becomes a legally
binding contract between an employee and the company itself. It has become a norm that both
parties remain with each copy containing the approval that an agreement has been made between
two parties, and then the other copy goes to the salaries department in Harare.
At times employees are given a job offer letter. This is an informal employment contract that usually
spells out just the basics of compensation and benefits, job title, and reporting relationships.
Employers may need to offer senior level employees a job offer letter that spells out many of the
components of the employment contract. At ZETDC Western Region, the contracts of employees are
done by the Human Resource Management Department whereby employees are supposed to sign the
contract after they have read and understand the terms and conditions of the contract. Each employee
is supposed to have a personal file where all the documents are kept for future purposes. A Contract
of Employment plays a significant role for both employees and employers, because it stipulates the
terms and conditions of employment, hence enabling both parties to know what is expected of them
in terms of the contract. Value should therefore be attached on the significance of the contract of
employment.
JOB EVALUATION
Job evaluation is a method for comparing different jobs to provide a basis for a grading and pay
structure. According to Armstrong (2009), job evaluation is a systematic process for defining the
relative worth or size of jobs within an organisation in order to establish internal relativities. In other
words job evaluation is a process of measuring relative worthiness of a job. Its aim is to evaluate the
job, not the jobholder, and to provide a relatively objective means of assessing the demands of a job.
Pasipanodya (1992:2), defines job evaluation as a process of analyzing and assessing the contents of
jobs within the organization in order to place them in an acceptable rank order which can be used as
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a basis for rational pay structure. Job evaluation aims at establishing the relative value, or size of
jobs based on fair, sound most importantly consistent, judgment. It also procedures the information
required to design and maintain defensible equitable grade and pay structures ,act as a basis for
comparison against jobs and roles with regard to their equivalent complexities ,and ensure that the
concept of equal pay. The belief that salaries and wage structures are set as a result of job evaluation
makes the exercise too important to everyone within the organization. There are many different
methods of job evaluation which can be used, but the three simplest methods are ranking,
classification and factor comparison. At ZETDC the last exercise was done in 2005, and it was
conducted at the ZESA Holdings level which saw all the subsidiary companies of ZESA coming
together for the execution of the exercise. The job evaluation system used at ZETDC is the Patterson
Grading System which emphasises on decision making in order to determine the worthiness of the
job. After the completion of the job evaluation exercise in 2005, a job grading matrix was produced
by the Committee and it is still used today. Due to its importance; thus, enabling the grading system
among other aspects, job evaluation should therefore be prioritised by the organisation.
REWARD MANAGEMENT, MOTIVATION AND PRODUCTIVITY
According to Armstrong (2009), reward management is concerned with the formulation and
implementation of strategies and policies in order to reward people fairly, equitably and consistently
in accordance with their value to the organisation. Reward management is thus concerned with
rewarding employees fairly, equitably and consistently in correlation to the value of these individuals
to the organization. This becomes a clear cut that reward management is aimed at motivating
employees. It is executed to induce employee commitment, willingness attachment and engagement
to the processes of the organisation. Herzbergs (1966) two factor theory entails that; reward
management is not only concerned with pay and employee benefits, but it is equally concerned with
non-financial rewards such as recognition, training, development and increased job responsibility
among other aspects. To give credit to his argument, Herzberg (1966) argued that whilst financial
rewards are purely hygiene factors, non-financial rewards addresses the basic psychological needs of
employees and can unlock latent effort and enhance organisational commitment. One should also
note that reward management takes into consideration the terms and conditions of the contract of
employment, especially on the part of remuneration, in order to ensure that employees are rewarded
fairly. However, it can go an extra mile in as far as employee remuneration is concerned, simply
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because it is aimed at winning the hearts of employees. This implies that, on top of the agreed upon
form of remuneration, reward management also covers other benefits.
Decenzo and Robin (1995), define motivation as the willingness to exert high level of effort to reach
organizational goals, conditioned by the efforts ability to satisfy some individual need. Employees
should be motivated in order to perform to their best levels. This is another way of treating
employees as the most valuable asserts or valuable stakeholders of the organization. At ZETDC
Western Region, employees are rewarded both financial and non-financially. Total reward system is
highly valued at ZETDC. The reward system is based on the relative worthiness of the job, grading
and the value an employee adds to the organisation. ZETDC also offers a number of allowances, for
example; housing allowance, canteen allowance, non-pensionable allowance, and a responsibility
allowance to employees who are at the supervisory level. Other benefits include a non-contributory
medical aid to all staff and their immediate family, and the staff benefit fund that pays three months
salary multiplied by the number of years in service in the event that an employee dies. Discussed are
some of the benefits which are part of the reward system at ZETDC. Prioritising employee
rewarding is one of the best strategies to improve productivity and efficiency, and at the same time
ensure the delighting of the customer by fully meeting their needs and expectations at the right time,
through the provision of quality products that will automatically win their hearts. This is attributed to
the notion that human resources are the backbone of the organization.
HUMAN RESOURCES INFORMATION SYSTEMS
As a backbone of the organisation, Human Resource Management encompasses a lot of HR

activities that require a system to ensure the processing, and keeping of all linking information or
activities, and speeding among other aspects. According to Armstrong (2009), a human resources
information system is a computer based information system for managing the administration of HR
processes and procedures. The system plays a significant role in the execution of HR activities.
According to Wilton (2011) human resources information systems are used to acquire, store,
manipulate, analyse, retrieve and distribute data about an organisations human resources. Echoing
his view, Wilton (2011) further propounded the view that the system can provide detailed
information about the deployment of people within organisations. ZETDC uses what is called the
Systems Application Products (SAP). This software is used in all functions of the organisation, for
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example it covers accounting, purchasing, and engineering. Employees had to be trained in order to
possess the skills to operate it. Almost all HR activities at ZETDC are covered by this system, for
example recruitment and selection among other HR activities. The system ensures efficiency and the
speeding in the processing of HR activities, hence leading to the effectiveness and efficiency of the
organisation. Pay roll and administration are also covered by this system, however at ZETDC,
although data is also captured in the system, there is still a need to do the work manually and send
hard copies to the payroll section in Head Office for processing. This is because the system has not
yet become efficient and effective as expected.
PERFORMANCE MANAGEMENT
Performance management can be best understood as a systematic and scientific process of Human
Resource Management that seeks to identify performance, measure it, and improve it in the case that
a performance gape has been identified. It is therefore concerned with setting and clearly
communicating performance standards and expectations, observing and providing feedback, and
conducting appraisals and rewarding performance, towards improving performance and productivity
of the organisation. In conjunction with this view, Mathis and Jackson (2003) stipulates that a
performance management system consists of the processes used to identify, encourage, measure,
evaluate, improve, and reward employee performance at work. Price (2000) alludes that there are
two central positions to justify performance management which are; that people will try their hardest
to perform if they know and understand what is expected of them and that peoples ability to meet
performance expectations is based on their level of capability, the level of support provided by
management and the organisations processes and systems and the resources available to them. In
other words, performance management system requires management support, and a positive
philosophy towards its implementation. Performance management enables HRM to determine
employee performance, measure that performance, and then improve it if ever there is a need to do
so. As a result, such process leads to an improved employee performance, hence improved
organisational performance. Given this analysis, one can safely acknowledge that performance
management should be treated as one of the major priorities in an organisation.
The most common method of performance appraisal which has been used by ZETDC is the
management by objectives. In 2012, ZETDC then moved away from the Management By Objectives
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system and implemented the Balanced Scorecard method of performance appraisal system which
was also aimed at achieving the strategic goals of the organisation. Then recently ZETDC moved to
a new method of performance appraisal which was fuelled by the ZIMASSET Program called the
(Result Based Management) IRBM. The execution of these methods of appraisal resulted in
employees being trained, however only a limited number of employees in their respective
occupations were trained, which means other employees were left untrained. For instance, some of
the supervisors were not trained, yet they were expected to manage performance of their
subordinates, and thus reflecting the lack of proper management support towards performance
management. The student therefore recommends that more support be given to HR activities in order
to facilitate the implementation of these activities without fail. In other words, there must be a
positive organisational philosophy towards performance management.
STRATEGIC HUMAN RESOURCE MANAGEMENT
As a strategic business partner, HRM seeks to achieve a competitive advantage through linking the
HR function with the strategic goals and objectives of the organisation. In other words, strategic
integration is concerned with integrating human resource management strategies and systems with
the overall mission, and strategies of the organisation while meeting the needs of employees and
other stakeholders. Strategic Human Resource Management therefore reflects the intersection of
strategic management and human resource management. As Human Resource Management strives to
achieve the accomplishment of a business strategy, it relies heavily on the belief that employees are
the major contributors to the success of the organisation; hence they deserve to be treated as part of
the organisation- the valuable asserts of the organisation. ZETDC has fully adopted the concept of
SHRM. It comprises of a Board of Directors with a Human Resources Sub Committee whose agenda
is to integrate all HR issues with other strategic issues of the company. Strategic HRM plays a
significant role in the organisation. Thus, it enables a strategic linkage of all HR activities with the
overall strategic goals and objectives of the organisation. In this case, HRM department plays the
role of co-ordinating all the HR activities both vertically and horizontally in the organisation, or
within and across all departments or units in the organisation.
HEALTH AND SAFETY IN THE WORKPLACE
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Occupational Health and Safety is concerned with physical, mental, and social wellbeing of
employees. Catering for the well fare of employees is one of the best ways of treating employees as
the most valuable stakeholders of the firm. In support of this view, Wilton (2011) argues that it
would be very hard for managers to argue that they valued employees whilst disregarding their
welfare in the workplace. Occupational Health and safety has become a dominant issue in the
management of human resources in most organisations. A lot of money is therefore channelled
towards Occupational Health and Safety programmes. There are economic benefits which are
derived from the execution of Occupational Health and Safety practices, for instance costs are
reduced, and productivity and efficiency are safeguarded. Most accidents and ill-health cases are due
to failures and deficiencies in the occupational health and safety management. The National Social
Security Act, Statutory Instrument 68 of 1990 requires all organisations to ensure the execution of
safety, health and welfare of workers and members of the public. In other words, the statutory
instrument is encouraging a positive attitude towards health and safety welfare of employees. The
positive attitude management has towards occupational health and safety helps organisations prevent
injuries and ill-health at work. ZETDC Western Region is characterised by a department called Risk
Control which was established to ensure that all health and safety issues are catered for. The main
agenda of this department is to ensure compliance to the health and safety legislation, and that all
accidents are reported to NSSA within stipulated times. More so, it ensures that all workshops have
registration certificates, and that awareness about occupational health and safety is preached to all
employees. In addition to that, the department also ensures that every workstation has a trained first
aid team.
Some of the activities that were recently carried out by this department include servicing of all fire
extinguishers, and establishing fire assembly points. As a student I also noticed that awareness about
HIV and AIDS are highly prioritised by the company. I therefore recommend that ZETDC as a
company should encourage each and every employee to exercise great care in order to reduce
accidents and to also develop a positive attitude towards occupational health and safety practices.
SEPARATION/ JOB CHANGE (REDUNDANCY, OUT PLACEMENT, RETIREMENT) s
This is the moment in which the Contract of Employment seizes to exist. A contract of employment
can be terminated for various reasons. For instance, it can be terminated on the basis of retirement,
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early retirement, medical retirement, dismissal, retrenchment, resignation, death and abscondment.
Therefore, people leave organisations for various reasons. This is the critical moment in which
organisations are required to employ provisions of labour laws in order to facilitate fair dismissal.
Legislation that governs termination of contracts of employment includes; Labour Act, Statutory
Instrument 15 of 2006 (National Employment Code), Statutory Instrument 186 of 2003
Retrenchment Regulations, and registered Codes of Conduct. In Zimbabwe, as articulated by the
Labour act, an employee is obliged to retire at the age of sixty-five (65). However, an employee can
also opt to retire earlier between the age of fifty-five (55) and sixty-five (65) years.
ZETDC uses the Zimbabwe Energy Industry Code of Conduct which stipulates various acts of
misconducts and their penalties. One of the major penalties in the event that an employee commits
an act of misconduct is dismissal. In the years 2004 and 2005, ZESA also retrenched a large pool of
employees. Retrenchment was attributed to the restructuring which was made which saw ZESA
being unbundled into subsidiary companies.
2.0 EMPLOYEE DEVELOPMENT
APPROACHES TO TRAINING AND DEVELOPMENT OF STAFF
ON-THE-JOB TRAINING:
According to Wright (2009), on-the-job training refers to training methods in which a person with
job experience and skill guides trainees in practising jobs and skills at the workplace. In other words,
on-the-job training involves the trainee directly acquiring knowledge, skills and experience at the
work place with the assistance of the supervisor. At ZETDC Western Region, the most dominant onthe-job training is apprenticeship. Other examples of on-the-job training programmes include job
rotation, mentoring, and job enrichment among others. Most on-the-job training programmes, for
example apprenticeship are four year structured programmes. On-the-job training plays a pivotal role
in the acquisition of knowledge and skills. It reinforces the most relevant experience that is required
by the job, hence yielding better results in terms of performance. As a student I therefore recommend
that ZETDC should continue implementing on-the-job training programmes in order to ensure
improved productivity, efficiency and effectiveness of the organisation.
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OFF THE JOB TRAINING
Off the-job-training is a direct opposite of on-the-job training. This type of training is not conducted
at the workplace, but way from the actual work, for example in colleges and universities. In this
case, training usually takes place in form of learning, for example in class rooms. This is supported
by Wilton (2011) in his argument that formal training occurs off the job, often in the form of
classroom learning.
ZETDC also promotes off-the-job training, especially if a new system is introduced. For instance, it
(ZETDC) recently introduced new computer software called Systems Application Products (SAP)
which enables the fast processing, and accuracy of information. It then trained a certain number of
staff members in the use of this system. ZETDC also trained its staff members on the installation of
new electricity metres. At ZETDC, most of the off-the-job training is conducted at ZESA National
Training Centre in Harare. This training centre offers several programs such as technical, supervisory
and managerial courses to ZESA employees. Employees are then trained by the most qualified and
experienced expertise. Hence employees are able to acquire the most suitable skills required at the
workplace. However, despite the formal training obtained, the most dominant challenge faced is the
transfer of training, which is attributed to several factors such as the lack of proper resources among
other factors.
MENTORING, COACHING AND COUNSELLING
According to Armstrong (2009:1027), mentoring is the process of using specially selected and
trained individuals to provide guidance, pragmatic advice and continuing support that will help the
person or persons allocated to them to learn and develop. The mentor provides guidance and
support, and passes his or her knowledge and experience to the mentee. Coaching is defined by
Armstrong (2009) as a personal (usually one on one) approach to helping people develop their skills
and levels of competence. At ZETDC, coaching is done by supervisors especially on line workers.
The supervisor plays the front role, demonstrates what is supposed to be done and then help his or
her subordinates do it. Counselling is also practised at ZETDC, and it is mainly done by Human
Resources Management department. Counselling is of paramount importance because it helps to
solve personal problems and hence improving organisational performance. Privacy and
confidentiality are highly prioritised in dealing with employee matters. At ZETDC, HRM
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Department has been trusted for providing suitable support for employees who are faced with
personal problems. They also encourage an open door policy which enables employees to
communicate directly with their supervisors or managers.
SUPERVISORY AND MANAGEMENT DEVELOPMENT PROGRAMMES
Training and development should be regarded as an ongoing process due to the value it adds to the
organisation. Managers and supervisors play a crucial role in the success of the organisation,
therefore, there is need for them to be continuously developed and trained as a way of reinforcing the
most relevant skills they should possess. According to Armstrong (2009), management development
is a process which is concerned with improving the performance of managers in their present roles
and preparing them to take on greater responsibilities in the future. Managers are expected to possess
analytical, political, supervisory and delegation skills. As the backbone of the organisation, they
should have their skills continuously developed because we are living in a dynamic world that
requires the ability to adapt to the changing trends of a business (flexibility). To help managers and
supervisors acquire training and development, ZESA encourages its staff to go under training at the
ZESA Training Centre in Harare which offers a certificate and a diploma in supervisory
management. Another institute that plays a critical role is the Zimbabwe Institute of Management.
This institute is in charge of examinations undertaken by the trainees.
Wright (2007) argues that training and development should be focused more on the individual than
the occupation and should be concerned with longer-term personal growth and career movement. So
in other words, this is another way of catering for the need of employees; thus treating them as the
most valuable stakeholders of the company. This will in turn lead to employee commitment,
engagement and attachment to the processes of the organisation, hence resulting in increased
productivity and efficiency. Due to the benefits derived from training and developing the staff, I
therefore recommend that ZETDC should continue implementing training and development policy.
DESIGNING AND IMPLEMENTATION OF TRAINING AND DEVELOPMENT PROGRAMMES
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In most cases, training and development are usually implemented to cover the performance gap
which would have been identified during performance management. This means that in as far as
training and development would have been chosen as the most effective strategy to improve
performance; they are then developed in order to be strategically executed. This is the critical
moment in which HRM determines the most suitable training programs. For instance they might
chose the on-the-job or off-the-job training, depending on the most effective programme. At ZETDC
Western Region, Line managers and Human Resources Managers in joint ventures help each other to
identify the need to train, and in choosing the most effective programme. However as a student I
deduced that such routine role should be totally devolved to line managers since they have direct and
frequent contact with employees, and because HRM department is simply playing the role of a
catalyst for the service executed by Line Managers. I believe devolvement in this case could free
HRM from playing this routine activity that is even implemented by Line managers, and increase its
(HRM) focus towards executing its role as a strategic business partner.
EVALUATION OF TRAINING AND DEVELOPMENT INTERVENTIONS
To avoid unnecessary costs, there is need for organisations to review the value added by each and
every program implemented to bring about a positive change. Like any other programs, training and
development is also evaluated to see its effectiveness to the organisation. Training and development
should yield better results, and these results should be reflected on the transfer of training. This is
supported by the Kirkpatricks (1967) model, which entails that training can be evaluated at four
levels that is, reaction, learning, behavioural and results levels. Results level evaluation in this case
measures the impact of training on the organizations return on investment, cost savings, quality
changes, and improvements in work output. At ZETDC Western Region, the transfer of training still
remains questionable. One would therefore wonder if training is really adding value to the
organisation, given the fact that the level of efficiency and effectiveness is still low. However, as
many questions could be asked, one would attribute such poor results to factors such as the lack of
proper resources, and poor management support, hence defending the value added by training and
development.
3.0 EMPLOYEE RELATIONS

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THE LEGAL FRAMEWORK OF INDUSTRIAL RELATIONS IN ZIMBABWE
According to the International Industrial Dispute Act of 1947, Industrial Relations are relations
between the employer and the employees, employees and employees, and employees and trade
unions. In conjunction with this definition, Hyman (1975) defines Industrial Relations as the study of
the processes of control over work place relationship. Issues of power and control are therefore
central to the study of Industrial Relations. Therefore, the employment relationship should be
governed by rules and regulations that strive to strike a balance between the employer and employee.
This is supported by Flanders (1968) who argues that Industrial Relations should be understood as
the study of institutions of job regulations. He identified substantive and procedural rules as essential
to the employment relationship. This view is also echoed by other scholars such as Bain and Clegg
(1974) who argue that Industrial Relations involves the making and administering of rules which
regulate employment relationship regardless of whether these rules are seen as being formal or
informal, structured or unstructured. Like Flanders (1968), Dunlop (1958) also expounded the view
that IR should be understood in the scope of rules and regulations.
In Zimbabwe, Industrial Relations is governed by several pieces of legislation. These pieces of
legislation include; Contract of employment, the Constitution of Zimbabwe, Common Law, the
Labour Act (Chapter 28.01), Collective Bargaining Agreements, Labour (National Employment
Code of Conduct) Regulations, 2006 (SI 15 of 2006, Labour Relations (Retrenchment) Regulations,
2003 (SI 186 of 2003), Labour (Declaration of Essential Services) Notice, 2003 (SI 37 of 2003),
Labour Relations (Specification of Minimum wages) Notice, 1996 (SI 70 of 1996).
An employment relation at ZETDC is also governed by the above mentioned pieces of legislation
among others. Working conditions at ZETDC are mainly covered by Statutory Instruments 1 of
2008. This include issues with regards to hours of work, leave provisions, employment of casual and
contract employees, grading and remuneration, employment allowances and benefits, health and
safety in the workplace, misconduct, suspension, grievances, retirement and termination of contract
of employment. The Code of Conduct used at ZETDC was registered in 26 July 2011. It stipulates
the rights and duties of management and the trade union representatives, rules of conduct, acts of
misconduct, categorisation and penalties for acts of misconduct. The Code also highlights the
procedure to be followed on discovery on act of misconduct, and the grievance handling procedure.
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THE EMPLOYMENT RELATIONSHIP AND EMPLOYEE RIGHTS AT WORK
Industrial Relations encompass relationships, and these relationships mainly exist between
employees and employers. The relationship of the employer and employee is often called the
employment relationship. According to Wilton (2011), employment relationship refers to the
economic exchange of an individuals labour for reward of some description, otherwise referred to as
the wage effort bargain or a fair days work for a fair days pay. The relationship of ZETDC and its
employees also fall under the category. In the employment relationship, rights and obligations of the
employer and employee are stipulated in the contract of employment. These rights are derived from
various pieces of legislation. In June 1998, the International Labour Organisation declared
fundamental rights of employees at work, which Zimbabwe also adopted and incorporated in to the
Labour Act Chapter 28.01. These right include; the right to freedom of association, right to equality
of opportunity and treatment in employment or occupation, right to the abolition of forced or
compulsory labour, right to collective bargaining, and the right to work in a safe environment,
among others. Just like any other employment relationship, employment relation at ZETDC is also
characterised by power imbalance and struggles. The situation is manifested in the formation of
Trade Unions. At ZETDC, employees are represented by a number of Trade Unions. These Trade
Unions include; the Zimbabwe Energy Workers Union (ZEWU) and National Energy Workers Union
of Zimbabwe (NEWUZ), and the newly formed ESWUZ.
The right to freedom of association at ZETDC is reflected in the formation of workers committees
and in the representation through membership of a trade union. Employees also exercise their right
to collective bargaining which is done at works council level and also at industry level through the
National Employment Council of the Energy Sector.
THE NATURE OF EMPLOYEE RELATIONS AT ZETDC
Employee relations involve the interaction between employees and employees, employees and the
employer, employees and trade unions, and the government. According to Armstrong (2019), the
purpose of employee relations is to provide for effective and consistent procedures for rule-making,
consistency in dealing with employee relations issues, fairness, processes that can affect and improve
employee behaviour or mechanisms to resolve differences or disputes. At ZETDC, employees are
given platform to push for their demands from the employer. The provisions of the Labour act, and
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other pieces of legislation are boosting their strengths to present their grievances to the employer.
Although their power is limited, as echoed by Hyman (1975), but through their representation, for
example workers committee or Trade Unions, employees are able to reach a common ground with
the employer. Hence they are able to facilitate the implementation of their needs. For instance,
recently, employees at ZETDC managed to push the employer towards a 4% increment in their
salaries. One would therefore acknowledge the view that, together employees can stand, and divided
they fall since their power is in numbers. As highlighted before, employee representation at ZETDC
is in their Trade Unions which are, the Zimbabwe Energy Workers Union (ZEWU) and National
Energy Workers Union of Zimbabwe (NEWUZ), and the newly formed ESWUZ. In a nut shell,
discussed is a picture of the nature of employee relations at ZETDC. Knowledge based on the
employee relations will help the organisation determine strategies that with enable a smooth flow on
the relationship between employees and the organisation itself, and employees and other employees.
To the student, knowing the nature of employee relations will help boost the knowledge based on
how to deal with employee matters.
NATURE AND SCOPE OF EMPLOYEE INVOLVEMENT
According to Wilton (2011), employee involvement entails the dual aim of engaging support,
understanding and contribution of all employees in an organisation and seeks to ensure employee
commitment and cooperation in the achievement of the objectives of the organisation. In other
words, employee involvement refers to the direct participation of employees including their
influence to the outcomes of the organisation. There are several economic benefits derived from
employee involvement. It results in employee commitment, engagement and attachment to the
processes of the organisation, and hence leading to improved decision-making, improved attitude
regarding work, improved employee well-being, reduced costs through elimination of waste and
reduced product cycle times, empowerment, job satisfaction, creativity and motivation, increased
productivity and efficiency. At ZETDC Western Region, employees are mainly involved through
workers committees and works councils.
Through their Workers Committees, employees are able to communicate with their management. In
other words, Workers Committees encourages and enable upward communication which is of
paramount importance in ensuring that employees views are heard. At ZETDC as a whole, there is
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also a Works Council, which consists of representatives drawn from Workers Committees and
management. This Works Council sits once every quarter and discusses issues that affect both
employees and the employer. So both employees and employer concerns are addressed, hence this
becomes a clear cut that employee voice is also heard.
COLLECTIVE BARGAINING
Collective Bargaining is defined as a process of negotiation between management and union

representatives for the purpose of arriving at mutually acceptable wages and working conditions for
employees. (Boone and Kurtz, 1999 p 424 425)The Labour Act [Chapter 28:01] provides the right
to collective bargaining, according to Section 74 (2) and 24 (1) (b) of the Act. This implies that both
employees and employers have a right to collective bargaining. Collective bargaining may be
statutory or non statutory at workplace level or industry level. Of which the decision comes from
both parties involved in the process of negotiation. In terms of section 62 of the Act, an employment
council for an undertaking of the negotiation process may assist parties to reach an agreement known
as collective bargaining agreement. According to Grogan (2000), collective bargaining assumes
willingness on each side not only to listen to the representations of the other but to abandon fixed
positions where possible in order to find common ground. In other words, both parties should be
willing to reach a common ground through this type of negotiation. Grogan (2000) is supported by
Flanders (1970) as he defines collective bargaining as a social process that continually turns
disagreements into agreements in an orderly fashion. Collective bargaining therefore seeks to reach
an agreement between the negotiating parties.
ZETDC is also characterised by collective bargaining which is normally conducted at a Works
Council level and at an Industry Level. Management representatives and employee representatives
meet in Works Council meetings that are held each and every quarter to discuss, negotiate and agree
on issues to do with hours of work, remuneration, and increase in productivity, among other aspects.
At times ZESA usually carries out its collective bargaining at an industry level, and this is done at
the National Employment Council for the Energy Industry. The outcome of this type of negotiation
that is carried out at this level binds all companies falling under the Energy Industry. Recently,
negotiations were conducted focusing on an increase in salaries, and these negotiations resulted in a
Page 36
4% increment in salaries. Collective bargaining agreements reached at this level are registered with
Ministry of Labour and are published and turned into law by way of Statutory Instrument.
MANAGEMENT OF DISCIPLINE IN THE WORKPLACE
Discipline is one critical element underpinning the concept of employee behaviour at the workplace.
Therefore, discipline has to be managed to facilitate a smooth flow in the processes of the
organisation. This is echoed by Wilton (2011), in his argument that discipline can be punitive and
seek to punish employees for indiscretions or poor performance, or it can seek to deter employees
from certain activity or behaviour and compel them to comply with specific rules for fear of the
repercussions of failing to do so. Managing discipline at the workplace will contribute to the
acceptable behaviour and way of life that promotes solidarity and productivity at the same time.
Most organisations use either registered or unregistered Codes of Conduct that clearly spell out the
expected and unexpected behaviours at work. ZETDCs Code of conduct was drafted following the
provisions of SI 15 of 2006 (National Employment Code of Conduct), and from negotiation that took
place at a Works Council Level and at an Industry level. It included the Grievance Handling
Procedure for the Energy Sector and it was registered in 2011.It clearly spells out the expected and
unexpected behaviour at the workplace, and also outlines a detailed grievance handling procedure to
be followed by employees in cases where they encounter grievances.
MANAGEMENT OF LABOUR DISPUTES
According to Weihrich (1992), conflict is a part of organizational life (since the goals of various
stakeholders are often incompatible) and may occur between individuals, between the individual and
the group, and between groups. This is supported byBrown
(1973)
in
his
definition
that
organizational conflict is a dispute that occurs when interests, goals or values of different individuals
or groups are incompatible with each other. This is a clear cut that conflicts in organisations are
inherent. Organisational conflict can be positive when it encourages creativity, new looks at old
conditions, the clarification of points of view, and the development of human capabilities to handle
interpersonal differences. However, conflict can be negative when it creates resistance to change,
establishes turmoil in organization or interpersonal relations fosters distrust, builds a feeling of
defeat, or widens the chasm of misunderstanding.
Page 37
To some extent conflict has to be managed at the workplace, especially if it turns out to be the
negative one. This is supported by Dowling (2008), as he argues that some practicing managers view
group conflict negatively and thus seek to resolve or eliminate all types of disputes. These managers
contend that conflicts disrupt the organization and prevent optimal performance. Most organisations,
including ZETDC encounter disputes that require settlement by involving third parties. In the
context of Zimbabwe, the most dominant Alternative Dispute Resolution (ADR) includes
conciliation (Section 93 of the Zimbabwe Labour Act), and Arbitration (Section 98of the Zimbabwe
Labour Act). According to Edwards (1986) Conciliation is defined as the process of adjusting or
settling disputes in a friendly manner through extra judicial means. It can therefore be understood as
a means by which two opposing sides are brought together to reach a compromise in an attempt to
avoid taking a case to trial. Arbitration on the other hand is defined by Brown (1973) as a process in
which a disagreement between two or more parties is resolved by impartial individuals, called
arbitrators, in order to avoid costly and lengthy litigation in the courts. Arbitration is a legal
technique for the resolution of disputes outside the courts, wherein the parties to a dispute refer it to
one or more persons (the ''arbitrators'', ''arbiters'' or ''arbitral tribunal''); by whose decision (the
''award'') they agree to be bound. (Brown 1973) Arbitrators are therefore legally endorsed with
power to make decisions regarding the negotiating parties at an arbitration level. In Arbitration, two
conflicting parties are brought together by the arbitrator, and then they are requested to present their
heads of argument which will be used by the arbitrator to determine or give an award to settle the
dispute. The decision passed by the arbitrator is binding on both parties. ZETDC has had a number
of disputes that have been referred for conciliation, and most of them are related to unfair dismissal
and legitimate expectation claimed by employees who would have been on fixed term contracts.
Page 38
SECTION C: SPECIAL PROJECTS, CONCULSIONS AND RECOMMENDATIONS

1. SPECIAL PROJECTS UNDERTAKEN DURING THE WORK RELATED LEARNING PERIOD
As a student I was tasked by the Human Resources Manager to participate in the ongoing exercise of
training the representatives of the Occupational Health and Safety Committee. The first assignment
given to me was to compile a presentation covering the causes of accidents at the workplace. On this
task, making reference to various accident causation models such as; Domino Theory which was
coined by Heinrich (1920), Human Factor Theory, Accident or incident theory, and System Theory, I
managed to come up with several causes of accidents. Most accidents at ZETDC Western Region are
attributed to unsafe acts, unsafe conditions, and chance occurrences (as propounded by Dessler
2012). ZETDC is well known for its dangerous product; therefore, employees are highly encouraged
to follow safety rules. However, failure to follow proper safety rules has resulted in many accidents
being reported to NSSA. More so, there are other factors such as lack of proper training regarding to
the handling of the product (electricity), and lack of proper resources among others that lead to
workplace accidents occurrences. Regarding to this first assignment, I managed to come up with a
power point presentation which was boosted with educating facts, and at the same time raising
awareness on how to prevent accidents at the workplace.
My second task was to compile duties of the OSHEE committee. I managed to come up with several
duties of OHS representatives, and those duties included; educating other fellow workers about
accidents prevention measures, reporting accidents to the department of Human Resources
Management and NSSA, having safety meetings on monthly bases, and training fellow employees
on good OHS practices among others. Having compiled these duties, I was then tasked to present at
an OHS training which was held at the Companys Filabusi Deport. My presentation addressed
issues to do with factors leading to accidents at the workplace, how well can those accidents be
eliminated, and the duties of the OSHEE committee.
OVERALL RECOMMENDATIONS
Page 39
The student would like to recommend that Human Resources Management at ZETDC should
involve Line Managers on the formulation, implementation and evaluation of HRM policies and
practices in order to facilitate an effective devolution of HRM policies and practices to Line
Managers towards improving organisational performance. This comes into the mind of the student as
a result of the realisation of the unsatisfactory organisational performance which is also attributed to
the lack of attachment, engagement and commitment of Line Managers on HR matters, simply
because in most instances they (LMs) are just recipients of HR policies, meaning that they are not
involved in the formulation, yet they are expected to execute them. Involving Line Managers would
therefore influence efficiency and effectiveness of the organisation.
The student would also like to recommend the review of HR policies and practices in order to
promote their flexibility, and linkage to the current state of the labour laws. In other words, there
must be a mechanism used to ensure that organisational policies are frequently reviewed in order to
ensure that they are up to date with the current state of the labour laws. Since ZETDC is well known
for its dangerous product (electricity), the student would also recommend effective induction and
training, especially to the contract workers, in order to avoid the occurrence of accidents at the
workplace which are attributed to the lack of knowledge on how to handle the product.
CONCLUSIONS
As the flavour of the moment, Human Resources Management at ZETDC plays a pivotal role
towards the success of the organisation. It is guided by policies and practices that are antidiscriminatory, democratic, respectful of rights and mindful of dignity, and legally sound. It relies
heavily on the belief that employees are the most valuable stakeholders of the organisation, asserts
and not liabilities. Through catering for the welfare of employees, Human Resource Management at
ZETDC ensures employee commitment, engagement and attachment towards the processes of the
organisation, which in turn reduces labour turnover and level of dissatisfaction. The critical Human
Resource Management success tools at ZETDC which are also referred to as the Administration
Notes are all in place to facilitate and guide the activities of Human Resources Management. These
include the Labour Act Chapter 28.01, the National Employment Code of Conduct, and the Statutory
Instrument 2008 among others that have been discussed. Employee involvement is also promoted
through Workers Committee, Works Council and other programs such as OSHEE Committees. The
Page 40
student would therefore acknowledge that Human Resources Management at ZETDC seeks to
achieve a competitive advantage through a strategic deployment and return of a highly capable and
committed workforce. As a strategic business partner, HRM at ZETDC also seeks to ensure that the
HR function is linked with the strategic goals and objectives of the organisation.
Page 41
BIBLIOGRAPHY
Armstrong, M. (2002), A Hand Book of Human Resource Management Practice, 9th edition, Kogan
Page, London
Armstrong, M. (2009) A Handbook of Human Resources Management Practice, 11th Edition,
London: Kogan Page.
Bernardin, H.J, and Russell, J.E.A. (2013) Human Resources Management: An experimental
Approach, 6th Edition, New York: McGraw-Hill
Boxall, Purcell and Wright (2007) Human Resources Management, New York: Oxford University
Press
Dessler G. (2003) Human Resource Management, Ninth Edition. New Jersey: Pearson Education,
Prentice Hall.
Dunlop, J T (1958) Industrial Relations Systems, New York: Holt.
Flanders, A (1970) Management and Unions: The theory and reform of industrial relations, Faber
and Faber, London.
Hyman, R., (1975) Industrial Relations: a Marxist Introduction, London: Macmillan.
Mathis, R.L. and Jackson J.H. (2003) Human Resources Management, 10th Edition, St. Paul: West
Publishing Company.
Price, A. (2000) Principles of Human Resources Management, Oxford: Blackwell Publishers Ltd
Steen, Noe, Hollenbeck, Gerhart and Wright (2009) Human Resources Management, second
Canadian Edition, New York: McGraw-Hill
Torrington, Hall, Taylor and Atkinson (2009), Fundamentals of Human Resources Management
Managing People at Work, England: Pearson Education Ltd.
Wilton, N. (2011). An Introduction to Human Resources Management, London: Sage Publications
Ltd.
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MIDLANDS STATE UNIVERSITY

FACULTY OF SOCIAL SCIENCES

WORK RELATED LEARNING REPORT

Organisational structure and position of HRM.........................................................

Bulawayo Municipal Electricity Department

Central African Power Corporation

Electricity Supply Commission

Gweru Municipal Electricity Department

HIV and AIDS -

Human Immuno Virus and Acquired Immuno Deficiency Syndrome

Harare Municipal Electricity Department

Human Resources Management

Human Resources Planning

Postal and Telecommunications Regulatory Authority of Zimbabwe

Rural Electrification Agency

Systems Application Products

Southern Africa Power Pool

Strategic Human Resources Management

Zimbabwe Electricity Distribution Company

Zimbabwe Electricity Supply Authority

Zimbabwe Electricity Transmission Company

Zimbabwe Electricity Transmission and Distribution Company

Zimbabwe Electricity Regulatory Authority

Zimbabwe Electricity Regulatory Commission

Zimbabwe Power Company

SECTION A ORGANISATIONAL ANALYSIS

POSITION OF ZETDC AND OTHER SUBSIDIARY COMPANIES OF ZESA, AND THE

ZIMBABWE ELECTRICITY TRANSMISSION AND DISTRIBUTION COMPANY (ZETDC)

ZIMBABWE POWER COMPANY

And Social Responsibility

1.5 STRATEGIC GOALS OF ZETDC WESTERN REGION

Ensure safe use of

Ensure staff, Skills

Improve accessibility Performance

To connect customers for the purpose of receiving a supply of electricity

ORGANISATIONAL STRUCTURE AND THE POSITION OF HRM

ZESA Holdings Main Board

Chief Risk Management Officer

Key to the Strucure

H.R ZPC ZERC ZETDC -

(ii) T & D - Transmission and Distribution

ZETDC WESTERN REGION STRUCTURE

2.0 OPERATIONAL ANALYSIS

2. Experienced and committed

Network, maintenance, refurbishment and reinforcement

4. First Mover Advantage

1. Poor Service Delivery

Institute Quality Management Systems

3. Poor metering, billing and

Customer education on billing and proper use of electricity

4. Lack of work Ethics

Implement a culture change program

Research & Development

2. Growth through economic

Benchmarking with the worlds best practice

4. Central location in SAPP

Flexible credit arrangements

Increase number of prepayment meters for domestic users

4. Poor organization image

Improve service delivery

The Zimbabwe Electricity Act

Labour Relations Act