MODULE 3: HUMAN RESOURCE MANAGEMENT

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3.1.1 DESCRIBE THE FUNCTIONS OF HUMAN RESOURCE DEPARTMENT

 Human resource planning: assessing business labour needs.
 Recruitment and selection: attracting and identifying the best candidate for posts available.
 Terms of employment: disciplining workers, redundancies and dismissals, enforcing
redeployment, maintenance of health and safety at work.
 Pay and benefits: asses and structure pay rates and benefits to keep and motivate the existing
workforce and to attract potential candidates.
 Industrial relations; ensures that there is effective communication between representatives
of the management and of the workforce. This may be to resolve grievances and disputes and
also to put forward ideas and suggestions for improvement.

3.1.2 DESCRIBE THE RECRUITMENT PROCESS

RECRUITMENT: It refers to the attraction of the most suitable applicants for job vacancies that exist in
a business.
RECRUITMENT AND SELECTION PROCESS

Identify manpower needs/Vacancy post

Advertise the vacancy

Screen applicants and shortlist

Hold interviews with short listed candidates

Verify references

Select qualifying candidate

Appointmet/offer

Placement
3.1.3 EXPLAIN JOB ANALYSIS, JOB DESCRIPTION AND JOB SPECIFICATION

1. JOB ANALYSIS: identifying and recording the responsibilities and tasks relating to a job to be
carried out by the new employee. It allows the employer to know the kind of expertise to look for in the
candidates.

2. JOB DESCRIPTION: A written account of what a job vacancy involves, it outlines the
responsibilities and duties to be carried out by someone employed to do a specific job. It helps the
candidate to know in advance the type of tasks they will be required to perform as well as overall
responsibilities.
It contains:
 The title of the job
 Department which the person will work
 Who the job holder is responsible to and for.
 Main purpose of the job
 Main duties of the job
 Conditions of employment [salary/hours of work]

3. JOB SPECIFICATION: A document which outlines the required qualifications, expertise, and
physical characteristics for a specific job. It sets forth all the personal traits that will allow one to execute
his or her tasks effectively.
Contents
 Educational attainments
 Amount and type of experience
 Special skills, knowledge and particular aptitude
 Personal characteristics

3.1.4 DRAW UP A JOB DESRIPTION AND JOB SPECIFICATION FOR A GIVEN VACANCY

An example of a job description and specification for an Accountant position.

Job Title:Accountant
Job Type: Full-time
Department: Finance/Accounting
Responsibe for:Bookkeepers/Accounts clerks
Responsible to: Finance manager

Main purpose of the job:

We are seeking a detail-oriented and experienced Accountant to join our finance team. The ideal
candidate will be responsible for managing financial records, preparing financial statements, and ensuring
compliance with relevant regulations. This position requires strong analytical skills, attention to detail,
and the ability to work collaboratively in a team-oriented environment.

Key Responsibilities/Duties:
 Prepare and maintain accurate financial statements, reports, and documentation.
 Perform monthly, quarterly, and annual reconciliations of accounts to ensure accuracy.
 Manage accounts payable and accounts receivable processes, ensuring timely payment and
collection.
 Assist in the development and implementation of accounting policies and procedures.
 Conduct regular audits and prepare reports for management review.
 Qualifications
 Bachelor's degree in Accounting, Finance, or a related field.
 Professional certification such as CPA (Certified Public Accountant) or CMA (Certified
Management Accountant) preferred.
 Proficiency in accounting software (e.g., QuickBooks, Microsoft Dynamics, SAP) and MS
Excel.
Experience
 5 years of accounting experience, preferably in a corporate setting
Skills:
 Strong analytical and problem-solving skills.
 Excellent attention to detail and accuracy.
 Effective communication skills, both verbal and written.
 Ability to work independently and as part of a team.
 Time management skills with the ability to prioritize tasks effectively.
Benefits:
 Competitive salary and performance-based bonuses.
 Comprehensive health, dental, and retirement benefits.
 Opportunities for professional development and continuing education.
 Flexible work hours and potential remote work options.

How to Apply:
Interested candidates are invited to submit their resume and cover letter to
email: mandax@[Link]
Contact: 71000000 for more information
Deadline for application: 25 February 2025.

3.1.6 DISCUSS INTERNAL RECRUITMENT AND EXTERNAL RECRUITMENT

1. INTERNAL RECRUITMENT

This is when the vacancy is filled by someone who is an existing employee of the business either through
promotion or transfer. The vacancy may be advertised on a company notice board or company newspaper

ADVANTAGES

 Less costly[1]: as it requires less money on advertising and recruitment services and onboarding
costs [1] since advertisement is just done internal on company notice board/ the employee is
already familiar with the company/.[1]
 Better cultural fit [1]: as the candidate is already accustomed to the organization’s culture,
values, and mission, [1]which can result in better integration into the new role.[1]
 Reduced training time[1]: as internal candidates have familiarized themselves with the
company culture, policies, and procedures,[1] which can save money and time/ can lead to
improved productivity [1].
 Faster hiring process[1]: Since internal candidates are already known to the organization [1],
reducing the time to fill the position.[1]
  Higher employee morale[1]:it boost employee morale and job satisfaction, as it shows that the
organization values its employees and provides growth opportunities.[1] so this motivates them to
work hard [1]
 Retention of knowledge [1]: By promoting from within, organizations retain valuable skills and
institutional knowledge that external recruits may lack[1].

DISADVANTAGES OF INTERNAL RECRUITMENT:

 Limited Pool of Candidates[1]: may limit the diversity and range of skills that can come from a
broader external candidate pool.[1]
 Possible resentment among employees[1]: If a selected internal candidate is perceived as less
qualified, or if there is a lack of transparency in the promotion process, [1]it can lead to
dissatisfaction lowering productivity[1]
 Stagnation of ideas[1]: Hiring from within can sometimes lead to a lack of fresh perspectives
and new ideas,[1] potentially causing stagnation in innovation.[1]
 Internal Politics[1]: Existing relationships and workplace dynamics can complicate the selection
process, [1]leading to favoritism or conflicts among employees.[1]

2. EXTERNAL RECRUITMENT

This is when a vacancy is filled by someone who is not an existing employee and will be new to the
business. Vacancies are advertised outside through various media such as local or national newspaper,
radio and TV

ADVANTAGES
 Access to a wider talent Pool [1] allows the business to tap into a broader range of candidates
[1] including those with diverse skills, experiences, and perspectives that may not exist within the
current workforce.[1]
 Fresh Ideas [1] candidates from outside the organization can bring new ideas, innovative
approaches, and different viewpoints [1] that can drive creativity and growth.[1]
 Enhanced Competitiveness [1] by selecting the best talent available in the market [1] can
improve overall performance, adaptability, and competitiveness of the business in the industry.[1]
 Improved employee morale [1] hiring highly qualified external candidates may enhance overall
team performance and motivation, [1] as the new employee may elevate team standards and
skills.[1]
 Reduced internal rivalry [1] can reduce potential tensions among existing employees who
might compete for promotions or opportunities within the organization.[1] which may lead to
better working relations/team work[1]
DISADVANTAGES
 Higher Costs [1] due to advertising /recruitment agency fees/ interview expenses/potential
relocation costs for selected candidates. [1] reducing profits[1]
 Longer hiring process [1] the process of sourcing, interviewing, and onboarding external
candidates can take longer [1] leading to increased time to fill critical roles. [1]
 Cultural fit risks [1] new candidates may not always align with the company culture,[1] which
can lead to decreased morale/high turnover.[1]
 Training and integration needs [1] candidates may require extensive training and orientation to
understand the organization’s processes, systems, and culture [1] which can consume time and
resources. [1]
  Possible resentment from internal candidates [1] existing employees who are passed over for
promotions in favor of external candidates may feel demotivated or undervalued,[1] leading to
decreased morale and productivity.[1]
3.1.5 IDENTIFY THE DIFFERENT METHODS OF SELECTING SUITABLE
CANDIDATES
 Job application reviewing cover letters/application forms to shortlist candidates based on
qualifications, skills, and experience relevant to the job
 Resume screening: reviewing resume/cv to shortlist candidates based on qualifications, skills,
and experience relevant to the job
 Reference checking: contacting previous employers or other references provided by the
candidate to gather insights into their past performance and work ethic.
 Interviews:
 Psychometric tests: utilizing standardized tests to measure candidates' cognitive abilities,
personality traits, emotional intelligence, skills, aptitude, and personality fit.
 Asssessment: Using a combination of tests, simulations, and exercises in a controlled setting to
assess candidates' competencies and teamwork capabilities.

3.1.7 CHOOSE A SUITABLE SOURCE OF RECRUITMENT for a given situation

Recruitment sources are channels or methods used by organizations to attract candidates for job
vacancies or to find candidates for job openings.

 employee referral: current employees recommend suitable candidates from their networks.:
 employment agencies: these are specialists in recruiting employees. they advertise and
interview people for particular types of jobs. they keep a database of suitable candidates from
which the business can choose, so this reduces the time the business will take to find a
suitable candidate agencies.
 colleges/universities: campus recruitment drives targeting fresh graduates and interns.
 company websites: many organizations have a dedicated careers page to list job vacancies.
 internet/social media: platforms like linkedin, facebook, and twitter can be used to advertise
job openings and connect with potential candidates.
 newspaper adverts: job advertisements placed in local or national newspapers.

3.1.8 EXPLAIN THE COMPONENTS OF VARIOUS RECORDS IN HUMAN RESOURCE

MANAGEMENT

RECORDS
1. Employee leave record
2. Pay slip
3. Letter of appointment

1. EMPLOYEE LEAVE RECORD

It is a document that tracks an employee's leave entitlements, leave balances, and leave taken.

Key components include:

 Employee Details
Name
Employee ID
Department
 Designation
 Leave Entitlements:
Types of leave available (e.g., annual leave, sick leave, maternity leave, paternity leave,
bereavement leave)
Yearly entitlement for each type of leave (e.g., days or hours accrued)
 Leave Balance: Remaining leave days for each type of leave
 Leave Taken:
Dates of leave taken
Type of leave taken
Duration of leave (in days )
Reason for leave (if required)
Approval status (approved, pending, or declined)

2. PAY SLIP
It is a document that summarizes an employee's earnings and deductions for a specific pay period.

Key components include:

 Employee Information:
Employee name
Employee ID
Job title
Pay period dates
 Earnings:
Gross salary/wage (before deductions)
Breakdown of different earning types (regular hours, overtime, bonuses, commissions,
etc.)

 Deductions:
Taxes withheld
Employee benefits (e.g., health insurance, retirement contributions)
Other deductions (e.g., union dues, wage garnishments)

 Net Pay:
Total amount payable to the employee after all deductions (net pay)

3. LETTER OF APPOINTMENT
It is a formal document that outlines the terms of employment for a new hire/employee.

Key components include:

 Employer Information:
Company name and address
Name of the hiring manager or HR representative

 Employee Information:
Employee name
Job title
Employment start date

 Job Details:
 Description of duties and responsibilities
Work schedule (days and hours of work)
Reporting relationships (who the employee will report to)

 Compensation:
Salary or hourly rate
Payment frequency (e.g., monthly, bi-weekly)
Bonuses or incentive structures (if applicable)

 Benefits:
Outline of employee benefits (e.g., health insurance, retirement plans, paid time off)

 Employment Terms:
Duration of the appointment (permanent, temporary, contract)
Probationary period (if applicable)
Terms related to termination or resignation

 Company Policies:
Reference to the employee handbook or company policies that the employee is expected
to adhere to

 Acceptance Statement:
A section where the employee can sign to indicate acceptance of the terms outlined in the
letter

SAMPLE OF APPOINTMENT LETTER FOR AN ACCOUNTANT POSITION

Mandax (Pty) Ltd

P/Bag 00089
Gaborone
Botswana

mandax@[Link]
71 000 000

2nd February 2025

Ms Mandipa Dube
P O Box 234
Masunga
Botswana

Dear Mandipa Dube

Subject: Appointment as Accountant

 We are pleased to inform you that you have been selected for the position of Accountant with Mandex (Pty) Ltd, effective 12
February 2025 on permanent and pensionable basis. We believe that your skills and experience will be a valuable addition
to our team.

As an Accountant, you will report directly to Ms Chandapiwa Ncube: Finance Manager. Your responsibilities will include,
but are not limited to:

 Preparing financial statements and reports.

 Managing accounts payable and receivable.
 Conducting audits and preparing tax returns.
 Assisting with budget preparation and forecasting.
 Ensuring compliance with financial regulations and standards.

Your starting salary will be P5460 00 per month, payable in accordance with our regular payroll schedule.
You will also be eligible for our company benefits program, which includes:
 Medical aid 50 % paid by employer and 50 % by employee
 housing allowance of P500 per month
 pension: 5% employer
 22 days paid leave

Please report to the office located at Plot 2345, CBD, Gaborone on your first day, where you will receive further orientation
and training. Your working hours will be from 0730hrs to 1630hrs, Monay to Friday.

To accept this offer, please sign and return this letter by 7 th February 2025. If you have any questions regarding the position or
the terms of your employment, please feel free to reach out to me directly at 71 00 00 00 or mandax@[Link].

We are excited to welcome you to our team and look forward to your contributions to Mandax (Pty) Ltd.

Sincerely,
Maphorisa Batani
HRM
Mandax (Pty) Ltd

Acceptance of Offer:

I Mandiba Dube accept the terms of appointment as outlined above and confirm my acceptance of the position of Accountant
with Mandax (Pty) Ltd.

__________________________
[Candidate's Signature]
[Date]

3.2 CONTRACT OF EMPLOYMENT AND ETHICS IN

HUMAN RESOURCE MANAEMENT
3.2.1 EXPLAIN THE MAIN CONTENTS OF A CONTRACT OF EMPLOYMENT

A contract of employment is a legally binding agreement between an employer and an employee,

outlining the terms and conditions of employment.
 It serves to protect the rights of both parties and clarifies the expectations involved in the
employment relationship.

CONTENTS OF A CONTRACT OF EMPLOYMENT

1. Parties Involved: Identification of the employer and employee, including names and addresses.
2. Job Title and Description/employee position: The position that the employee is being hired for, along
with a detailed description of the duties and responsibilities associated with the role.

3. Commencement Date: The date the employment will begin.

4. Scope of work: employment status, duration of contract, probationary period if any, working hours
including overtime expectations and any flexibility in work schedules.

5. Salary and Payment Terms: The salary amount, payment frequency (e.g., weekly, bi-weekly,
monthly), and any bonuses or incentive structures.

6. Benefits and Perks: Details about employee benefits such as health insurance, retirement plans,
vacation days, sick leave, and any other perks (e.g., gym memberships, travel allowances).

7. Holidays and Leave Entitlements: Information about vacation days, public holidays, sick leave, and
other types of leave (maternity/paternity leave, caregiving leave, etc.).

8. Termination Conditions: Conditions under which either party may terminate the contract, including
notice periods and grounds for immediate dismissal.

9. Confidentiality Clause/Privacy policy: Obligations of the employee regarding the confidentiality of

sensitive company information.

10. Signatures: Signatures of both the employer and employee, along with the date of signing, indicating
that both parties agree to the contract terms.

3.2.2DESIGN A SIMPLE CONTRACT OF EMPLOYMENT

EMPLOYMENT CONTRACT

This Employment Contract (“Contract”) is made and entered into as of 7 th February 2025, by and
between:
Mandax (Pty) Ltd
P/Bag 00089
Gaborone
Botswana
(Employer)

And

Ms Mandipa Dube
P O Box 234
Masunga
Botswana
(Employee)
[Link] POSITION:
Employer hereby employs Employee in the capacity of Accountant. Employee agrees to devote full
working time and attention to the duties of this position and will report to [Supervisor's Name, Title].

2. DUTIES AND RESPONSIBILITIES:

Employee’s duties will include, but are not limited to:
 Maintaining financial records and ensuring compliance with accounting regulations.
 Preparing monthly financial statements and reports.
 Conducting audits and ensuring accuracy of financial information.
 Managing accounts payable and receivable functions.
 Assisting in budget preparation and forecasting.
 Liaising with external auditors as necessary.
 Other duties as assigned by the Employer.

3. EMPLOYMENT STATUS:
This position is deemed to be [full-time/part-time/temporary/permanent].

4. PAYMENT:
 Employee will receive a salary of P65520 per year, payable in accordance with the Employer’s
standard payroll schedule.
 Employee will be eligible for [bonus opportunities, commissions, etc.], based on performance
and in accordance with the Employer’s policies.

5. BENEFITS:
Employee shall be entitled to the following benefits:
 Health insurance, retirement plans, paid time off
 Housing allowance

6. PROBATIONARY PERIOD:
Employee will be on a probationary period of 6 months during which either party can terminate the
employment without cause and without notice.

7. TERMINATION:
 This contract may be terminated by either party with 2-4 weeks notice.
 Employer reserves the right to terminate this contract without notice for cause, which includes,
but is not limited to, misconduct or failure to perform duties satisfactorily.

8. CONFIDENTIALITY:
Employee agrees to maintain the confidentiality of all proprietary information of the Employer and will
not disclose such information to any third party without prior written consent from the Employer, both
during and after the term of employment.

11. ENTIRE AGREEMENT:

This Contract constitutes the entire agreement between the parties and supersedes all prior negotiations,
representations, or agreements, either written or oral.

IN WITNESS WHEREOF, the parties hereto have executed this Employment Contract as of the day and
year first above written.

_______________________________
Maphorisa Batani
 For Mandax (Pty) Ltd

_______________________________
Mandipa Dube
Employee

Date: _________________________

[Date]

3.2.3 EXPLAIN EMPLOYER AND EMPLOYESS RIGHTS AND RESPONSIBILITIES IN A CONTRACT

OF EMPLOYMENT

EMPLOYER RIGHTS AND RESPONSIBILITIES

RIGHTS
 Right to Set Employment Terms: Employers have the right to determine the terms and conditions of
employment, including work hours, expectations, and job roles, as long as they comply with applicable
laws.
 Right to Terminate Employment: Employers have the right to terminate employment for valid reasons,
provided they follow legal procedures and contractual obligations (e.g., notice periods).
 Right to Enforce Policies: Employers can enforce workplace policies and procedures, including those
related to conduct, attendance, and performance.

RESPONSIBILITIES:
 Duty to Provide a Safe Workplace: Employers must ensure a safe and healthy work environment,
adhering to occupational health and safety regulations.
 Respect for Employee Rights: Employers must respect the legal rights of employees, including rights
related to discrimination, harassment, and privacy.
 Payment of Wages: Employers are responsible for timely and fair payment of agreed-upon wages,
including deductions for taxes and benefits if applicable.
 Providing Necessary Resources: Employers should provide the resources necessary for employees to
perform their job effectively (e.g., training, equipment).
 Compliance with Laws: Employers must comply with all relevant labor laws and regulations, including
those related to minimum wage, overtime, leave, and employee benefits.

EMPLOYEE RIGHTS AND RESPONSIBILITIES

RIGHTS:
 Right to Fair Treatment: Employees have the right to be treated fairly and without discrimination based
on race, gender, age, religion or disability.
 Right to a Safe Work Environment: Employees have the right to work in an environment that adheres to
safety regulations and is free from hazards.
 Right to Privacy: Employees have the right to privacy in personal matters, although this does not extend
fully to work-related communications and conduct.
 Right to Wages and Benefits: Employees have the right to receive the agreed-upon compensation,
including any benefits, bonuses, or overtime pay as stipulated in the contract.
 Right to Join or Form Trade Unions: Employees have the right to join, or form, unions and engage in
collective bargaining.

RESPONSIBILITIES:
  Duty to Perform Work Diligently: Employees are responsible for fulfilling the duties and responsibilities
outlined in their job description and for performing their work to the best of their ability.
 Compliance with Company Policies: Employees must adhere to workplace policies and procedures,
including those related to conduct, attendance, and performance standards.
 Respect for Others: Employees are expected to treat colleagues, supervisors, and customers with respect
and professionalism.
 Prompt Reporting of Issues: Employees should report any workplace issues, such as harassment or unsafe
conditions, to their employer to enable appropriate action.
 Maintaining Confidentiality: Employees may be required to protect sensitive company information and
maintain confidentiality concerning business practices and client data.

3.2.4 EXPLAIN DIFFERENT METHODS OF SEPARATION BETWEEN THE EMPLOYER AND THE
EMPLOYEE

 RETIREMENTEmployees who reach a certain age or tenure may choose to retire. This often involves
specific retirement processes and can include benefits based on retirement plans.
 RESIGNATIONEmployees voluntarily submit a resignation letter. They usually provide notice (commonly
two weeks) to allow the employer to prepare for their departure
 RETRENCHMENT [1] process of reducing employees by terminating them from the
workforce because of restructuring, or the need to reduce costs and the
employees are entitled to all benefits (1)
 LAYOFFS
 DISMISSALImmediate termination without notice for serious misconduct (e.g., theft, violence).

3.2.5 IDENTIFY ETHICAL CONDUCT IN THE WORK PLACE

 **Integrity and Honesty**: Employees should be truthful in their communications and actions. This
includes transparency in reporting and decision-making.
 *Respect and Fairness**: Treating all colleagues, clients, and stakeholders with dignity and respect,
regardless of their background, ethnicity, gender, or personal beliefs. This also encompasses fair treatment
in hiring, promotions, and performance evaluations.
 *Accountability**: Taking responsibility for one’s actions and decisions, and being willing to accept the
consequences of those actions.
 *Confidentiality**: Safeguarding sensitive information related to the company, employees, and clients.
This includes not disclosing information without proper authority or necessity.
 Compliance with Laws and Regulations**: Adhering to all applicable laws, regulations, and company
policies. This includes labor laws, environmental regulations, and professional standards.
 Promoting a Safe and Healthy Work Environment**: Ensuring that the workplace is free from harassment,
discrimination, and any form of bullying. It also involves promoting health and safety standards.
 Open Communication**: Encouraging an environment where employees feel comfortable voicing
concerns, suggesting improvements, or reporting unethical behavior without fear of retaliation.

3.2.6 EXPLAIN THE BENEFITS OF UPHOLDING ETHICAL CONDUCTS IN THE WORK PLACE

 **Enhanced Reputation**: Organizations that prioritize ethics build a positive reputation, which can
enhance customer trust and loyalty. A strong ethical reputation can differentiate a company from its
competitors.

 **Employee Morale and Retention**: Ethical workplaces foster an environment where employees feel
valued and respected. This leads to higher job satisfaction, lower turnover rates, and improved employee
morale, as individuals are more likely to stay in a workplace that aligns with their values.
  **Productivity and Efficiency**: When ethical standards are upheld, employees are likely to be more
engaged and motivated. A positive culture encourages collaboration and innovation, leading to higher
productivity levels.

 **Risk Management**: Adhering to ethical guidelines helps mitigate legal risks and potential scandals.
Companies that maintain ethical practices reduce the likelihood of fraud, corruption, and other legal issues
that can have costly consequences.

 **Attracting Talent**: Organizations known for their ethical practices are more likely to attract top talent.
Many employees seek employers that align with their personal values and are committed to social
responsibility.

 **Customer Loyalty**: Ethical conduct can foster trust with customers, leading to increased loyalty and
long-term relationships. Customers are often willing to pay a premium for products or services from
companies they perceive as ethical.

 **Stronger Stakeholder Relationships**: Ethical conduct enhances relationships with all stakeholders,
including investors, suppliers, and the community. Transparent and responsible interactions can lead to
better partnerships and collaborations.

 **Positive Work Environment**: A commitment to ethics helps create a workplace culture that values
inclusivity, fairness, and respect. This fosters a supportive environment where employees feel safe and
encouraged to be their authentic selves.

3.2.7 IDENTIFY UNETHICAL BEHAVIOUR BY EMPLOYERS AND EMPLOYEES IN GIVEN

SITUATION

Unethical behavior in the workplace refers to any action or conduct that violates moral principles,
professional standards, or company policies. Examples of unethical behavior include misconduct, which
undermines trust, damages reputations, and can lead to severe consequences for both individuals and
organizations
examples of unethical behavior that can occur among employers and employees in the workplace:

UNETHICAL BEHAVIOR BY EMPLOYERS

 Discrimination: Treating employees unfairly based on race, gender, age, religion, or sexual orientation
rather than individual merit.
 Harassment: Allowing or ignoring harassment, whether sexual, verbal, or otherwise, creates a toxic work
environment.
 Retaliation: Punishing employees for reporting misconduct, speaking up about unsafe working conditions,
or participating in whistleblowing.
 Misleading Communication: Providing false or misleading information about job roles, responsibilities,
compensation, or organizational stability.
 Exploitation: Taking advantage of employees by offering unpaid internships or overworking them without
proper compensation for overtime.
 Invasion of Privacy: Monitoring employees without their consent, such as reading personal emails or
tracking phone usage beyond reasonable workplace oversight.
 Favoritism: Giving preferential treatment to certain employees based on personal relationships rather than
merit.
 Pressure to Commit Unethical Acts: Coercing employees to engage in dishonest practices, such as
falsifying records or misleading customers.
 Ignoring Safety Regulations: Failing to provide a safe working environment or disregarding health and
safety laws to cut costs.
  Misuse of Company Resources: Using company time, funds, or resources for personal benefit or gain.

UNETHICAL BEHAVIOR BY EMPLOYEES

 Dishonesty: Lying about work performance, falsifying timecards, or providing false information on
resumes.
 Theft: Stealing company property or resources, which can include time (e.g., clocking in for hours not
worked) or equipment.
 Gossiping and Spreading Rumors: Engaging in workplace gossip that can damage colleagues' reputations
and create a hostile environment.
 Conflict of Interest: Failing to disclose personal interests that may conflict with the company's best
interests, such as accepting bribes or kickbacks.
 Substance Abuse: Using drugs or alcohol in the workplace, which impairs judgment and affects safety.
 Sabotaging Colleagues: Undermining or sabotaging the work performance of coworkers out of jealousy or
competitive anger.
 Negligence: Failing to carry out responsibilities diligently, which can harm colleagues or the organization.
 Plagiarism or Intellectual Theft: Taking credit for the work of others or using intellectual property
without permission.
 Insubordination: Refusing to follow lawful and reasonable instructions from supervisors or engaging in
disruptive behavior.
 Engaging in Workplace Relationships: Entering into romantic relationships with colleagues where there
is a power imbalance, which could lead to claims of favoritism or sexual harassment.

3.2.8 EXPLAIN THE CONSEQUENCIES OF UNETHICAL BEHAVIOUR IN THE WORK PLACE

### 1. **Legal Repercussions**

- **Lawsuits and Fines:** Unethical practices can lead to lawsuits, regulatory fines, and penalties. Organizations
may face legal battles that can be costly and damaging.
- **Increased Scrutiny:** Engaging in unethical behavior can attract the attention of regulatory agencies, leading
to increased oversight and compliance requirements.

### 2. **Damage to Reputation**

- **Loss of Trust:** Trust is critical in any organization. Unethical actions can erode trust among employees,
clients, and stakeholders.
- **Negative Publicity:** Media coverage of unethical behavior can tarnish an organization’s reputation, leading
to loss of customers and business opportunities.

### 3. **Employee Morale and Productivity**

- **Low Morale:** A workplace culture that tolerates or encourages unethical behavior can demoralize
employees, leading to disengagement and decreased job satisfaction.
- **Increased Turnover:** Employees may leave the organization if they feel the culture is unethical or if they
witness unethical behavior that goes unaddressed.

### 4. **Financial Consequences**

- **Reduced Profitability:** Unethical behavior can lead to poor financial performance due to fines, legal costs,
and the loss of customers.
- **Increased Operational Costs:** Organizations may incur higher costs in addressing the fallout from unethical
practices, such as restructuring, retraining staff, or implementing new compliance measures.

### 5. **Impact on Team Dynamics**

- **Distrust Among Colleagues:** Unethical behavior can create a toxic environment where employees distrust
each other, leading to poor collaboration and communication.
- **Conflict and Tension:** Disagreements and conflicts may arise among team members, disrupting workflow
and lowering overall productivity.
### 6. **Impacts on Leadership**
- **Loss of Credibility:** Leaders who engage in or condone unethical behavior may lose their credibility and
respect among employees and stakeholders.
- **Difficulty in Recruitment:** Companies known for unethical practices may struggle to attract and retain top
talent who prioritize integrity and corporate social responsibility.

3.3THE NEED FOR TRAINING AND DEVELOPMENT OF EMPLOYEES

3.3.1EXPLAIN THE IMPORTANCE OF TRAINING AND DEVELOPMENT IN THE WORKPLACE

3.3.2EVALUATE THE METHODS OF TRAINING

1. on the job training
2. off the job training

3.3.3 DESCRIBE THE VARIOUS TYPES OF TRAINING

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6. mentorship
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3.3.4 DISCUSS THE NEED FOR PERFORMANCE AGREEMENT PLAN

A Performance Agreement Plan (PAP) is a crucial tool in managing employee performance and aligning individual
goals with organizational objectives. Here are some key reasons why a performance agreement plan is needed at
work:

### 1. **Goal Alignment**

- **Clarity of Objectives**: PAPs help ensure that employees understand the organization's goals and how their
individual roles contribute to achieving them. This alignment motivates employees as they see the bigger picture.
- **SMART Goals**: They enable the establishment of Specific, Measurable, Achievable, Relevant, and Time-
bound goals, which provide clear targets for employees to strive towards.

### 2. **Enhanced Accountability**

- **Clear Expectations**: A PAP outlines the responsibilities and expectations for employees, which increases
accountability. Employees are more likely to take ownership of their work when they clearly understand what is
expected of them.
- **Performance Measurement**: By establishing benchmarks and criteria for success, organizations can more
easily assess employee performance and hold individuals accountable for their contributions.

### 3. **Performance Evaluation**

- **Structured Feedback**: Performance agreements facilitate regular feedback sessions, where managers and
employees can discuss progress, address any issues, and adjust goals as necessary. This ongoing dialogue fosters a
culture of continuous improvement.
- **Fair Assessment**: With clearly defined performance metrics, evaluations become more objective, reducing
biases and promoting fairness in performance reviews and promotions.
### 4. **Employee Development**
- **Personal Development**: PAPs can include professional development goals, enabling employees to identify
areas for growth. This can lead to skill enhancement, increased job satisfaction, and better career advancement
opportunities.
- **Training Needs Identification**: By discussing performance needs and goals, managers can identify gaps in
knowledge or skills and tailor training programs to strengthen team capabilities.

### 5. **Motivation and Engagement**

- **Increased Motivation**: When employees have a clear understanding of their goals and the means to achieve
them, they are more likely to be motivated. Recognizing and rewarding achievements outlined in the PAP can
further bolster motivation and job satisfaction.
- **Employee Engagement**: Engaging employees in the goal-setting process fosters a sense of ownership and
commitment. When employees feel involved in their development, they are more likely to be engaged and
productive.

### 6. **Support for Organizational Change**

- **Adaptability**: In a constantly changing business environment, PAPs can help organizations remain agile. They
can be adjusted to reflect changes in strategy, priorities, or market conditions, which allows employees to adapt and
stay aligned with evolving objectives.
- **Cultural Transformation**: Implementing PAPs can instill a performance-driven culture within the organization,
encouraging both individual and team accountability towards achieving collective success.

### 7. **Reduced Turnover**

- **Retention of Talent**: A well-implemented PAP can contribute to higher employee satisfaction and loyalty.
When employees see a clear path for advancement and development, they are less likely to seek opportunities
elsewhere.
- **Conflict Resolution**: Clear agreements also provide a framework for resolving conflicts regarding
performance expectations, which can lead to a more harmonious work environment.

### Conclusion
A Performance Agreement Plan is more than just an administrative tool; it is a strategic framework that fosters an
environment of transparency, support, and growth. By implementing effective performance agreements,
organizations can enhance employee performance, drive engagement, and ultimately contribute to the overall
success of the organization.

3.3.5EXPLAIN THE IMPORTANCE OF EMPLOYEEPERFORMANCE APPRAISAL

PREPARING A JOB ADVERTISEMENT

 It should include job description and job specification
 tell the candidate how to apply for the job and where to apply
 the closing date for application

JOB APPLICATION FORM:

In some cases candidates are only required to fill in a company application form instead of submitting a CV. An
application form is a quick method of screening out applicants in order to produce a short list of candidates for
interview. The questions on the application form should enable the screening manager to check if the applicant is
qualified.
Application forms normally ask for such information as
 Personal details of the applicant
 Educational background
 Employment history
 Other interest and hobbies

PREPARING CURRICULUM VITAE: [it gives a brief history of the applicant]

Contents
1. PERSONAL DETAILS
 Names
 Address and phone number
 Gender
 Marital status
 Date of birth
 2. EDUCATIONAL BACKGROUND
 Schools : primary and secondary
 Tertiary courses done
 Qualifications
 Specialized training

3. WORK EXPERIENCE
 Companies worked for
 Dates of employment
 Positions held

4. INTERESTS
 Hobbies
 Membership of clubs and societies

5. REFEREE

3.3 THE NEED FOR TRAINING AND DEVELOPMENT OF EMPLOYEES

TRAINING: The process of developing the knowledge and skills of workers to enable them to perform their jobs
efficiently.

STATE THE OBJECTIVES FOR TRAINING THE WORKFORCE/WORKERS

 To introduce a new process or new equipment
 To improve the efficiency of the workforce
 To enable unskilled workers to gain some skills and be more valuable to the business.
 To reduce the need for supervision
 To improve the opportunity for internal promotion
 To decrease the chances of accident at the workplace.
 To increase workers skills and knowledge.

DESCRIBE THE TYPES OF TRAINING AVAILABLE TO A BUSINESS

1. INDUCTION TRAINING:
It is an introduction given to a new employee, explaining the firms’ activities, customs and procedures and
introducing them to their fellow workers and on site facilities.
It last for a day or several days depending on the size of the business.

2. ON THE JOB TRAINING:

This is when a worker receives training while he /she is carrying out her normal duties, watching a more
experienced worker doing the job.
It is suitable for unskilled and semi-skilled jobs.

3.3.3 DESCRIBE THE VARIOUS TYPES OF TRAINING

 INDUCTION
 INTERNSHIP
 Apprenticeships: this is when a worker is attached to a business for training
 Mentoring: this is where a new worker is put in the care of an experienced worker in the business not to be
trained but to be given moral support needed to survive in a new environment.
  Coaching: this is where the instructor demonstrates the procedures and techniques to the leaner/trainee and
then allows him to practice
 Retraining: this is updating or refresher courses that have to be attended by all workers in the business. It
is meant to update the skills and knowledge of all workers.
 UNDERSTUDY

ADVANTAGES
 It is a cheaper way of training instead of sending the worker to an outside institution.
 The worker participates in the actual production process while still training, this may increase productivity.
 There is an immediate gain in productivity for the business as the trainee does some work while being
trained.

DISADVANTAGES
 The worker may pick up some of the bad habits of the trainer.[late coming/not dressing well]
 The trainers productivity is reduced because he spends part of the time on the job in training the new
worker
 An experienced worker may have the skill to do the work efficiently but may not have skills required to
train others efficiently.

3. OFF THE JOB TRAINING/ SEMINAR/WORKSHOP

This is the training that takes place away from the actual place of work usually in a college or other institutions of
higher learning such as a specialist training center. The techniques used for training the workers are more varied and
can involve more complex tasks. it often involve classroom learning using lectures, role play, case studies.

ADVANTAGES
 Greater flexibility of the worker—multi skilled
 Greater motivation and commitment of the worker
 Increased productivity
 Improved quality of product
 Improved customer service

DISADVANTAGES
 Loss of output /reduced output while training
 Cost of training is high
 Workers may leave to join another business shortly after training

BENEFITS FROM TRAINING

FOR THE WORKER

 The worker feels valued by the business, this result in greater commitment and dedication to duty and
desire to stay in the business for a longer period
 Opportunity to develop skills and knowledge
 May improve job satisfaction because the worker is more competent in the performance of his/ her duties

FOR THE BUSINESS

 It improves quality of output
 It brings new ideas and skills that could improve efficiency, productivity or profitability.
 Better health and safety measures help to reduce accident on the job and raise standards
 It helps to develop individual and team competence and improves performance in terms of output, quality
and speed of operation
 Greater motivation and commitment of the employees.

COSTS OF TRAINING
 Resource materials for the trainees, this may include coursework materials, work books,
printout and writing materials
  The trainees fee for the job if its off job training or wage if its on job training
 Administration costs of the training department.
 Loss of production while helping trainees during induction period
 Costs of any external examination

3.3.5 EXPLAIN THE IMPORTANCE OF EMPLOYEE PERFORMANCE APPRAISAL

WORKER APPRAISAL: A process of reviewing a workers’ performance at the workplace conducted for the
purpose of manpower planning within the organization.

EXPLAIN THE PURPOSE OF APPRAISING WORKERS

 To identify people who deserve to be promoted.
 To identify people who should be redeployed or transferred to other departments/ branches.
 To identify training needs which will help individual workers to do their job better.
 To motivate staff by discussing and recognizing their achievements as well as providing an
opportunity for them to discuss prospects and problems.
 To help management make decisions on pay increase or merit award.

3.2.4 EXPLAINDIFFERENT METHODS OF SEPARATIONBETWEEN EMPLOYER AND EMPLOYEE

DISMISSAL: Sudden termination of a workers employment contract because of misconduct or incompetence. The
worker losses all benefits [pension/leave pay] and is entitled to only the amount of wages/ salary earned up to the
time of dismissal.
NB: The employer has to serve the worker with a one or three months notice before terminating his/her appointment.

A worker may be dismissed because of the following reasons:

 Misconduct e.g. disobeying authority, being dishonest by hiding his criminal record.
Lack of ability or incompetence
 Refusal to accept change in duties
 Stealing

Verbal warning Written warning Second written warning Dismissal

and suspension

REDUDANCY: A situation where a worker loses his/her job because it no longer exists or the business needs to
reduce the number of workers. The employee is given some money as compensation and is entitled to all benefits.

Redundancy may occur because:

 The business has been forced to stop trading or is closing down
 The business no longer has the capacity to employ the same number of workers.
 New machines have been introduced to replace workers.
 The business is experiencing falling sales and profits.
 The business has merged /taken over and certain positions are no longer necessary

RESIGNATION
RETIREMENT
LAYOFF
RETRECHMENT