CHINHOYI UNIVERSITY OF TECHNOLOGY

BUSINESS RESEARCH METHODS

CUROMM208
PRACTICAL ASSIGNMENT

SURNAME NAME REG NUMBER

GWATSVAIRA TADIWA C22152292Y

DANDAWA MICHAEL C21147441O

ZHOYA TINASHE C21144282S

CHAKAINGESU NOKUTENDA C22149104Y

CHIKUYA FADZAI C22149990J

ZVAMASHAKWE NATALIE C22149415J

CHITIGA MICHELLE C22150359U

DZUMBUNU TARIRO C22151215O

MUSARURWA EMILY R C22149493O

MWALE ETHEL C22149437H

MASUKU SHEILA C22152046U

CHAMHERE ASHLEY C22152479E

MUJENGE TINASHE C20143332Q

Chapter 1: RESEARCH TOPIC

The effect of human capital management on departmental performance. A case of GMB

Chinhoyi, Zimbabwe.

Introduction

Background of the study

Globally, agricultural marketing boards often face human resources management relative to
other firms, some firms have even consolidated while others are still relatively small (Phil
Kenkel, Zachary Crossan, 2019). Human resources are the most valuable assets of an
organisation in order to stay competitive in the industry as poorly structured human resource
management leads to low performance (Forauzan Rezaei et al, 2021).

With regards to practical implications, human resource management is used to improve the
employees’ talent through retention processes, development thus these should be taken into
account by organisations (Meyers, M, C, et al 2013). Vital development of human resources
through on the job training and leadership training helps in the achievement of tackling
present level assignments as well as coping with higher level programs for talent employees
(Kooij et al, 2013).

Unlike capital investments or patents, a properly developed human resource system of

management is an invisible asset that moulds value when used in the operational system of a
firm or department thus improves the firm’s capabilities (Itami, 1987).

Organisations need to improve existing employee skills through trainings and acquire new
ones maybe through recruiting additional employees thus indicates that human resource
management and development are crucial so as to have a competitive advantage in the market
(Mbah Paulinus Chigozie et al, 2018). The effective management of human resources
involving activities such as provision of adequate supply of capable employees to the
departments in need so as to foster increased performance and increased profits (James
Nwoye Obi, 2015).

Moreover, human resource practises are in association with effective commitment as

everyone wants to be associated with a winning team to develop positive attitudes therefore,
proper motivation to realise a change in business success (Harriett J Kidombo, 2007).Based
on human capital management , recruitment of employees is a greater challenge, so
companies should adopt a broad array of recruiting methods not forgetting employee
communication with more formal systems (Phil Kenkel, Zachary Crossan, 2019)

Human capital is a key resource for commercial success as the efficiency and profitability is
highly associated with a higher human capital efficiency (Carla Morris, 2015).
Statement of the problem

The current research focuses on addressing the problem at hand by assessing the effect of
human capital management on departmental performance within the Grain Marketing Board
(GMB) sector in Zimbabwe. Employers evaluate human capital management and projecting
the profit increase generated by human capital to help managers to make decisions (Hiroki
Iwamoto, Masako Takahashi, 2015). Other researchers stated that human capital is concerned
with the added value humans provide for organisations to ensure a competitive advantage
(Uzzal Hossain, Ishita Roy, 2016).

Several studies have been done indicating the impact of human capital management to
improve the financial position or market position. However though human capital is viewed
as an asset there are other factors that should be considered to ensure there is proper
maintenance through training development programmes, employee motivation and fair
recruitment for all employees to cater for all categories. Most managers ignore the need to
motivate staff but rather focus much on an improved competitive advantage and financial
position, thus some GMB’s remain small in size, some have even consolidated.

Employees face job insecurity, thereby the knowledge gap in this study tends to explain on
the impact of recruitment, training to foster the relation between human capital management
and perceived departmental performance

Research objectives

To determine the effect of human capital management on departmental performance

1. To examine the role played by training development in promoting departmental

performance
2. To test the effect of recruitment process on departmental performance
3. To explore the extent to which employee motivation in boosting departmental
performance

Research questions

1. What is the impact of training development on departmental performance?

2. What is the effect of recruitment on departmental performance?
3. What is the influence of employee motivation on departmental performance?

Research hypotheses – Quantitative study

H1. Training development positively influences departmental performance

H2. Recruitment process has a positive impact on departmental performance

 H3. Employee motivation has a positive effect on departmental performance

Conceptual framework

Training development

Recruitment process Departmental performance

Employee motivation

Chapter 2: LITERATURE REVIEW

Introduction:

The Department of Grain Marketing Board (GMB) plays a crucial role in grain industry,
responsible for marketing, storing, and distributing grains. This literature review explores the
effects of Human capital management on the Grain Marketing Board, examining its impact
on employee performance, organizational efficiency, customer satisfaction, and overall
productivity.

According to Kearns (2005) human capital management as a process that is concerned with
obtaining, analysing and reporting data that inform the direction of value adding people
management, strategic investment and operational decisions at cooperate level and at level of
front line management. Bontis et al (1999) described human capital management as a
representative of the human factor in the organization, the combined intelligence, skills and
expertise that gives the organization, it’s distinctive character. Schultz (1961), perceived it as
knowledge, skills and abilities of the people employed in an organization.
Human capital management (HCM) is a strategic approach to managing employees focusing
on recruitment, training, development and retention.

According to Smith, J. et al. (2018) performance is the execution of a task or activity, often
measured through various indicators such as accuracy, speed, efficiency, or quality.

Noer et all (2017) defined performance as the manner in which a person, group or
organisation or system accomplishes tasks, achieves goals or deliver results

Performance refers to the achievement of desired outcomes, results or goals through effective
and efficient use of resources, skills and efforts.

Dimensions of Human Capital Management include the following:

1. Recruitment and Selection Identifying and attracting top talent to fill vacant positions
within the organization.

- Reference: Phillips, J. J., & Gully, S. M. (2015). Strategic staffing. Pearson.

2. Training and Development Providing employees with the necessary skills and knowledge
to perform their roles effectively and grow within the organization.

- Reference: Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human
resource managemen Gaining a competitive advantage.McGraw-Hill Education.

3. Performance Management: Establishing processes to evaluate and improve employee

performance, aligning individual goals with organizational objectives.

- Reference: Aguinis, H. (2019). Performance management.Pearson.

4. Employee Engagement:Fostering a positive work environment where employees are

motivated, committed, and invested in their work.

- Reference: Macey, W. H., & Schneider, B. (2008). The meaning of employee

engagement.Industrial and Organizational Psychology, 1(1), 3-30.

5. Succession Planning: Identifying and developing internal talent to fill key leadership
positions in the future.
 - Reference: Rothwell, W. J., Jackson, R. D., Knight, A. W., & Lindholm, J. E. (2005).
Planning and managing human resources: Strategic planning for personnel management.
Human Resource Development.

Challenges in Human Capital Management:

1. Talent Retention: Difficulty in retaining skilled employees due to competition, lack of

career advancement opportunities, or dissatisfaction.

- Reference: Allen, D. G., Bryant, P. C., & Vardaman, J. M. (2010). Retaining talent:
Replacing misconceptions with evidence-based strategiesAcademy of Management
Perspectives, 24(2), 48-64.

2. Skill Gaps:Mismatch between the skills possessed by employees and the skills required for
current or future job roles.

- Reference: Ployhart, R. E., & Moliterno, T. P. (2011). Emerging issues and future
directions for the field of human resource management.Journal of Management, 37(2), 152-
196.

3. Workforce Diversity:Managing a diverse workforce, including differences in age, gender,

ethnicity, and cultural backgrounds, to foster inclusion and equity.

- Reference: Ferdman, B. M., & Deane, B. R. (2014). Diversity at work: The practice of
inclusionJohn Wiley & Sons.

4. Technological Disruption: Adapting to advancements in technology, automation, and

artificial intelligence, which may impact job roles and required skill sets.

- Reference: Davenport, T. H., Harris, J., & Shapiro, J. (2010). Competing on talent
analytics.Harvard Business Review, 88(10), 52-58.

5. Change Management: Effectively managing organizational changes, such as restructuring

or mergers, while minimizing negative impacts on employee morale and productivity.

- Reference: Cummings, T. G., & Worley, C. G. (2014). Organization development and

change Cengage Learning.
Benefits of Human Capital Management

1. Improved Employee Satisfaction: Human capital management practices that prioritize

employee well-being and development lead to higher levels of job satisfaction.

- Reference: Wright, T. A., & Cropanzano, R. (2000). Psychological well-being and job
satisfaction as predictors of job performance Journal of Occupational Health Psychology,
5(1), 84-94.

2. Enhanced Productivity Investing in employee training, development, and engagement

results in increased productivity and performance levels.

- Reference: Becker, B. E., Huselid, M. A., & Beatty, R. W. (2009). The differentiated
workforce: Translating talent into strategic impact Harvard Business Press.

3. Better Organizational Performance:Effective Human capital management contributes to

overall organizational success by aligning human capital strategies with business objectives.

- Reference: Huselid, M. A. (1995). The impact of human resource management practices

on turnover, productivity, and corporate financial performance. Academy of Management
Journal, 38(3), 635-672.

4. Increased Innovation Nurturing a culture of continuous learning and development

encourages innovation and creative problem-solving among employees.

- Reference: Shin, S. J., & Zhou, J. (2007). When is educational specialization

heterogeneity related to creativity in research and development teams? Transformational
leadership as a moderator.Journal of Applied Psychology, 92(6), 1709-1721.

5. Competitive Advantage: Organizations that effectively manage their human capital gain a
competitive edge in the marketplace through increased agility and adaptability.

- Reference: Boxall, P., & Purcell, J. (2011). Strategy and human resource management
Palgrave Macmillan.

These references provide a comprehensive understanding of the dimensions, challenges, and

benefits of human capital management.

According to studies it has consistently shown that effective Human capital management
practices lead to improved employee performance (Huselid, 1995; Guest, 2011).
Training and development programs enhance employees’ skills and knowledge, increasing
their ability to perform tasks efficiently (Noe, 2010). Performance management systems help
identify areas for improvement, enabling targeted interventions (Aguinis, 2013).

Grain Marketing Board employees who receive regular training and feedback demonstrate
higher productivity and job satisfaction (Mwanga, 2017).

According to studies

Human capital management practices have a positive impact on organizational efficiency.

Strategic workforce planning ensures the right employees are in the right roles, reducing
labour costs and improving productivity (Boudreau, 2010).

Effective performance management systems streamline processes, minimizing waste and

maximizing output (Hackman, 2011).

GMB’s implementation of HCM practices resulted in reduced employee turnover, saving

costs associated with recruitment and training (Grain Marketing Board, 2020).

Studies show that Human capital management influences customer satisfaction through
improved employee attitudes and behaviours. Employee engagement and motivation directly
affect customer satisfaction (Harter, 2013). Training programs focusing on customer service
skills enhance employees’ ability to meet customer needs (Zeithaml, 2013). GMB’s customer
satisfaction ratings improved significantly after implementing HCM practices, including
employee training and empowerment initiatives (Mwanga, 2017).

According to various studies Human capital management practices have a positive impact on
productivity. Effective recruitment and selection processes ensure the right employees are
hired, reducing errors and improving output (Schneider, 2013). Performance management
systems encourage employees to work efficiently, meeting productivity targets (Aguinis,
2013). GMB’s productivity increased after implementing HCM practices, including goal-
setting and performance feedback (Grain Marketing Board, 2020).

Conclusion:

The literature demonstrates that effective Human Capital Management practices have a
positive impact on the Grain Marketing Board, improving employee performance,
organizational efficiency, customer satisfaction, and productivity. Strategic workforce
planning, training and development programs, performance management systems, and
employee empowerment initiatives are crucial for achieving these outcomes. The Grain
Marketing Board can enhance its effectiveness by continuing to invest in Human Capital
Management practices, ensuring alignment with organizational goals and objectives.
References:

Aguinis, H. (2013). Performance management. Routledge.

Boudreau, J. W. (2010). Strategic human capital management: Where do we go from here?

Journal of Management, 36(6), 1366-1373.

Grain Marketing Board. (2020). Annual Report 2020.

Guest, D. E. (2011). Human resource management and employee well-being. Journal of

Management, 37(5), 1356-1373.

Harter, J. K. (2013). Employee engagement and organizational performance. Journal of

Organizational Behaviour, 34(5), 641-655.

Huselid, M. A. (1995). The impact of human resource management practices on turnover,

productivity, and corporate financial performance. Academy of Management Journal, 38(3),
635-672.

Mwanga, E. (2017). The impact of human capital management on employee performance in

the grain industry. Journal of Human Capital Management, 1(1), 1-12.

Noe, R. A. (2010). Employee training and development. McGraw-Hill.

Schneider, B. (2013). Employee selection and employee performance. Journal of Applied

Psychology, 98(5), 931-944.

Zeithaml, V. A. (2013). Service quality, profitability, and revenue growth. Journal of

Services Marketing, 27(4), 352-363.References:

Day, D. V., & Zaccaro, S. J. (2004). Leadership development: A review of the literature. In J.
Antonakis, A. T. Cianciolo, & R. J. Sternberg (Eds.), The nature of leadership (pp. 359-383).
Sage Publications.

Gupta, A. K., & Gupta, R. K. (2018). Knowledge management: A review of the literature.
Journal of Management Information Systems, 35(2), 241-266.

Kraimer, A. I., & Jackson, S. E. (2010). Talent management: A review of the literature.
Journal of World Business, 45(2), 141-148.

Pritchard, R. D., & Schinkel, A. J. M. (2011). Employee productivity: A review of the

literature. International Journal of Management Reviews, 13(2), 141-164.

Singh, S. K., & Sharma, A. K. (2018). Employee engagement: A literature review. Journal of
Management Development, 37(2), 140-155.

Smith, A. M. C. S., & Shipton, J. M. (2012). Organizational learning: A review of the

literature. Journal of Workplace Learning, 24(2), 111-124.
Stewart, B. R., & Harte, M. A. (2010). Human capital return on investment: A review of the
literature. Journal of Human Resource Costing & Accounting, 14(2), 141-164.

Chapter 3: RESEARCH METHODOLOGY

Research design

Exploratory research design

This study will employ a cross sectional design. Data will be collected at a single point in
time to assess the relationship between human capital factors and department performance.

Human capital development is the process of helping people to acquire expertise. In an

organizational context, it is the process by which GMB Chinhoyi help their employees in a
continuous and planned way in order to acquire or sharpen their abilities required to perform
various functions associated with their present or expected future roles; develop their general
skills as individuals, discover and utilize their inner potential for their own and/or
organizational development purposes; develop an organizational culture in which supervisor
subordinate relationships, teamwork and collaboration among sub-units are strong and
contribute to the professional well-being, motivation, and pride of employees working at the
Grain Marketing Board of Chinhoyi

Case study example

The Impact of Career Management on Organizational Performance: A Case Study of

Grain Marketing Board

• P. Katsuro, Vester Ndlovu, +2 authors Tsungai M Katsuro

• Published 2015

• Business

• International Journal of Management Sciences

This study examined the Impact of Career Management on Job Performance at Grain
Marketing Board (GMB). The research was motivated by the fact that there has been gross
underutilisation of both skills and capabilities of employees at GMB. There are unstructured
career policies and practices at GMB and as a result, employees perceive their careers as their
personal responsibilities. The main objective of the study was to examine the impact of
Career Management on Job Performance at GMB.

The findings of the study revealed that:

i) Most of the employees were both not aware of the current career policies and
practices at GMB and agreed that management did not involve all employees in
career management programmes
ii) Career management positively influenced productivity and job performance
iii) Most of the non-managerial employees were not committed to GMB as revealed by
high labour turnover.

The study recommends that:

i) Career advice and career management awareness programmes be offered to all

employees as ways of improving career policies and practices
ii) Effective and efficient career policies and practices be put in place so as to boost
employee commitment; reduce absenteeism, frustrations and incompetence,
iii) GMB must restructure its training and development manual and include career
management in its company strategy so that all employees benefit
iv) Employees must also be made aware of the fact that the ultimate responsibility for
career management rests with them although the employer is providing such a
framework.

Research approaches/ strategies

In the ongoing study we will employ a quantitative research approach to investigate the
relationship of human capital with department performance.

Population

The target population will be all permanent employees working within the GMB Zimbabwe
in Chinhoyi.

Sampling techniques and methods

A stratified random sampling method technique will be used. The population will be divided
into strata based on departments for example finance, deliveries, management and marketing
and a random sample will be drawn from each stratum to ensure representation

Sample size

The sample size will be determined by the number of people willing to participate based on
the desired confidence level and effect size
Research instruments

For our research instruments we will use interviews and questionnaire

A limited number of interviews will be carried out with employees, department heads and
managers to gain deeper insights into their perspectives on human capital and its impact on
performance

A self-administered questionnaire will be developed to measure perceptions of human capital

factors within GMB Chinhoyi e.g. skills development opportunities, leadership, effectiveness
and employee motivation

Questions we intend to ask when conducting an interview at GMB Chinhoyi

1. In your own opinion, how well does GMB Chinhoyi branch equip its employees with
the skills an knowledge they need to perform their jobs effectively

2. Can you describe any opportunities for training and development that you have
participated in at GMB

3. How beneficial were these experiences

4. How would you rate the effectiveness of leadership within your department

5. How well does communication flow between different levels of the organization eg
management and employees

6. Have you ever witnessed a situation where a lack of skills or knowledge hindered
departmental performance

7. How would you describe the overall morale and motivation within your department

8. How do you think GMB Chinhoyi could improve its human capital management
practices to better support departmental performance

By asking these questions we can be able to gain valuable insights from employees about
their experiences with human capital practices and how these practices influence
departmental performance at GMB Chinhoyi

Data collection procedures

Questionnaires will be distributed electronically or through a secure online platform.

Interviews will be audio recorded with participant consent and transcribed for analysis.
Questionnaire sample

1. How satisfied are you with the opportunities for training and development provided by
GMB Chinhoyi

Very satisfied

Neutral

Dissatisfied

Very dissatisfied

1. Do you feel your current skills and knowledge are sufficient to perform your job
effectively?

Yes

No

2. In your opinion, how well does GMB Chinhoyi invest in its human capital

Very well

Neutral

Not very well

3. How satisfied are you with your overall work experience at GMB Chinhoyi

satisfied

neutral

Not satisfied

4. How confident are you in your ability to adapt to new technologies and processes?

Very confident

Neutral
 Not confident

5. How motivated are you to go an extra mile at work

Very motivated

Neutral

Demotivated

Ethical considerations

This study will adhere to ethical research principles. All participants will be informed of the
study objectives, their right to withdraw at any stage and the confidentiality of their
responses. Informed consent will be obtained before data collection