MBARARA UNIVERSITY OF SCIENCE AND TECHNOLOGY
FACULTY OF SCIENCE
DEPARTMENT OF EDUCATIONAL FOUNDATIONS AND PSYCHOLOGY
MASTER OF EDUCATION
HRM7201 ADVANCED HUMAN RESOURCE MANAGEMENT IN EDUCATION
LECTURER’S NAME: DR. MARTHA KYOSHABA
NAMES:
KOMUJUNI GETRUDE
REG. NO:
2022/MED/031/PS
Individual assignment
Given: August 7, 2023
Expected August 14, 2023
INSTRUCTIONS
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Please send a soft copy to mkyoshaba@must.ac.ug
Please give all the hardcopies to Ms. Justine Aturinde
Limit the number of pages to three
Use APA style for writing and referencing
Attach the Turnitin report on submission, Ms. Berina of the Library can help to open accounts
for you. Contact her on0788540522
Congratulations, after the School Board saw your impressive Master of Education Degree from
MUST, they decided to promote you to the office of School Human Resource Manager.
Your very first task is to fill a few key positions in the school.
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What process would you follow to ensure that the positions are filled by the best candidates
After filling the positions, what would your office put in place to ensure staff retention
At the end of the employee’s first year, guide management on how the appraisals should be
done.
-END-
1.School human resource manager refers to a high skilled and well trained personnel
responsible for overseeing the issues related to workers , finding out the gaps that need to be
filled , workers payments , code of conduct , rules and regulations according to the constitution
of the republic of Uganda and laws governing the employees . Human resource manager is
responsible
For good working relations and recruitment of workers.
Here are some of the processes that would be followed to ensure that the positions are filled by
the best candidates.
Identifying the positions or gaps is very crucial because one cannot recruit without knowing
where the need is and which qualifications, skills knowledge and experience needed.
As a human resource officer, I wound also do make plan on the procedures to be taken during
the process of recruitment whether internal or external advert. I will also set objectives which
can suit the newly identified gaps.
Specifying job descriptions is also very crucial. Here I will describe the job gaps including the
specific classes or areas whether school nurse
, cook or teachers and specifically their
qualifications, educational back ground and level of attainment , which subjects, for example I
may need masters , graduates , diploma holders , grade three teachers or teachers who studied
special needs courses. Also here I will set time for receiving applications and deadline, the
mode of applying whether through email or hand written. The next step will be receiving the
application letters. If the advert is open for everyone will help to get many competent
candidates who are able to fill the gaps.
As human resource, I will start reviewing the applications received and eliminate those who
don’t qualify for example those who did not attach relevant or certified documents and remain
with the competent ones. I will invite the team which will also review and choose the right
competitors and put them on short list which will be displayed for viewing.
Conducting interviews depends on the number of short listed candidates if the shortlisted are
too many then I would conduct aptitude test as an elimination method to remain with few who
are best. Then finally oral interviews panel sits to conduct oral interviews. All this is done to
get the best candidates.
After conducting interviews, I will hold meeting with the interview panel to analyze the
feedback and get the best scores. Here the best candidates will be shortlisted to be given job
according to job descriptions.
The identified candidates are then invited for posting and here they will be required to write
acceptance letters according to the agreed terms and conditions as reflected in the job
description and finally they are given appointment and posting instructions.
Finally the orientation and induction is carried out before actual work to help them get
equipped with procedures, knowledge and skills.
2. Employee retention refers to the act of keeping the workers by avoiding turnovers .This can
be done using a number of factors and the following are some of them.
A communication skills one of the crucial factors for employee retention. The way how
manager communicates with the employees matters a lot for example if the manager is rude,
abusing or always gives negative words, there will be less morale, low self- steam and hence
high turnover retention.
Giving rewards and incentives to employees is also very important. This can arouse motivation
and interest which will make them love the place and their work respectively.
Staff appraisal and recommendation for further appointment can also promote employee
retention can also promote employee retention. These appraisals help to identify suitable
teachers to be given promotions. But employees work and are not appraised that means they
will force them to seek for transfers.
In addition also, as a manager you need to appoint your employees for example heads of
department to make them feel that they are recognized.
There is also need for refresher courses to enable employees / teachers remain with up-to date
information , improve on knowledge and skills since some information charge from time to
time for example in social studies hake George used to be a crater but now it no longer
considered in this sentence ; ‘’ clap for him’’ currently ‘’clap him’’ and so on. This will greatly
motivate them.
Support supervision is also important for employee’s retention. It helps employees to work
better and produce better results hence good name of both the teacher and educational
institution which may result into promotion and rewards.
Delegation of duties is also crucial since it promotes motivation, leadership practices and selfesteem. It promotes smooth flow of information thus avoiding conflicts and clear direction,
unlike the manager who does everything including to the extent of purchasing tomatoes, onions
and others for welfare which demotivates responsible teachers.
Guidance and counseling is also important to the retention of employees because there are
some with personal challenges such as domestic, sickness and others extrinsic or intrinsic. This
can motivate them to be retained for many years.
Feedback should always be given regularly after most especially after support supervision. This
should be given in a professional way to avoid embarrassment.
As manager , I can also ensure staff retention through socializing with them in times of sorrows
and joy such as attending their functions , burials , giving them field trips , eating with them
such sharing , giving and receiving.
3. Staff appraisal refers to continuous supervising the employees and making a written report by
the supervisor. This is done by the appraiser forms are submitted annually.
There are many ways I can guide the management on how the appraisals as follows,
When filling appraisals for staff the out puts should be importantly considered. These may be
viewed in what they have been doing as lesson preparations, responsibilities held and the
performance in terms of inside and outside class room activities.
Individual personal behavior is also a crucial consideration. This is how a staff conducts
him/her self towards fellow staff members , the immediate supervisors , the learners , parents
and even community, for example has he/she been in disciplinary committee before and others.
Feedback can also be considered for example the prior reports of that teacher such as
performance , punctuality as in daily
attendance ,reports and compare with the current
information to notice whether there is improvement or not.
The organizations objectives, goals mission and core values can also be considered when
appraising a staff member. For example is that staff working towards the institution’s
objectives and so on.
Performance indicators should also be considered when appraising a staff member. This is
derived from the job descriptions.
And finally ways how to help that staff member in weak areas should be considered and this
should be done in a peaceful and professional manner.
References
Adler, S. (2015). Getting rid of performance ratings: Genius or folly? Paper presented at the
30th
Annual Conference of Society for Industrial and Organizational Society (SIOP), Philadelphia, PA.
Allen, D. G. (2008). A guide to analyzing and managing employee turnover. SHRM
Foundation
Effective Practice Guidelines Series (pp. 1–43).
Allen, D. G., Bryant, P. C., & Vardaman, J. M. (2010). Retaining talent: Replacing
misconceptions with evidence-based strategies. Academy of Management Perspectives 24, 48–
64
Bennett, N., and Lemoine, G.J. (2014). What a difference a word makes: Understanding threats
performance in a VUCA world. Business Horizons, 57(3), 311–17.
Billsberry, J. (2000) Finding and keeping the Right People , 2nd edn, London, Prentice-Hall.
Cowling, A.G. and Mailer, C.J.B (1981) Managing Human Resources , London, Edward Arnold.
Daft, R. (2015). Organization Theory and Design. Boston, MA: Cengage Learning.
Ludlow, R. and Panton, F. (1991) The Essence of Successful Staff Selection , London,
Hall.
Prentice-
to