An Analysis Of Human Resource Planning As A Tool For Improving Organisational Performance

An Analysis of human resource planning as a tool for improving organisational performance
Tonderai Jemedze (R101040H) Page i
APPROVAL FORM
Faculty of Social Sciences
Department of Human Resource Management
APPROVAL FORM
The undersigned certifies that they have read and recommends to the Midlands State University
for acceptance; a dissertation entitled: An Analysis of human resource planning as a tool for
increasing organisational performance. A case study of Mimosa Mining Company
Submitted by Tonderai Jemedze in partial fulfilment of the requirements of the Bsc (Honours)
Degree in Human Resource Management.
Supervisor: ------------------------------------- Date -------------------------
Chairperson----------------------------------------------------- Date --------------------------
External Examiner---------------------------------------------- Date----------------------------

Tonderai Jemedze (R101040H) Page ii
RELEASE FORM
Faculty of Social Sciences
Department of Human Resource Management
RELEASE FORM
Name of author: Tonderai Jemedze
Title of dissertation: An Analysis of the impact of human resource planning as a tool for
increasing organisational performance. A case study of Mimosa Mining Company.
Degree to which the dissertation was presented: Bsc (Honors) Degree in Human Resource
Management.
Permission is hereby granted to the Midlands State University library to produce single copies of
this dissertation and to lend or to sell such copies for private, scholarly or scientific research only.
The author does not reserve other publication rights and the dissertation nor may extensive
extracts from it be printed or otherwise reproduced without the author‟s written permission.
Date ……………………..
Signed …………...............

Tonderai Jemedze (R101040H) Page iii
ABSTRACT
Human resource planning (HRP) has received a considerable attention as a method of linking
strategic organisation objectives to human resource programs and policies. A fairly large
body of literature has evolved advocating the use of formal, comprehensive human resource
planning approaches in organisations. The underlying assumption is that human resource
planning applications can have a major positive impact in the areas of personnel cost-
effectiveness, employee productivity, and management resource development. Recent
writings on Human Resource Planning (HRP) have emphasized prescriptions of how firms
should conduct human resource planning. The purpose of this study is to explore the impact
of human resource planning on organisational performance. The overriding question guiding
this study is to find out if there is relationship between human resource planning and
organisational performance. The intention of this exploratory study further goes beyond
identifying human resource planning methods currently used by the organisation and how
they lead to increased organisational performance, to investigate benefits associated with
human resource planning to the organisation, to identify challenges faced in implementing
human resource planning and lastly to establish a board of knowledge that can be used by
Mimosa to improve organisational performance. The research on this topic was carried out at
Mimosa Mining Company hence it was a case study. The purposive sampling and stratified
random sampling methods were used, data was analysed using Miles and Hubermen (1994)
method on this research. The research findings indicate that human resource planning plays a
pivotal role in increasing organisational performance. Therefore, human resource planning if
applied properly will aid as a catalyst in improving organisational performance.

Tonderai Jemedze (R101040H) Page iv
DEDICATIONS
TO MY FAMILY WITH LOVE

Tonderai Jemedze (R101040H) Page v
ACKNOWLEDGEMENTS
This dissertation is the final and the biggest piece of my Honors Degree in Human Resource
Management and it would be impossible to complete it without experienced help and support
from others. Therefore, I would like to thank my supervisor Miss T. Nyanhete for help,
understanding, guidelines and prompt responses during my research. Many thanks also go to
my brothers and sisters who stood with me for the entire period of research. I would also like
to thank members of the HR department at Mimosa Mining Company who helped me to
carry out my research.
Finally, I am most grateful to God for helping me through the writing of this project. I am
also indebted to my parents for all the support up to the end of the research.

Tonderai Jemedze (R101040H) Page vi
DEFINITION OF KEY TERMS
Human Resource Planning
Decenzo and Robbins (2003) Human resource planning is the process by which an
organisation ensures that it has the right number and right skills, at the right place, at the right
time, capable of effectively and efficiently completing those tasks that will help the
organisation achieve its overall objectives.”
Organisational Performance
Wilcoxson (2000), states that organisational performance may be assessed by comparing the
achievement of several organisational goals in specific measurable areas (e.g. production
output, number of clients seen, percentage increase in profit), or by assessing the performance
of the whole organisation against a pre-determined set of expectations.
Human Resource Management
According to Bratton and Gold (2007:3), Human Resource Management “is a strategic
approach to managing employment relations which emphasizes that leveraging people‟s
capabilities is critical to achieving competitive advantage.”

Tonderai Jemedze (R101040H) Page vii
LIST OF ACRONYMS
ABP Annual Budget plan
ATP Annual Training Plan
BSHEMC Basic Safety, Health and Environmental Management Course
FY Financial Year
HN Higher National Diploma
HND National Diploma
HOD`s Head of Departments
HOS`s Head of Sections
HR Human Resource
HRM Human Resources Management
HRP Human Resource Planning
ICT Information Communication Technology
ISO International Organisation for Standardisation
LHD Lock Haul Dump
LTI`s Lost Time Injuries
MOU`s Memorandum of Understanding
OHSAS Occupational Health and Safety Assessment Series
SHE Safety Health and Environment
UV Utility Vehicle

Tonderai Jemedze (R101040H) Page viii
Table of Contents
APPROVAL FORM................................................................................................................................i
RELEASE FORM................................................................................................................................... ii
ABSTRACT........................................................................................................................................... iii
DEDICATIONS..................................................................................................................................... iv
ACKNOWLEDGEMENTS.................................................................................................................... v
DEFINITION OF KEY TERMS ........................................................................................................... vi
LIST OF ACRONYMS ........................................................................................................................ vii
INTRODUCTION ..................................................................................................................................1
BACKGROUND OF STUDY................................................................................................................2
PROBLEM STATEMENT...................................................................................................................11
JUSTIFICATION OF STUDY.............................................................................................................12
CONCEPTUAL FRAMEWORK .........................................................................................................13
RESEARCH METHODOLOGY..........................................................................................................15
RESEARCH APPROACH ...............................................................................................................15
RESEARCH DESIGN......................................................................................................................16
SAMPLING FRAME .......................................................................................................................16
SAMPLE SIZE .................................................................................................................................17
SAMPLING PROCEDURE .............................................................................................................17
SOURCES OF DATA ..........................................................................................................................18
PRIMARY SOURCES .....................................................................................................................18
SECONDARY SOURCES ...............................................................................................................19
DATA PRESENTATION AND ANALYSIS ......................................................................................20
ETHICAL CONSIDERATIONS..........................................................................................................21
LIMITATIONS.....................................................................................................................................22
SCOPE OF DELIMITATIONS............................................................................................................23
DATA PRESENTATION.....................................................................................................................24
DATA ANALYSIS...............................................................................................................................44
RECOMMENDATIONS......................................................................................................................57
CONCLUSION.....................................................................................................................................59
REFERENCES .....................................................................................................................................60
APPENDICES ......................................................................................................................................63

Tonderai Jemedze (R101040H) Page ix
APPENDIX 1: Cover Letter .............................................................................................................63
APPENDIX 3: Interview guide for HR Personnel and Senior Managers.........................................67
APPENDIX 4: Interview Guide for Middle and Junior Managers...................................................68

Tonderai Jemedze (R101040H) Page x
LIST OF TABLES
TABLE 1: SAMPLE FRAME .....................................................................................................................................17
TABLE 2: RESPONSE RATE.....................................................................................................................................24
TABLE 3: RESPONSE RATE AS PER DEPARTMENT ...................................................................................................25
TABLE 4: DEMOGRAPHIC CHARACTERISTICS ........................................................................................................26
TABLE 5: KNOWLEDGE OF HUMAN RESOURCE PLANNING PROCESS .......................................................................29
TABLE 6: SUMMARY OF TRAINEES.........................................................................................................................34
TABLE 7: ACCIDENT RATE 2009-13 ......................................................................................................................38
TABLE 8: RELATIONSHIP BETWEEN RETENTION AND ORGANISATIONAL PERFORMANCE........................................39

Tonderai Jemedze (R101040H) Page xi
LIST OF FIGURES
FIGURE 1: HRP PROCESS.......................................................................................................................................28
FIGURE 2: THE LINK BETWEEN ORGANISATIONAL NEEDS AND CAREER NEEDS ......................................................40
FIGURE 3: MODEL OF THE RELATIONSHIP BETWEEN HUMAN RESOURCE PLANNING METHODS, HUMAN RESOURCE
CHARACTERISTICS, AND ORGANISATIONAL PERFORMANCE ..........................................................................53

Tonderai Jemedze (R101040H) Page 1
INTRODUCTION
A lot of organizational success or failure is dependent on human resource management
issues. One of the critical components of human resource management that has become
relevant is human resource planning. The effectiveness of human resource planning
determines how far an organisation can go in terms of execution of strategies. The purpose of
this research is to investigate how human resource planning can be used or is used by
organisations in determining corporate performance. It is founded in the context of the
resource-based view of the firm, where the resource capabilities of the firm determine its
competitive advantage.
Organizations need people just as they need raw materials, equipment, and other materials in
order to function successfully. In fact, it is not uncommon to hear managers acknowledge:
"Our people are our most important asset”. Organizations undertake human resource planning
to enable them to meet their future "people" needs in the same way in which they plan for
other operational activities. An organisation that engages in human resource planning is
preparing for its future so that it may not face challenges associated with lack of human
resources.
Organisations whether public/ private sector, regardless of size or strategy, function in an
uncertain and changing environment. All managerial planning activities, including those
involving human resource, must be fully co-coordinated. HRP must take place at every level
including strategic plan. The same way organisations considers the financial structure,
physical plant, available production technology, and levels of raw materials necessary to meet
planned production, it must also consider the number of people and type of skills necessary to
support the production, distribution and marketing of product (Leap and Crino (1993). The
reason for business to operate is to make profit, but it cannot operate without customers who
purchase their products and services to achieve their financial perspective. Employees can
achieve all business results through proper HRP, as a result all organizational goals can be
achieved and it is only the organization`s HR that can drive and implement all other plans.
There are various intervening factors which influence the degree of relationship between
human resource planning and organizational performance, such as method used to perform
HR Planning, competencies of the planner that is whether the person responsible for planning

is appropriate to make forecasts, consistency of the business plan itself etc. The more precise
scrutiny to this research is to analyse if HR Planning acts as a catalyst agent to the
improvement of organizational performance at Mimosa Mining Company.
BACKGROUND OF STUDY
According to Leap and Crino (1993) human resource planning is the process of analyzing and
forecasting the human resource needs of an organization so that steps can be taken to ensure
that a sufficient number of employees with the right competencies are in the right jobs in the
right locations at the right time. From the definition Geisler (1994) identified the following
features of HRP i) HRP is a process which includes various aspects through which an
organization tries to ensure that right people, at right place and at right time are available. ii)
It involves determination of future needs of manpower in the light of organizational planning
and facilitates management to take up necessary actions. iii) It does take into account the
availability of manpower at a future point in the organization. Therefore, it indicates what
actions can be taken to make existing manpower suitable for desired future positions and how
the gap between needed and available manpower can be covered.
Human resource planning occurs within the broad context of organizational and strategic
business planning (Wright and Gardener: 2003). HRP involves forecasting the organisation`s
future human resource needs and planning for how those needs will be met. It includes
establishing objectives and then developing and implementing programs (staffing, appraising,
compensating and training) to ensure that people are available with the appropriate
characteristics and skills when and where the organisation needs them (Wright & Gardner
2007). It also involves developing and implementing programs to improve employee
performance or to increase employee satisfaction and involvement in order to boost
organizational productivity, quality or innovation (Woods & Mayer, 2005). Finally, human
resource planning includes gathering data that can be used to evaluate the effectiveness of
ongoing programs and inform planners when revisions in their forecast and programs are
needed.
Human resource planning moderates the relationship between HR strategy and organisational
performance. If properly managed HR planning lead to improved organisational performance.
Organisational performance can be measured through financial stability and productivity, but

when relating human resource planning with organizational performance, it is imperative to
consider some of other variables like efficiency and effectiveness, employee motivation, job
satisfaction, trust on employees (Woods & Mayer, 2005). According to Youngmei, James &
David (2007) human resource planning is surrounded by three level practices, which can
increase organizational performance:-
1) To increase the knowledge, skills and abilities among employees. HRP facilitates the
rise in skills, abilities and potential of the workforce through training and
development. Training employees helps employees improve in their working capacity
and as a result, this develops a quality workforce in an organisation, which aids in
giving a company competitive advantage over its rivals and improves organisational
performance.
2) To enhance their welfare for instance giving them employment security, safety of
health and participation programs for employees. HR planning is significant in this
manner in the sense that it provides for welfare, health and safety, employment
security of its employees hence this leads to an increase in productivity of employees
in the long- run.
3) To give them motivation through both incentive means like giving them
compensation, benefits packages and promoting. An effective HR plan provides
multiple gains to the employee by way of promotions, increase in salary and other
fringe benefits. This definitely boosts employee morale and improves organisational
performance because employees are keen to work for the organisation.
The major objective of planning is facilitating an organization`s performance, it must be
integrated with the organisation`s short-term and longer term business objectives and plans.
Human resource planning comes as an element of HR, which should be aligned internally and
externally with business realities. If human resource planning is done in line with operational
activities in an organisation, it helps an organisation to respond to organisational needs for
example future manpower needs, development of human resources, provision of quality
workforce. Anticipating future manpower needs is important because it guarantees the
organisation of constant supply of labour in terms of number and kind to carry on the with
organisational activities.

If HRP is aligned with the external business realities, it allows an organisation to constantly
have a constant supply of labour according to the changes in industry dictates such as
changes in the labour market. According to Porter (1980) in Datta et.al (2003) organisation`s
industry is an important milieu within which organisational policies are framed and executed.
Similarly, HR practices are influenced by the industry since they must be congruent with
overall business strategy. Linking HRP to corporate strategic management process is
important because the linkage is the driving force for planning process, hence without this
synergy each can never be a success on its own.
Since the origins of the modern industrial organization, human resource planning has been a
management function (Walker, 1980). The cultured techniques available to management
today are outcomes of a long period of evolution in practices, which started decades ago with
simple, logical, short term planning. The techniques used by management tended to fit
contemporary conditions and events (Storey, 1995). During the first part of the 20th century,
for instance, the focus in manpower planning was upon the hourly production worker. The
aim of improving efficiency through work engineering and early industrial psychology
applications was consistent with the need to improve productivity and introduce greater
objectivity to personnel practices (Ling, 1965, Merril, 1959, Yoder, 1952).
During the Second World War and the post war years, the focus intensified on employee
productivity. There was greater concern regarding the availability of competent managerial
personnel, and there was talent shortage in combination with significant demand for goods
and services. In the 1960`s new technologies and interests in behavioral aspects of work also
added complexities to the manpower-planning task due to surplus and shortages of
employees. The matching process of bringing demand and supply of employees in an
equilibrium position was significant at this phase so that challenges associated with shortages
and over staffing of labour will be solved. However at this early phase concern towards HRP
was more of a reactive process, plans pertaining human resources were not planned for but
rather action plans were just implemented whenever need arises. According to Patten, (1969)
and Vetter, (1967) manpower planning was viewed as a system linking the organization with
its environment.

The demand for high talent personnel increased due to high technology programs, rapid
corporate expansion and diversification. In order to handle this increase, manpower planning
practices were focused on balancing supply with demand, particularly demand for
managerial, professional and technical personnel. HR planning helped organisations in
utilizing human resources better through effective planning, assisting organisations in
anticipating the future trends in the demand for and supply of labour (Walker, 1980). This
was significant because it helped organisations avoid labour costs associated with lack of
planning such as recruitment costs. HR planning was also vital as it created reservoirs of
talent, prepared people for the future; consequently, this had a positive impact on
organisational performance because an organisation would have planned for its future.
Walker (1980) argues that the most common view of manpower planning at that time, which
also dominated the literature until the 80`s was that “companies forecast their needs for
manpower into the future, forecast their internal labour supply for meeting short-term and
long-term needs, and identify the gaps between what will be needed and what will be
available.” This was significant because it facilitated proper utilization of human resources
effectively to achieve desired level of output and gave knowledge about requirements and
sources of human resources. Further, manpower planners developed plans for recruiting,
selecting and placing new employees, provide for training and development, succession
planning and anticipate necessary promotions and transfers (Burack et al, 1972, Geisler,
1967, Henemann et al, 1968 Wikstrom, 1971). This was of great significance because it
allowed an ongoing process for organisations and helped organisations meet their goals. For
example, during the period of recession with high unemployment, companies did not require
human resource planning because there were candidates for every position. However, some
jobs emanated during a downturn, hence securing people with highly desirable skills was
always a challenge.
According to Bramham (1994), it was during this time or decade that “manpower planning”
was broadly being termed “human resource” planning and became widely established as a
staff activity in major business and governmental organisations. The term “human resource
planning” implied a scope broader than just supply-demand balancing or quantitative
forecasting. Human resource planning shifted focus from being a quantitative approach,

although recognizing its importance, to a more comprehensive view of the process
encompassing both needs forecasting and program forecasting.
Due to the increasingly uncertain socio-economic climate during the 90`s, it was anticipated
that the HRP function was to become the focal activity, as it was increasingly becoming an
essential function across organizations (Zeffane and Mayo, 1994). Human resource planning
was then introduced because at previous times there was no suitable system of managing
people within the organisation. Efficiency of work had increased and certainly, there were
some techniques and processes developed which could increase organizational performance,
then gradually the whole layout of human resource management was made and it was
concerning the staffing needs, its demand and supply. As such, human resource planning
function underlined the importance and crucial role of dealing with the necessary changes in
volume and make-up of the workforce. HRP was seen as a way to plan for the future demand
for people, which was carried out by certain dynamic processes, designed to manage the flow
of people into, and out of the organization.
Undoubtly there were many factors that accounted for the increased attention directed to
human resource planning, such as globalization, new technology, economic conditions,
organizational needs, government policies, increased labour market competition, changing
workforce and a plethora of laws. All these projections had significant implications on
managing human resources; they created complexities and uncertainty for organisations.
Uncertainty can interfere with efficient operations so organizations typically attempt to
reduce its impact, as a result formal human resource planning was one common tactic used by
organizations to buffer them from environmental uncertainty.
Pravin (2010) argued that human resource planning is the ongoing process for an
organization to manage the changes in its internal and external environment on a sustained
basis. Environmental changes have enormous implications on HRP for instance the entry and
exit of employees in organisations, because of retirement, resignation or death. Similarly,
new employees would join the organisation since vacancies would have existed due to
employees leaving the organisation or organisations embarking on expansion programs,
which require additional labour. More so, HR planning played a significant role in improving
organisational performance in the sense that if an organisation had well planned its HR plans,

it would have overcome such uncertainties, changes and complexities and this would have
facilitated continuity and organisations not affected.
Traditionally human resource planning was used by organizations to ensure that the
organisation has the right number of people available. Whereas in today‟s world HRP assists
organizations in comprehensive means for example, to recruit, retain, and optimize the
deployment of the personnel needed to meet business objectives and to respond to changes in
the external environment (Zeffane & Mayo, 1994). HR planning nowadays involves
gathering of information, making objectives and decisions, which enable organizations to
achieve its objectives for the success of the organisation. In today`s world more and more
attention is given to proper planning and management of human resources. HR planning
provides a base for developing talents, and as such, jobs are becoming more and more
knowledge- oriented, which has resulted into changed employee profiles. Importance of HRP
is also increasingly becoming widespread because engaging in HR planning enables
organisations to cope with prevailing changes for example the growing global competition
where there is competing for manpower in terms of skills, knowledge, expertise etc.
With rapid changes in technology, economic conditions, organizational needs, government
policies, labour market competition, labour costs, demand for products and services; skills
requirements etc. planning for human resource has become important in Zimbabwe. An
organisation that engages in human resource planning, is preparing for its future so that it
may not face difficulties associated with lack of human resources. It is relatively important
for an organisation to engage in HR planning because HRP give an organisation a broad
forward-looking insight into not just the number of employees but also the type, skills, and
attributes of the people needed in the future. HRP is also an important tool in anticipation of
future redundancies and therefore allows remedial action to be taken, such as recruitment
freezes, retraining and early retirement to reduce the number of employees. This relatively
reduces costs associated with labour costs and improves organisational performance.
Human resource planning is becoming more and more integrated and beneficial to
organisations. Effective HRP helps the organisation to prepare ahead of time for vacancies
rather than acting in a reactionary manner when an employee resigns unexpectedly because
responding to changes in a reactionary way negatively impacts the organisation due to loss of

production, hours of work etc. in trying to find the suitable candidate to fill the vacancy.
Organisations also benefit when engaging in HR planning because it involves career-
development procedures, which consist of identifying future company leaders and helping
them grow, this would mean that when an executive or manager leaves or retires, there is
already someone ready to promote into the position and this enables retention of employees
within the organisation. As a result, organisational performance improves due to transfer of
knowledge to junior employees through development programs to take over positions in
future.
In Zimbabwe organisations are experiencing great staff shortage of key employees commonly
in sectors like the mining sector, public sector, educational sector just to mention a few. The
Financial Gazette of 15 February 2010 stated that the University of Zimbabwe had less than
500 of the required 1200 lectures forcing the institution to halt enrolment for some programs
such as Mining Engineering, Mechanical Engineering and Metallurgy hence this result in the
skills shortage particularly for the mining industry. In addition, according to the Financial
Gazette of 15 February 2010, 19 mining companies indicated significant vacancies due to
brain drain.
Competition has loomed in many industries in Zimbabwe and the Mining industry is no
exception. Human resource planning is a very significant component which prepares an
organisation for the future. The mining industry is unique because a lot of competition in the
mining industry centres around qualified employees and there is a tendency of poaching
talent from one company to the other, therefore every manager is concerned about the quality
of people and the future supply of quality human resources. And at the same time human
resource planning is a significant element that has caused a lot of headache amongst HR
practitioners because of the global environment which is increasingly becoming turbulent and
the ability to attract and retain is becoming harder. HRP has also been understood in the
context of the war for talent, the shortage of the right skills in organisations has resulted in a
war of talent amongst organisations hence most organisations are failing to achieve their
goals in this dynamic competitive environment.
HR planning is also significant because it incorporates aspects of employee management,
such as performance reviews and disciplinary procedures. Companies benefit from having
these systems in place because they help managers do their jobs and prevent potential

lawsuits. Human resource programs for the recruitment, selection, training, and motivation of
employees help reduce uncertainty by ensuring that a sufficient number of people with the
required characteristics and skills are available at all levels in the organization, and
challenges of shortages and overstaffing is solved. HR planning allows organisations to
analyse, predict its future employment needs, and analyze the competency of the present
workforce. Comparing future needs with current workforce strengths and abilities will
ultimately help identify gaps or surpluses within the organisation. Consequently, this would
help the company achieve its goals and improve organisational performance because of the
high caliber workforce, which is competent.
The government of Zimbabwe, through the Ministry of Mines and the Ministry of Youth
Development, Indigenisation and Empowerment has recently passed an Act called the
Indigenisation and Economic Empowerment Act which prohibits foreign investors to own
more than 49% stake in a company which will be operating in Zimbabwe .In other words
according to the Act foreign investors can own up to a maximum of 49% of the shares in any
company thus giving local investors an opportunity to invest in the remaining 51%. The
Indigenisation and Economic Empowerment Act had implications on how organisations can
plan for its human resources. Organisations plan for the future in terms of skills projections,
number of employees just a few.
Indigenisation and Economic Empowerment affect organisational HR plans, organisational
profits etc. Profits are affected in the manner that organisations are required to cede at least
51% of shares to the government and own 49% stake of shares. This results in a decrease in
realisation of profits for the organisation because it would not earn what it used to earn in
terms of revenue, consequently budgetary requirements of the organisation would have to
change accordingly. Thus in turn would mean if the organisation had planned to invest in
training and development of employees, expand its operations would not come to a success.
Human resource plans will be affected because if an organisation had planned to increase
workforce in future this would conversely mean an organisation would have to make
adjustments pertaining to HR plans. However organisations that engage in human resource
planning applications are at an advantage because it will face fewer surprises because they
would be ready because of being proactive.

There have been many recent changes in terms of legislation in Zimbabwe. The changes in
the rules and regulations which govern the way the businesses operate are presenting
challenges to organisations and affecting organisational performance. The government
through deregulation of the mining industry, created opportunities and enhanced an
environment which encouraged the entry of new players in the sector such as promotion of
small to medium enterprises (SME`s) that encouraged recognition and funding of small scale
mining. This impact on HR planning for organisations because emergence of small scale
mining companies yields competition for human resources within the labour market for skills,
knowledge and abilities. Organisations need to engage in rigorous HRP to have a competitive
advantage over others.
The business environment in Zimbabwe has been very challenging. Many corporates in early
2000, were affected in terms of performance by imposed sanctions by US & European
countries, coupled with the collapse of the economy characterized by hyper- inflation, high
levels of unemployment and the Zimbabwean dollar which had lost value (Raftopoulos,
2008). As a result, up to today, many companies are still fighting hard to survive and at the
same time, there is international competition for resources, products and markets including
human resources. All these aspects had affected human resource planning in the sense that
organisations were now facing talent drainage through skills migration whereby a mass
exodus of employees were leaving Zimbabwe in search of greener pastures. Organisations
suffered largely due to skills shortage, loss of operational knowledge due to low retention
rates, increased mismatch between the available labour pool, competencies and
characteristics required the organisation to perform effectively. However, most organisations
relied extensively on human resource planning methods such as training and development of
employees, introduced late retirement schemes, rehiring retired employees to assure
continuity and survival.
The mining industry, which used to traditionally boost of mining companies such as, Bindura
Nickel Mining Company (BNC), Trojan Mining Company and various other mines has
collapsed because of various performance challenges and one of the challenges has been the
issue of availability of human resources. Skills shortage is the biggest challenge in the mining
sector. Organizations‟ are faced with demographic challenges, as large numbers of near-
retirement age workers in Zimbabwe have left the mining industry, while other mining

companies have retrenched due to financial crisis (Ernst & Young Global Mining and Metals
Report, 2012). As a result, HR planning plays a significant role in ensuring that an
organisations has a sufficient number of employees with the right competencies, in the right
jobs, in the right locations and at the right time because unique characteristics of human
resources are difficult to find and retain due to shortage of skills.
Mimosa Platinum Mining Company is a mining and mineral Processing Company, situated,
some 35km to the west of Zvishavane Town. It is located on the Wedza Geological Complex
on the Zimbabwean Great Dyke east of Bulawayo. Mimosa Mine has an aggressive human
resource planning system, it strongly believes that its competitive advantage hinges upon the
caliber of employees, being an organisation in the mining industry that is both capital and
labour intensive human resource planning is very significant to such an organisation.
PROBLEM STATEMENT
Mimosa Mining Company is currently planning for an expansion, its operations currently are
at Level 5.5 and it is planning to move from Level 5.5 to VI as part of its expansion strategy
that is set to double operating capacity (Report by president of Chamber of Mines of
Zimbabwe). Mimosa Mining Company`s operations are guided by three pillars which are
Production, Cost and Safety. In order for an organisation to sustain growth strategy, in the
road to such growth it demands strategic planning approach to human resource planning.
Whilst an organisation is engaging in a growth strategy there is an inevitable need to engage
in a robust human resource planning so that they are equipped today and tomorrow with the
right skills, at the right time and with the right numbers. By the time Mimosa get to Phase VI,
it should have the right skills in right numbers to implement the strategy at the time. The
primary purpose of the research is to investigate how Mimosa is engaging in human resource
planning and how is human resource planning linked to the performance of the organisation.
OBJECTIVES
1. To identify human resource planning methods currently used by Mimosa mining
company.
2. To find out how HR plans assist the organisation in meeting their HR needs.
3. To determine how HRP affects organisational performance as measured by cost, safety
and production.

4. To investigate benefits associated with human resource planning to the organisation.
5. To identify challenges faced in implementing human resource planning at Mimosa.
6. To establish a board of knowledge that can be used by Mimosa to improve
organizational performance.
JUSTIFICATION OF STUDY
Despite a wealth of information and literature on HRP, the value of HRP process remains
untapped due to a number of implementation issues that are hindering the effective use of
HRP process. Organizational performance is attainable if an organisation has a high calibre
staff which will ensure that jobs are done efficiently and effectively. High calibre staff is
attainable if an organisation is able to plan, recruit and retain qualified personnel.
Studying and researching on the impact of human resource planning on organisational
performance will enable organisations, particularly mining firms to appreciate the benefits
brought out by engaging and adopting in human resource planning applications. The study
will also help the organisations in drafting policies and procedures, which support full
implementation of human resource planning system in order to maximize on HR deliverables,
which then improves organisational performance.
The academic field shall benefit from the research study since findings from this study will
bring out the consequences faced by organisations that have formal systems of human
resource planning as well as suggestions for those organisations that are failing to maintain
and manage the existing HRP systems. It is also highly that the results of this study will
present the need for further research on some aspects thereby providing future researchers
with an area of study. The research shall generally add to the already existing body of
knowledge with respect HRP on different contingencies.
This research will enhance the research skills of the researcher and will help him tackle even
difficult research questions and situations. The research will provide an opportunity for the
researcher to gain more insight into HRP in mining organizations and how it should be
mapped forward.

CONCEPTUAL FRAMEWORK
Mullins (1996) argues that effective HRP can help anticipate potential future difficulties
while there is still a choice of action. Forward planning should enable the organization to
develop effective personnel strategies related to such activities as recruitment and selection,
training and retraining, management development and career progression, transfers and
redeployment, early retirements, salary levels, anticipated redundancies, and accommodation
requirements. If properly managed HRP is vital in achieving organisational goals and
improves organisational performance.
The research study is going to be anchored on Leap and Crino‟s HRP Model 1993. Leap and
Crino (1993) model advocate that before embarking into HRP, human resources should
collect data and information, which is used to analyse and assess the internal and external
scanning of the environment before making detailed projections. Internal scanning looks at
the composition and diversity of the workforce, including what type of skills and job are
available, what type of HR policies and programs already exist, what is the culture and
structure of the organisation and what are the trends concerning tenure, turnover rates.
External scanning tracks trends and developments in the external environment, documenting
their implications for HRM and ensuring they receive attention in HRP. This assessment
looks at political, legislation/legal, economic, social and technological changes that could
influence an organisation strategies and goals. Planning horizons whether short or long term
planning, the nature of jobs to be occupied should be critically examined before
commencement of the HRP.
Leap and Crino came up with five stages of HRP Process namely:-
 Forecasting Human Resource Needs
 Assessing Human Resource Supply
 Reconciliation of Supply and Demand
 Action plans
 Evaluation of HRP Process
In the light of strategic organizational decisions and environmental uncertainties, HRP
process starts by forecasting the future human resource needs. The focus for human resource

becomes forecasting the number of currently available employees with the appropriate skills
and educational levels to meet operational plans. This information is drawn from HR
inventory and Skills inventory. The forecasting process highlights the supply and demand
principle of the model. This is relatively important because it gives an organisation a broad
forward-looking insight into not just the number of employees but also the type, skills, and
attributes of the people that will be needed in the future. This is also vital because an
organisation will be able to meet its future demands and achieve the desired level of output.
Labour costs such as, recruitment costs are substantially maintained by keeping a balance
between demand and supply of human resource; hence, organisational performance is not
affected.
Reconciliation stage follows. It helps to identify those gaps that occur between supply and
demand. The processes of reconciliation assists to identify what the major gaps are in
managing human resources. In addition, through reconciling an organization is able to
develop a sense of urgency and build commitment action regarding its “source of pain”. This
is significant because it helps an organisation to identify gap between human resources
needed and their availability henceforth an organisation will be able to identify whether there
may be surplus of human resources or there may be shortage of human resources. This
matching process is significant to the success of the organisation because it gives knowledge
about requirements and sources of human resources. Human resource planning is key in this
sense, because it informs a company what course of action to take. If forecasting shows that
supply of potential candidates is equal with demand, then the organisation does not have to
do anything. However, if human resource planning shows there will be a tight supply of
talent, then an organisation must increase recruiting efforts to secure employees. This as a
result leads to improved organisational performance because action plans will be underway
and less challenges.
Action of plans follows; these represent programs and policies needed to address the gaps
identified in the reconciliation process. Under this, HR plan is executed through the
designation of different HR activities. These constitute succession planning, staffing,
promotion, training and development, recruitment, employee leasing etc. This is beneficial to
the organisation because various action plans are devised to bridge the human resource gap,
for instance if there is surplus of human resources action plans may be devised to reduce their

size through layoff, voluntary retirement, etc. also if there is shortage of human resources,
action plans may be devised to recruit additional personnel. This is significant in improving
organisational performance in the sense that this will facilitate a pipeline of talented
candidates ready to take on crucial jobs and the organisation is guaranteed of staff that can
handle unanticipated situations that arise as the company evolves.
Feedback and evaluation of the HRP systems raps up the process. Where feedback
mechanism are designed to retrieve information so programs and policies can be evaluated to
determine how well the process works providing an input updating strategic plans. This is
significant in improving performance of the organisation in the manner that it permits a
comparison from the last evaluation with the current one to determine progress, as a result it
gives autonomy to adjust areas that are not progressing well.
RESEARCH METHODOLOGY
RESEARCH APPROACH
The research was mainly qualitative Armstrong (2009; 181) states that qualitative research
aims to generate insights into situations and behaviour so that the meaning of what is
happening can be understood. Mcphail (2003) argued that qualitative research focuses on the
social process and how individuals shape and give meaning to the social world.
Understanding and interpreting these meanings underpins qualitative methodology.
Qualitative data is useful in supplementing and illustrating the quantitative data obtained
from an experiment or survey. Qualitative research uses data derived from variables which
yield non- numeric responses.
The researcher used qualitative research method because the naturalistic enquiry of data
associated with this approach meant that the researcher could study the real situation as it
unfolded naturally without manipulating data. Yin (2003:33) also indicated that “qualitative
research is selected when insight discoveries and interpretations are more appropriate to the
researcher‟s study than the testing of hypothesis.” The qualitative method was used because
data could be in bits and pieces of almost anything and data obtained was in the form of
words, impressions, gestures or tones which represented real events or reality as it is seen
symbolically or sociologically.

However, quantitative techniques were also used in data presentation for example response
rate because it enabled the researcher to make expressions about the same phenomena.
Gunderson (2002) described quantitative research methods as an inquiry into social problem,
which explains phenomena by gathering numerical data that are analysed using
mathematically based methods.
RESEARCH DESIGN
Bryman (1988) defined a research design as a series of advance decisions that, taken together,
comprise a model of how the investigation to answer research questions will be conducted. It
can be considered as a blueprint to guide the data collection, data processing and information
transmission and analysis.
Yin (1994) defines the case study research method as an empirical inquiry that investigates a
contemporary phenomenon within its real-life context. The research was in the form of a case
study of Mimosa Mining Company. Case studies are suitable for practical problems and they
are often thought of as being problem-centred, small-scaled, and entrepreneurial. A case
study had the advantage that it set out the objectives of the research, how the case study
supported the achievement of objectives, including the evidence required, and how the work
of producing the case study was conducted. Case study brought the researcher to an
understanding of a complex issue and can extended experience to what was already known
through previous research in the field of human resource management (Cooper and Schindler,
2001). Case studies emphasize on detailed contextual analysis of a limited number of events
or conditions and their relationships. Moreover one of the strengths of a case study is its
unique ability to use a lot of different empirical evidence (Yin, 1994). Social scientists, in
particular, have made wide use of this qualitative research method to examine contemporary
real-life situations and provide the basis for the application of ideas and extension of
methods.
SAMPLING FRAME
According to Cooper and Schindler, (2001: 170) a sampling frame is “the list of elements
from which the sample is actually drawn”. The research focused top management, middle
management, junior management and non-managerial employees. By studying the sample the
researcher was able to draw conclusions that generalised the population of interest.

Table 1: Sample Frame
Category Designation Total Target Sample
Management Top
Middle
Junior
5
10
10
3
7
8
Non-Management General Staff 500 34
TOTAL 525 52
SAMPLE SIZE
The researcher used a total of fifty-two (52) participants which compromise of management
and non-managerial. The researcher`s sample size of (52) respondents, consists of three (3)
top management, seven (7) middle management, eight (8) junior management and thirty-four
(34) non-managerial employees. These respondents were chosen from different departments
that are Human Resources, SHE, Finance and Administration, Mining, Plant, Mine Planning,
Geology & Survey. The number highlighted above of 52 respondents proved to be accurate
as it met the quantity of resources available for the researcher to accomplish the task.
SAMPLING PROCEDURE
Saunders, Lewis and Thornhill (1997:201) defined sampling as a systematic selection of a
smaller subset of cases from a larger pool of cases for conclusion in a research project. White,
(2000) defined purposive sampling as a form of judgmental sampling where researcher picks
the sample they think will deliver the best information in order to satisfy the research
objectives in question. The researcher used purposive sampling for top management and
representatives from HR department. Purposive sampling uses judgment of the researcher as
to who can provide the best information to achieve the objectives of the study. The researcher
only went to those people who in his/her opinion were likely to have the required information
and willing to share it. It was extremely useful in constructing a historical reality, describe a
phenomenon or develop something about which only a little is well known. This method was
significant to the researcher because there was certain information that he could only retrieve
from HR and senior management pertaining human resource planning and could not be
obtained from other employees, hence purposive sampling was a suitable application.

The researcher also used stratified random sampling. Stratified random sampling divides the
population in different groups called strata so that each element of the population belongs to
only one stratum. Cooper & Schiendler (2001; 170) state that stratified random sampling is a
method which involves the division of a population into smaller groups known as strata. In
stratified random sampling, the strata are formed based on members' shared attributes or
characteristics. This will ensure that the sample represents key subgroups of the population.
Therefore the researcher divided the target population into two groups, that is, eighteen (18)
management and thirty-four (34) non- managerial employees. The management
representatives were further divided into three (3) top management, seven (7) middle
management and eight (8) junior management. The method used was successful as it allowed
the researcher to have control of the entire situation and be able to choose the normal sample
to ensure equal number of representatives for management and employees than an unplanned
random sampling. These groups were chosen using the positions held in the company, the
departments they worked in, skills and gender. The advantages of this technique ranged from
being cost effective and affordable. The researcher had the opportunity to study each stratum,
and it ensured that each representative cross section of the strata in the population was
obtained. The strata used were determined by gender, race, skills, ethical background and
position occupied, to mention a few. The respondents were selected from top management,
middle management, junior management and non-managerial employees.
SOURCES OF DATA
PRIMARY SOURCES
According to Moorhead and Griffin (1990:218) primary sources of data provide direct
description of the study by the person who actually observed or witnessed the occurrence of
event or carried it out. It is relatively data collected by the researcher directly from his own
observations and experiences, this data can be obtained through responses from
questionnaires and interviews. It is data collected for a specific project. This research relied
on data collected through questionnaires, interviews. These constitute the most important
forms of data given the qualitative nature of the research topic. The researcher used primary
data because it is data in original (new) form gathered to satisfy the purpose of the current
study. Primary sources provide direct description of the study by the person who actually

observed or witnessed the occurrence of the event or carried it out. The justification for use
lies in that data is gathered from the original source and hence more reliable. The researcher
used primary data because it gave first-hand information relevant to the study and it offered
the researcher greater control over the information gathered. The researcher used
questionnaires and interviews in collecting data so as to meet the objectives of the study.
SECONDARY SOURCES
Secondary data refer to information gathered by someone other than the researcher
conducting the current study. Such data can be internal or external to the organisation and
these will include established HR reports, organisation`s business plan, textbooks etc. The
primary objective of using HR reports was to enable the researcher to obtain information
pertaining labour turnover statistics, retention rate. Secondary data was gathered through an
analysis of human resource planning textbooks, organisation‟s corporate strategic plans, and
annual training plan and the annual business plan. This was significant to the researcher
because it helped the researcher to have an insight of how the growth expansion to phase VI
will be looking like and to also identify how human resource plans assist the organisation
meet the requirements of that operational expansion. Organisation`s business plans helped the
researcher to identify how far the organisation has gone in terms of planning for the
expansion and prepared for the future.
RESEARCH INSTRUMENTS
The following instruments will be used:-
Interviews
According to Kumar (2005) an interview is an interaction between two or more individuals
with a specific purpose in mind. Semi structured interviews consists of several key questions
that help to define the areas to be explored, but also allows the interviewer and interviewee to
diverge in order to pursue an idea or response in more detail, Sutton (2004). The researcher
conducted semi- structured interviews for top management, middle management and junior
management. The researcher used semi-structured interviews to gather data from
management respondents as it allowed an in depth analysis of HRP. Semi -structured
interviews were relevant because they enabled the researcher to obtain feedback and offered

the opportunity to explore all relevant issues. The interview also allowed researcher gain
more knowledge and data as far as human resource planning is concerned. This improved
quality of data.
Questionnaires
Armstrong (2009;183) defines a questionnaire as a method of collecting data systematically
by obtaining answers on the key issues and opinions that need to be explored in a research
project. They are frequently used as a means of gathering information on matters of fact or
opinion. Semi-structured questionnaires were used to collect data from respondents (general
staff) with a provision of maximizing on strengths of both open and closed-ended questions.
DATA PRESENTATION AND ANALYSIS
Data presentation was done in a descriptive manner with a combination of tables, graphs and
figures. Data presentation process involved scanning and sifting the collected data,
organizing it and summarizing it. The data collected has meaning in terms of interpretations
that are made by the researcher. The researcher used the framework developed by Miles and
Huberman (1994) to describe the major three phases of data analysis, which are data
reduction, data display, and conclusion drawing and verification.
Data Reduction
First, the mass of data was organized and meaningfully reconfigured. Miles and Huberman
(1994) describe this first of their three elements of qualitative data analysis as data reduction.
Data reduction refers to the process of selecting, focusing, simplifying, abstracting, and
transforming the data that appear in written up field notes or transcriptions. Not only do the
data need to be condensed for the sake of manageability, they also have to be transformed so
they can be made intelligible in terms of the issues being addressed.
Data Display
Data display is the second element in Miles and Huberman's (1994) model of qualitative data
analysis. Data display goes a step beyond data reduction to provide an organized, compressed

assembly of information that permits conclusion drawing. A display can be an extended piece
of text or a diagram, chart, or matrix that provides a new way of arranging and thinking about
the more textually embedded data. Data displays, whether in word or diagrammatic form,
allow the analyst to extrapolate from the data enough to begin to distinguish systematic
patterns and interrelationships. At the display stage, additional, higher order categories or
themes may emerge from the data that go beyond those first discovered during the initial
process of data reduction.
Conclusion Drawing and Verification
This activity is the third element of qualitative analysis. Conclusion drawing involves
stepping back to consider what the analyzed data mean and to assess their implications for the
questions at hand. Verification integrally linked to conclusion drawing, entails revisiting the
data as many times as necessary to cross-check these emergent conclusions. Miles and
Huberman, (1994: 11) cited that “The meanings emerging from the data have to be tested for
their plausibility, their sturdiness and their validity.” Validity means something different in
this context than in quantitative evaluation, where it is a technical term that refers quite
specifically to whether a given construct measures what it purports to measure. Here validity
encompasses a much broader concern for whether the conclusions being drawn from the data
are credible, defensible, warranted, and able to withstand alternative explanations.
ETHICAL CONSIDERATIONS
Reynolds (1979) in describing ethics says the concept “Refers to rules of conduct typically to
conformity to a code or set of principles.” McMillan and Schumacher (1993:186) note that
research ethics “deal with beliefs about what is right or wrong, proper or improper, good or
bad”.
The researcher observed a number of ethical principles, some of them include:
 The researcher asked for approval to carry out the research from Divisional Manager-
Human Resources.
 The researcher maintained privacy and confidentiality of every information collected and
used information collected strictly for academic purposes only.

 The researcher observed the respect of property and rights of the company.
 The researcher sought willing and informed consent of the respondents by explaining the
reasons for the research and made it clear to them that the information they gave might be
published.
 The researcher ensured privacy and anonymity of respondents by using appropriate and
relevant technique in form of a questionnaire.
LIMITATIONS
The following limitations were encountered:
1) Lack of sound financial resources was the most restricting factor during the research;
however, the researcher asked assistance from family members.
2) Some of the respondents were not willing to disclose some necessary information in order
to protect their core values and integrity. In this case the researcher informed the
respondents that the information would only be used for academic purpose and that the
information would be kept confidential.
3) Lack of experience of the researcher on carrying out research might have affected
research findings.
4) Access to information from HR on some policies and getting enough time during
interviews was difficult due to some other business which they were committed to; hence
interviews were conducted on appointments so that interview process could not disrupt
the normal schedule of the managers.
5) Getting response from individuals some were not very cooperative hence this was
mitigated by drawing a large sample to validate the information collected.

SCOPE OF DELIMITATIONS
The ground of research covered specifically one single organisation Mimosa Mining
Company. The research made an analysis of human resource planning as a tool for improving
organisational performance. In terms of the geographical boundaries the research was a case
study of Mimosa Mining Company situated, 35km to the west of Zvishavane Town,
Zimbabwe. The research was conducted from February 2013 to October 2013. The targeted
sample was sixty five (65) respondents including top management, middle management,
junior management and non-managerial employees.

DATA PRESENTATION
This section presents data collected from both the managerial respondents and non-
managerial respondents chosen by the researcher. The data presentation presents data
gathered from non-managerial staff using questionnaires and data collected from
management using semi-structured interviews. The presentation is based on major themes
derived from the objectives of the study, sub themes emanated from these major themes and
indicators also obtained from objectives. The data is presented as it is from the respondents
and data analysis follows data presentation.
RESPONSE RATE
Table 2: Response Rate
LEVEL TARGET ACTUAL %RESPONSE RATE
Top Management 5 3 60
Middle
Management 10 7 70
Junior Management 10 8 80
Non Managerial 40 34 85
TOTAL 65 52 80
Source: Author
The above Table 1 shows the overall response rate, the targeted sample was made up of sixty-
five (65) respondents and the actual people who responded were fifty-two (52). The
researcher intended to carry out research on sixty-five (65) respondents. The researcher
intended to conduct interviews on twenty-five (25) management representatives but the
researcher was only able to conduct eighteen (18) interviews and the remaining seven (7)
were not interviewed because they were not available during the interview time due to work
commitments. The researcher distributed forty- (40) questionnaires for non-managerial
employees and thirty-four (34) were returned, six (6) failed to respond as they had gone
underground , had other business and commitments to deal with.

Table 3: Response rate as per department
Department Top
Management
Middle
Management
Junior
Management
Non-
Management
Human Resources 2 3 2 2
SHE - - 1 4
Finance & Administration - - 1 2
Mining 1 1 2 10
Geology & Survey - 1 1 8
Mine Planning - 1 - 5
Plant - 1 1 3
Total 3 7 8 34
Source: Author
From the above table it can be seen that Seven (7) participants from Human Resources
responded to the interviews and two (2) to questionnaires respectively. SHE department had
five (5) respondents, four (4) of them responded to questionnaires whilst one (1) was
interviewed. Finance and Administration department had three (3) respondents whilst Mining
and Geology & Survey had a total of fourteen (14) and ten (10) respondents respectively.
Mine Planning department had six (6) respondents and Plant department had five (5)
respondents.

Demographic characteristics of respondents
Demographic data was comprised of gender, qualifications, length of service and age.
Table 4: Demographic Characteristics
Category of
Respondents
Gender Qualifications Length of Service in
years
Age
M F Msc Deg. Dip. O/A-
Level
0-5 6-10 11-15 16+ 18-27 28-37 38-47 58+
Top
Management
3 - 2 1 - - 1 1 1 - - - 2 1
Middle
Management
6 1 2 3 2 - 2 4 1 - 1 3 2 1
Junior
Management
6 2 - 4 4 - 3 5 - - 3 3 2 -
Non-
Managerial
33 1 - - 3 31 16 12 4 2 16 12 4 2
Total 48 04 04 08 09 31 22 22 6 2 20 18 10 4
Source: Author
The table 2 above shows the total number of men and women who participated in the
research. The total number of males who participated amounted to 48, of which three (3)
were from top management, six (6) were from middle management, six (6) were from junior
management and thirty-three (33) were non-managerial employees. The female
representatives amounted to four (4) and were classified as follows; one (1) from middle
management, two (2) from junior management and one (1) from non-managerial.
In terms of qualifications two (2) top management representatives acquired Master‟s degree
and one (1) had a honours degree. From middle management two (2) had Master‟s degree,
three (3) had honours degrees and the other two (2) had Higher National Diplomas (HND`s).
Four (4) junior management representatives had degrees, whilst the other four (4) were HND

or ND holders. Thirty-one (31) non-managerial employees had O/A-Level qualifications,
whilst three (3) of the non-managerial employees were HND or ND holders.
All three (3) top management respondents had a length of service of 0-5, 6-10 and 11-15
years, of which two (2) of them were of the same range of age 38-47 and 58+ respectively.
Middle management were under the average age of 18-27 years, two (2) respondents had
served the organisation for a period range of 0-5 years and four (4) had served for a period of
6-10 years. One (1) middle manager served the organisation for 11-15 years and was aged
58+. Three (3) junior management had a length of service of 0-5 years, aged between the
ranges of 18-27 years. Five (5) middle management respondents had served the organisation
for a period of 6-10 years and were aged between the ranges of 28-37 years. Under the
average age of 18-27, sixteen (16) non-managerial respondents had served the organisation
for a period of 0-5 years. Twelve (12) non-managerial employees with an average age of 28-
37 years had served the organisation for a period of 6-10 years. Two (2) respondents who had
served the organisation for 16+ years were aged 58+.
RESPONDENTS VIEWS (MANAGEMENT AND EMPLOYEES)
This section seeks to summarize the data and facts gathered from both management and
employees participants using interviews and questionnaires respectively.
HUMAN RESOURCE PLANNING METHODS USED IN THE ORGANISATION
The researcher in seeking to know the human resource planning methods used in the
organisation, the researcher asked whether there was any human resource planning practiced
in the organisation. Upon asking, two (2) junior managers referred the researcher to the
human resource policy to look for more details. The purpose of HRP policy at the
organisation is to-
To identify the current and future manpower needs
To have a proper utilization of workforce which can help save money now, as you they
plan for company`s future.

To recruit quality manpower at all levels in terms of knowledge, skills, attitude and
character without any discrimination on the basis of age, sex, religion, nationality.
To operate an economically flourishing business, so there exist consistent level of work
and equal opportunity to grow.
To increase work productivity.
During the interviews two (2) of the top managers from mining department and HR
department indicated that there was a Manpower & Services Manager who was responsible
for all labour related issues particularly in ensuring that there was adequate supply of labour
in right numbers, at the right time, at the right place and with right skills capable of
effectively and efficiently completing tasks.
Two (2) middle managers who had a length of service of 6-10 years further highlighted to the
researcher on how the human resource planning process was done at the organisation. Out of
eight (8) junior managers interviewed seven (7) of them explained that analysis of the
organisation‟s existing human resources were done and development of plans were made to
obtain organisation‟s future personnel needs in collaboration with every department. He
further indicated that it was necessary to ensure that the right quality of people were available
when the organisation needed them.
Figure 1: HRP Process
Source: Mimosa mine (HR Profile handbook)
CHECKING AND
CONSOLIDATION OF
BUDGET BY HR
HR Consolidates all
Departmental Budgets
into one consolidated
Budget, noting and
correcting any significant
anomalies.
APPROVAL OF
BUDGETS
Each Line Manager
supports or defends his
Budget before EXCO or
the Production Director.
Budget approved with or
without alterations at
EXCO/PD Level. Budget
approved with or without
alterations at Board Level.
IMPLEMENTATION
OF BUDGETS
Distributes the Board
approved Budget to
Departments for
implementation.
Labour Control: HR
ensures that all
consequent Labour
movements are according
to the approved Labour
ABP.
SUBMISSION OF
PROPOSALS BY
DEPARTMENTS
Departments submit
proposals on a standard
format four Months before
the beginning of the
Financial Year. Proposals
include justifications for
changes

The researcher asked respondents during interviews about their understanding of HRP, why
the organisation engaged in HRP, this allowed the researcher to determine whether
respondents were aware of HRP at the organisation. Out of the eighteen (18) interviews
conducted, fifteen (15) respondents indicated that they fully understood what was meant by
HRP, what HRP entailed and why the organisation engaged in HRP. One (1) female middle
manager explained that through HRP the organisation was assured that it had the proper
number of employees with appropriate skills in the right jobs at the right time to achieve
organisational objectives. Two (2) middle managers from HR and other three (3) middle
managers from mine planning department, geology& survey department and plant
department highlighted that human resource planning enabled them to anticipate and prepare
for changing conditions. Thirty two (32) non-managerial understood the role of HR in
planning their jobs. The table below represents the respondent‟s number pertaining the
following questions:
Table 5: Knowledge of human resource planning process
Questions Yes No
Understanding of HRP? 15 3
Purpose of HRP in the organisation? 14 4
How HRP is done in the organisation? 16 2
Source: Author
Below are human resources planning methods employed at Mimosa mine:-
Succession Planning
Two (2) middle managers and three (3) junior managers from HR department explained that
the organisation had developed adequate replacement and succession planning pools to
ensure that the organization had people who were ready to fill current key technical &
professional positions in case of an emergency. In addition, three (3) senior managerial
respondents highlighted that a pool of people who were ready to take up senior roles as and
when they became available in the future were present as per succession plans across all

departments in the organization. Three (3) senior managers alleged that succession planning
was a key imperator in the organization‟s People Development Strategy as it aimed to build
leadership capacity for the next generation of managers who were to occupy vital senior
management positions. Five (5) HR personnel who were interviewed highlighted that since
2005, Mimosa embarked on Graduate Development Program that had been largely successful
to the point that it had contributed key personnel in many positions at various levels in the
organization such as Mine Captains, Geologists, Metallurgists, Engineers, SHE Officers, HR
Officers etc. Two (2) junior managers from mining department indicated that the talent pool
from succession planning became the focal point for critical senior management positions in
Engineering, Human Resources, ICT, Mining, SHE, Accounting, and other various
disciplines. One (1) female respondent from middle management indicated that succession
planning involved aspirations to rise and succeed in a more senior and critical role in the
organisation.
Training and Development
Training and development was one of the human resources planning method at Mimosa.
Seven (7) respondents interviewed from HR highlighted that training and development is a
major process involved in HR planning. Three (3) middle managers from mine planning
department, plant department and SHE department indicated that Mimosa was committed to
training and developing all its members in order to equip them with the necessary skills and
knowledge necessary for them to improve organisational performance. Two (2) of the top
management explained that training & development at Mimosa regarded business from both a
performance improvement and a development point of view. One (1) of the male senior
managers highlighted that the organization adopted programs designed to improve people‟s
capacity to deliver on their jobs such dysfunctional team analysis programs, train the trainer.
One (1) of the male middle managers from mine planning department upon being asked
about human resource planning methods at the organisation, he explained that the training &
development function strived to give sustenance to current efforts, to consolidate & optimize
the existing Phase 5.5 operation through training and development of line mangers in
supervisory team effectiveness courses. He further alluded that supervisory team
effectiveness courses enabled supervisors to appreciate the dynamics of effective team
working in achieving results.

The researcher also accessed the Annual Training Plan (ATP) and found out that Mimosa had
an Annual Training plan. The Annual Training Plan presented the organization with a rare
opportunity to strategically integrate people development practices with the overall Annual
Business Plan (ABP) for the entire organization. The overriding goal of integration with the
Annual Business Plan was to ensure the Annual Training Plan merges with the Business Plan.
One (1) of the male senior manager alluded that the training plan derived its motive force
from the sober prescriptions of the Michigan‟s Matching Model of Human Resources
Management Practice (also known as the integrated model). He further pointed out that the
central thesis of the training plan was the view that strategic human resources development
interventions should be matched with the strategic management of the organization. Two (2)
middle managers from HR department highlighted that once the training plan was crafted in
that way, the training plan became the real mandate based on which training & development
efforts were systematically deployed in the quest to provide strategic people capabilities
required for organizational success.
One (1) female and two (2) male‟s middle managers explained that the goal of the (ATP) was
to transform Mimosa employees into a formidable source of competitive advantage by
systematically equipping them with the vital skills, knowledge and job related attitudes in
order to improve their proficiency in both current and potential future jobs in the
organization. Two (2) middle managers from plant and mining departments highlighted that
the training plan presented a synthesis of refined input drawn from a series of consultations
with (HOD`s) and (HOS`s) at their various workstations based on the submitted training
needs analysis forms and past performance appraisals. One (1) of the respondent from Plant
department further indicated that the goal was to bring about congruence between training
interventions and the ABP for the organization.
Seven (7) out of eight (8) of the junior management interviewed mentioned that the budget
proposals for the financial year (FY) 2013/14 had already been crafted with training and
development programs that were meant to close the gaps between individual capability and
the role demands of the employee‟s current and/or potential future jobs. Five (5) junior
management representatives highlighted that there were various training programs in place
and were divided into categories such as Soft-Skills training programs, Mining training
programs and Engineering training programs. Two (2) junior managers from HR and mine
planning departments indicated that the organisation had soft skills training programs such as

First Aid Training for all employees, Safety training for supervisors, Coaching and Mentoring
training, Basic Business Appreciation (6M) etc. They further explained that soft skills
training programs were meant to equip employees with necessary skills and knowledge to
improve their proficiency to both current and future jobs. Two (2) junior management
representatives from the mining department indicated that mining training programs included
Face Rig Lone Drilling, Rig, UV & LHD operators training, Multiskilling training etc. One
(1) of the senior managers highlighted that mining training programs were critical for
FY2013/14 Annual Training Plan because the organisation was planning for expansion of its
operations to Phase VI.
Twenty-nine out of thirty-four (34) non-managerial employees indicated that the organisation
offered them training or refresher courses and out of the twenty –nine (29) that indicated, the
organisation offered them training or refresher courses twenty- four (24) highlighted that they
were offered training programs 4-5 times per year. Four (4) non- managerial employees
highlighted that it was not clear whether the organisation was doing anything to develop
them. Twenty-six (26) respondents from questionnaires highlighted that they acquired
knowledge, skills and experience through multiskilling training, first aid training, full blasting
license training and mine blasting license training, face rig lone drilling training and
firefighting emergency training. Eight (8) non-managerial employees did not respond on the
question regarding whether they benefited as individuals from being trained by the
organisation.
Organizational Career Management Support Practices
Four (4) middle managers with a length of service of 6-10 years indicated that the
organisation invested in capacity development programs such as graduate development,
apprenticeship training and school of mines cadets to ensure a constant supply of fresh skills
into the employment stream. Two (2) senior managers from mining, finance & administration
departments also explained that the organisation had robust coaching & mentoring systems in
place to nurture talent and develop potential. One (1) male middle manager from HR
department indicated that the total number of employees who were occupying key positions
in the organisation was adding to twenty–seven (27), he further indicated that the
organisation engaged eighteen (18) graduate trainees in financial year (FY) 2012 which were

to complete the graduate development program in the FY 2013. Three (3) junior management
respondents highlighted that graduate development program ensured the organisation had
readily available people today and tomorrow.
One (1) female and six (6) males from middle management indicated that apprenticeship
training programs at the organisation were an imperator to the success of the organisation
since the inception of apprenticeship program in 2005. One (1) of the female junior managers
pointed out that apprenticeship program ensured that there was constant supply of labour in
the organisation. One (1) respondent from middle management highlighted that apprentices
were enrolled in the organisation for critical skills in disciplines such as electrical, fitting and
turning, boiler making, diesel plant fitting, instrument control and millwrights. Two (2) junior
management representatives from mine planning department indicated that for the FY2012
there were thirty (30) apprentices enrolled in various disciplines. Six (6) middle managers
from the interview indicated that there were guaranteed of future supply of labour upon
completion of four (4) years apprenticeship training program.
Four (4) junior management representatives highlighted that the organisation recruited school
of mines cadets for Mining, Geology, Met assay, Metallurgy, And Survey disciplines. One
(1) respondent from plant department indicated that school of mines cadets provided the
organisation with critical skills that were in scarcity in the job market, he further highlighted
that such technical skills were not easily retained. One (1) junior management representative
from HR department indicated that the organisation had seventeen (17) schools of mines
cadets as per FY2012/13 and he further explained that such critical skills were nurtured for
the future of the organisation.
The researcher accessed the HR Profile Handbook 2012/13 and found out the summary of
trainees from the period year 2009- 2013. The graph below shows the trend summary and
projections of trainees for the organisation
Graduate trainees (GTs), Apprentices (Appies) and Zimbabwe school of mines (ZMS)
cadets from the period 2009 -2013

Table 6: Summary of trainees
Source: Mimosa Annual Training Plan 2012/13
Retention Programs
Three (3) middle managers and two (2) junior managers from HR department pointed out that
retention of employees was difficult because of other employment opportunities that may
attract employees. They further highlighted that as a measure to reduce the likelihood of
employee departures HR came up with retention programs, which focused on employee
recognition and benefits. They include rewards, career advancement & growth. Two (2) top
management respondents highlighted that the organisation implemented an effective Talent
Management Model, which ensured specific programs were in place to keep the best people
in the organization, including designing suitable career path plans for everyone across all
functions. One (1) top management respondent stressed the point that the organisation
constantly reviewed employee retention schemes to keep competition for talent.
One (1) junior management from finance and administration department alluded that Mimosa
mine had retention programs which were meant to retain its most valuable employees by
giving its non- managerial employees attractive packages such as compensating employees
above the NEC rate, offering free accommodation, healthcare and childcare facilities etc.
Two (2) middle managers indicated that the organisation offered very high and competitive
salaries for its key employees with critical skills; they further argued that salaries for
0
5
10
15
20
25
30
35
40
2009 2010 2011 2012 2013
20
11
17
27
30
13 12
16
19
28
Number
of
Trainees
Annual Budget Plan (ABP)
Summary of Trainees
GTs
Appies
ZSM Cadets

employees who provided with technical skills were paid with an addition of 30% to their
gross salaries. All thirty-four (34) non-managerial employees highlighted that the
organisation was helping them in terms of medical aid facilities, which covered them and
their immediate families, free accommodation, etc.
All seven (7) middle management respondents indicated that the organisation had retention
programs in form of car loans, house loans given to managerial employees. All eight (8)
junior management from interviews indicated that retention programs were largely availed to
attract and retain high caliber individuals, which provided with critical skills to the
organisation.
Management Development Programs
One (1) of the senior manager highlighted that in order to ensure that current employees had
the special skills necessary to assume managerial positions in the future; Mimosa had created
programs to develop such skills. In addition, he explained that management & leadership
development programs in place were key in developing competencies for managers to
effectively manage change and sustain the growth that will come with Phase VI expansion
project, which was eyeing board approval. Two (2) middle managers indicated that
management development focused on the Supervisory Management I (SMI) programs for
managers and supervisors and these had been in the form of Dynamics of Successful
Management (DSM), Effective Supervisory Management (ESM) for middle managers and
Dynamics of Personal Management (DPM) for junior managers. Two (2) top management
representatives mentioned that there were plans to usher in a tailor-made Senior Management
Development Program in partnership with Wits Business School in South Africa. All eight
(8) junior management representatives interviewed indicated that management development
programs ensured employees had the special skills necessary to assume managerial positions
for the future.
Workforce Analysis
One of the human resources planning method attributed by respondents was workforce
analysis. One (1) female respondent from junior management explained that a detailed study
of jobs were done to identify skills, qualifications and experiences required from employees,
she further highlighted that workforce analysis helped in finding out the skills or abilities

required to do jobs efficiently. Two (2) respondents interviewed from geology and survey
departments indicated that HR department and line managers did workforce analysis for
respective departments. All seven (7) junior management respondents from interviews
highlighted that supervisors from all departments worked in concerted ways with HR
department in conducting job analysis. One (1) of the junior mangers from HR department
explained that after job analysis was done, results would be forwarded to HR department and
HR will be able to determine whether employees had adequate and requisite knowledge,
skills, abilities. Twelve (12) out of thirty-four (34) non-managerial employees who answered
questionnaires indicated that HR helped them in identifying their training needs and areas
where they needed development through workforce analysis.
HOW HRP AFFECTS ORGANISATIONAL PERFORMANCE AS MEASURED BY
COST, SAFETY AND PRODUCTION.
Cost
The researcher asked ten (10) management representatives about how HRP affected
organisational performance. Six (6) of them indicated that HRP helped the organisation in
reducing labour costs. Two (2) middle management representatives from Mine planning and
HR departments indicated that through HRP they were able to anticipate imbalances before
they became unmanageable and expensive. One (1) of the junior manager further mentioned
that the organisation`s vision was to “Remain in the lowest quartile producers of platinum
producers”, and maintaining costs was regarded as an imperator to the success of the
organisation. Ten (10) non-managerial employees indicated that the organisation offered
them with training programs on how to manage costs such as effective cost management
courses, train the trainer etc.
All three (3) top management respondents interviewed highlighted that the organisation
embarked on a Labour Optimization initiative, which was premised on the need to improve
efficiencies and increase employee dollar return at their current operating platform. Upon
being asked about labour optimization initiatives in place, which reduced costs because of
HRP. Two (2) senior managers highlighted that there was Lone Drilling Training for Face
Rig Operators, which abolished 35 Face Rig Assistants positions as the Face Rig Operators,
were able to drill without service assistants. Multi-skilling of mining Service Assistants was

another initiative indicated by junior managers from mining department, which was designed
to multi-skill service assistants to Face Rig Operators and the initiative led to abolishment of
58 Lasher positions that became redundant, as the duties were amalgamated into other roles.
Three (3) middle managers highlighted that outsourcing of labour was another labour
optimization initiative, where labour was outsourced to labour brokers, as and when
necessary. Two (2) junior managers from mine planning and HR department highlighted that
there were twelve (12) sub-contractors, which supplied labour to Mimosa mine. Sub-
contracting firms complimented Mimosa headcount with Lashers, Artisans, Boilermakers,
Diesel plant fitters etc. One (1) top management representative highlighted that labour
outsourcing was to reduce mining labour by sixty -(60) at the year-end in July 2014.
Safety
All respondents from management indicated that creating safety culture within the
organisation was a priority for every stakeholder. The researcher asked respondents about the
role of HRP in fostering a safety culture; all eighteen (18) management representatives
explained that the organisation ensured there was extensive training for competency in the
Business Management System, which ensured that everyone in the organisation acquired
greater competencies to control their work, leading them to perform their jobs more safely.
Six (6) middle managers indicated that the organisation implemented refresher courses for
every employee in the organisation, which were meant to equip every employee with the
requisite skills and knowledge regarding safety. One (1) male middle manager from mine
planning department highlighted that training initiatives were in place, which ensured that
they do not relapse into an uncertified state against both OHSAS 18001 & ISO 14001
Business Management Systems. He further stated that training initiatives were imperative to
the success of the organisation because they ensured employees were improved in their
proficiencies and capabilities.
Two (2) respondents from SHE department indicated that for the FY 2012/13 safety training
programs which were mandatory for every employee included BSHEMC, ASHEMC, First
Aid Training. One (1) of the SHE officer highlighted that such safety training programs were
designed to equip all non-managerial employees with the general knowledge about the
Occupational Health, Safety & Environmental management issues that underlay their work at

An Analysis Of Human Resource Planning As A Tool For Improving Organisational Performance

An Analysis Of Human Resource Planning As A Tool For Improving Organisational Performance

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