human resource project 1

8/9/2019 Human Resource Project 1

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THE CAMBRIGDE ASSOCIATION OF MANAGERS

(STANDARD DIPLOMA IN BUSINESS MANAGEMENT)

(HUMAN RESOURCE MANAGEMET I)

(ANALYSIS OF LACK OF EFFICTIVE RECRUITMENTAND SELECTION PROCEDURE IN THE COMPANY)

(A case stud !" Ke#a P$%e&$#e C!'%a#)

D!#e BKenneth Wasonga

Stude#t Nu'e*W-130-13-046

Pu*%!seFulfillment of Cambridge Association of ManagersStandard i!loma in "usiness Management #human resource

management 1$DateMa% &014

P*ese#ted t!Cambridge association of managers'international ()amination and Cambridge *K+

DECLARATION PAGE+

Stude#t,s dec&a*at$!#+

, Kenneth Wasonga' declare that this !roect is m% original .or/ andhas not been e)hibited or and has neer been re!resented for an%

a.ards inor to an% institutions+

2ame Kenneth Wasonga signature+

ate Ma% &014

5his !roect has been submitted for e)aminations as the su!erisor+

2ame ohn 2%ab.ari+ Signature+


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ate ++

5his !roect has fulfilled the 7ualit% Assurance 8olic% 9e:uirements

2ame signature ++

ate ++

;ead of 7ualit% Assurance

5his !roect has been submitted for e)aminations .ith m% a!!roal asmoderator+

2ame signature

ate ++

8roect assessment co-ordination

5his !roect has been submitted for e)aminations .ith m% a!!roal+

2ame r+ ;um!hre%


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, than/ all m% friends for their su!!ort and encouragementthroughout m% course to the end+

Aboe all' , than/ A=C education for !roiding me .ith ane)cellent o!!ortunit% to do a course that connects theindustr% and the class room in a !ractical manner+ 5he%al.a%s remind me that >A certificate is ust !a!er ,tscontent is the alue?@

THE ABSTRACT

E1ECUTIVE SUMMARY

SECTION A

, did m% research in the Ken%a 8i!eline Com!an% #K8C$through the standard s%llables items !roided i establishedthat the organiBation has !roblems in recruiting andselecting its em!lo%ees+ 5here is !oor !rocedure ofrecruiting and selecting em!lo%ees+ 5his caused a lot ofmisunderstandings bet.een human resource de!artmentand the management' since em!lo%ees are being assignedduties in areas .hich the% dont understand .ell+ 8oorrecruitment and selection' results to !oor .or/force+ ;enceleads to !oor !roduct as an end result+

5o embrace .or/force' human resource de!artment mustma/e sure that' the% recruit and select !eo!le .ith s/ills'e)!erience and man!o.er so as to enable the com!an%achiee its obecties+

5he com!an% also does not engage in social res!onsibilit%+5he com!an% ma/es a lot of !rofits %et it does not gie bac/to the societ% in an% .a% a!art from !a%ing its ta)es+ 5hisma/es the Ken%an citiBen to /no. little about the com!an%

and does not a!!reciate it+, .ent ahead to offer adice to the com!an% on ho. the tobest tac/le the !roblem .here the com!an% hae to im!roeits recruitment and selection strategies+


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SECTION B

As the researcher' i .as gien the authorit% to carr% outfurther research on the !roblems identified in the aboesection #section A$ and confirm to the human resourcemanager' the e)tend of the !roblems+

5he researcher used a descri!tie design that re:uired theresearcher to narrate the findings+ "oth !rimar% andsecondar% data .as used+ Secondar% data .as obtainedfrom the com!an%s ournals and .ebsite+ 8rimar% data .as!roided b% first-hand information+ 5his .as done usingobseration and b% use of structured close ended:uestionnaires administrated to the staff at the office andthose .ho are in the field distributing oil and reconnectingthe !i!es+

An im!lementation !lan .as as .ell designed .hich sho.sho. to !ut into actions of the solutions suggested that canenhance the cost incurred in term of cost and time+ Change.as acce!ted b% board of directors and the% decided to !utne. s%stems in !lace and embrace ,5+

Finall%' the researcher made a conclusion that Ken%a !i!elineim!lements the solution successfull% it .ill hae a better

!osition in achieing its goals and obecties and also remainthe best oil refiner% in the countr%+

Ac*!#'

A=C + igital Adisor% and =earning Center+

K8C + Ken%a 8i!eline Com!an%+

KS;S Ken%an Shilling+

,C5+ ,nformation Communication 5echnolog%+

,5 ++ ,nformation 5echnolog%+

FM Finance manager+

,5D5 ++ ,nformation 5echnolog% and5elecommunications de!artment+

CS Commercial serices de!artment+


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,S5 + istribution de!artment+

89D8M ++ 8lanning' 9esearch and 8erformanceMonitoring de!artment+

SSD5 ++Su!!lies' Stores and 5rans!ort

de!artment+

;9M ;uman 9esource Management de!artment+

TABLE OF CONTENTSPAGES

(C=A9A5,


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&+4 S8(C,F,C A,MS &6

CHAPTER THREE3+1 9(S(A9C; M(5;


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CHAPTER 1

BACKGROUND OF THE STUDY.

Kenya pipeline Limited is a State Corporation establishedon 6th September, 1973 under the Companies Act (CA!"6# o$ the La%s o$ Kenya and started commercialoperations in 197". &he Company is 1'' o%ned by the

)o*ernment o$ Kenya and complies %ith the pro*isions o$the State Corporations Act (Cap !!6# o$ 19"6. &heCompany operations are also +o*erned by rele*antle+islations and re+ulations such as the inance Act, theublic rocurement -e+ulations, and er$ormanceContractin+.

&he main obecti*e o$ settin+ up the Company %as topro*ide e$$icient, reliable, sa$e and cost e$$ecti*e means o$transportin+ petroleum products $rom /ombasa to thehinterland. 0n pursuit o$ this obecti*e, the Companyconstructed pipeline net%or, stora+e and loadin+ $acilities$or transportation, stora+e and distribution o$ petroleum

products.&he Company2s other mandate includes

&o build a pipeline $or the con*eyance o$ petroleum orpetroleum products $rom /ombasa to 4airobi.

&o o%n, mana+e or operate such pipelines and any otherpipelines and associated ancillary $acilities.

&o maret, process, treat, deal in petroleum products andother products and +oods and pro*ide transport and otherdistributi*e $acilities, outlets and ser*ices in connection

there%ith.

KPC's Vision

5&o be a +lobally predominant petroleum products handlin+


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and related ser*ices pro*ider.

Mission

5&o e$$iciently recei*e, store, transport and deli*erpetroleum products and pro*ide related ser*ices %hileadherin+ to international standards, eceedin+ customerepectations and optimi8in+ *alue throu+h continuousinno*ation.

Organizationa Str!"t!r#&he current or+ani8ation structure comprises )o*ernmentappointed oard o$ :irectorsheaded by a non;eecuti*eChairman and a /ana+ement teamunder the /ana+in+:irector supported by three Chie$ /ana+ers (&echnical,inance < Strate+y and =uman -esource < Administration
http://www.kpc.co.ke/index.php?option=com_content&view=article&id=170:board-of-directors&catid=36&Itemid=388http://www.kpc.co.ke/index.php?option=com_content&view=article&id=171:management&catid=36&Itemid=389http://www.kpc.co.ke/index.php?option=com_content&view=article&id=171:management&catid=36&Itemid=389http://www.kpc.co.ke/index.php?option=com_content&view=article&id=170:board-of-directors&catid=36&Itemid=388


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BOARD OF D$RECTORS

MANAG$NG D$RECTOR

/ana+er inance and Strate+y /ana+er

=uman -esource /ana+er

Administration /ana+er

D#%artnts

>n+ineerin+ department.

?peration department

usiness de*elopment department

Corporate plannin+ department

inance department


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=uman resource department

0nternal audit department

0n$ormation communication technolo+y department

Secretarial department

Administration and procurement %hich are headed bymana+ers

DEPARTMENT OF FOCUS+


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.hich could hel! them recruit !eo!le .ith s/ills toarious de!artments+

ASSESSMENT OF INSTITUTIONS PROCEDURES.FINDINGS AND OBSERVATIONAL REMARKS+

5his section focuses on the information , gathered and

obsered during m% attachment at 5he Ken%a 8i!elineduring the month of Ma% &014+

STARDARDSYLUBUSITEMS

FINDINGS REMARKS

1$ 5here shouldbe recruitmentand selectionboard+

5he com!an%doesnt hae a.ellestablishedboard ofrecruiting andselecting

em!lo%ees+

5he com!an% should .or/ inhand .ith the humanresource de!artment to ma/esure that the% hae !ut aboard in !lace' .hich acts asan oersight authorit% todouble chec/ the ne.l%

em!lo%ed em!lo%ees' Whohae been hired b% thehuman resource de!artment+5his .ill enable the com!an%to hae effectie man!o.er'since its em!lo%ees .ill be ofhigh :ualit%+ ;ence highstandard of the out!ut .hich.ill enable them to be er%com!etitie in the mar/et+

&$ 5here shouldbe s%stemsa!!roach+

5hemanagementdoes not follo.the s%stemsa!!roach+

,t entails the anal%sis of the!roblem and come u! .ith ablend of solutions+ ,f acom!an% has to change abusiness !rocess or ac:uirene. technolog% then some ofthe em!lo%ees obsdescri!tions hae to changeand their s/ills too+ 5his is notthe case at Ken%a 8i!eline+


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3$ 5here shouldbe consultationbet.een thede!artments+

5here is noconsultationbet.eenariousde!artments.ithin the

com!an%+

5he consultation !rocess iser% ital to the !rogress ofan% organiBation+ Ken%a!i!eline must at all costensure that ariousde!artments do consult one

another before it concludes onits ste!+ 5his .ill hel! bothde!artment .or/s in hand incorres!ond to the aim of thecom!an%+

4+ 5here shouldbe on-boarding!rocess+

5he com!an%does notengage herne. em!lo%eesin on-boarding

,t ,s a !rocess of hel!ing ne.em!lo%ees become !roductiemembers of the com!an%+ A.ell !lanned introduction hel!the ne. em!lo%ee becomeo!erational :uic/l% and ada!tthe com!an% enironment as

fast as !ossible thus is .ill beer% adantageous for theKen%a !i!eline com!an%+

2+3 STATEMENT OF THE PROBLEM

5he obectie of this section is to tr% and summariBe someof the !rocedures not a!!lied b% Ken%a 8i!eline as !er there:uired standard that courses !roblems to the com!an%+

STATEMENT OF THEPROBLEM

4USTIFICATION


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1$ 5here should berecruitment andselection board+

5his is er% im!ortant to an%organiBation+ 5he recruitment selectionin human resource de!artment .ill hel!the com!an% to .or/ as an oersightauthorit% ma/e sure the an% ne.selection and hiring that' is being done

b% the de!artment are being oerloo/ed to ensure the com!an% has theright !eo!le .ith right s/ills to hel!them achiee their obecties+ 5his .illalso hel! to reduce the leel ofcorru!tion .here !eo!le are beingem!lo%ed de!ending on ho. %ou /no.the management+

&$ 5here should bes%stems a!!roach+

5he com!an% has ac:uired a lot of ne.technolog% but its em!lo%ees s/ills arestill the same es!eciall% in the ,5de!artment+ 5he com!an% should

retrain all its em!lo%ees in ,C5 in orderto match the technolog% in use+

3$ 5here should beteam .or/+

5he com!an% does not engage full% itsde!artments in team .or/+ ue to this alot of .or/ has been left hanging sincethere is no cor!oration bet.een thede!artments+ ,n most casesde!artmental managers are not tal/ingin one oice and this has led to slo. ofthe .or/ that com!an% is e)!ectingthem to com!lete .ithin the set frametime+ ;ence it has lo.er the out!ut ofthe com!an%+

4$ 5here should besocial res!onsibilit%+

5he com!an% does not engage .ell .ithits customers and maorit% of the thin/ill of the com!an%+ 5he com!an% ma/esa lot of !rofits but does little to deelo!the citiBens of the countr%+ 5he !ublicdoes not een /no. ho. much ta)esthe com!an% remits to the goernment+


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2+5 PROPOSED SOLUTION AND 4USTIFICATION

5he obectie of this section .as to !roduce recommendedor suggested solutions to the !roblems inestigated aboe+


PROPOSED SOLUTION AND4USTIFICATION

1$ 5here should be team.or/+

S!&ut$!# 2 6 fre:uent meetingsshould be held+

4ust$"$cat$!# 7 the meetings .illgie the de!artmental managers achance to get together and discussissues and ob matters+

S!&ut$!# 8 7 .ee/l% or monthl%ne.slettersnotice+

4ust$"$cat$!# 7notices usuall%cone% information about somethingor a .arning+ When issued regularl%'it .ill /ee! the em!lo%ees u!datedabout the on goings of the com!an%and the targets to meet+ 5he notices.ill o!en channels to communicationbecause the message .ill be !ut u!on the notice board .here eer%one

can read it+&$ 5here should be socialres!onsibilit%+

S!&ut$!# 2 6 inest in thes!onsorshi!s of local talents+

4ust$"$cat$!# 6 this .ill im!roe the:ualit% of life of the communit%members+ 5he% can also donate tolocal charities institutions in order for


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them to hel! the ulnerable+

S!&ut$!# 86 enironmental friendl%through setting a management teamto .or/ closel% .ith institutionscharged .ith enironmental issues

e+g+ 2(MA+4ust$"$cat$!# 6 the !rimar% focus ofcor!orate social res!onsibilit% is theenironment+ 5he Ken%a !i!elineshould reduce carbon emissions anduse bio-degradable !i!es+ ,t should.or/ .ith 2(MA and hel! the Ken%ancitiBens /ee! their enironment cleanand free from an% /ind of !ollution+

2+9 EVALUATION OF SOLUTIONS

5his section anal%ses the adantages and disadantagesof each solution and .hich is the best recommendation


PROPOSED SOLUTION ANDEVALUATION

1$ 5here should be team.or/+

S!&ut$!# 2 6 fre:uent meetingsshould be held+

E/a&uat$!#6 the im!lementation .ill


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ta/e & months and it .ill cost KS;S&00'000Ad/a#ta-es

;olding regular meetingsde!artmental managers areu!dated faster cutting do.n the

time for indiidual conersations+ ,n o!en meetings eer%one inattendance can share their ideas'get feedbac/ from each otherand .or/ to.ards a commongoal+

When de!artmental managersattend the regular meetings the%.ill create a cordial affiliationamongst themseles andstrengthen their bond in the longrun+

Meetings .ill im!roe indiidual

morale+

D$sad/a#ta-es ;old the regular meetings .ill

!otentiall% cut do.n on!roduction since the managers.ill not be .or/ing at that time+

5he more !eo!le a meeting .illhae the more distractions there.ill be+

S!&ut$!#s 86 .ee/l% or monthl%ne.sletters+

E/a&uat$!# 7 the cost im!lementationis KS;S 10'000 !er month+

Ad/a#ta-es Eies managers a sense of

/no.ledge of .hat is going on+ ,n notices a .ritten record of the

message is /e!t so someem!lo%ees .ont sa% the% didntsee it+

2otices can be created in such a.a% that the% attract attention+

2otice can contain diagrams and.ritten information thus easil%understood b% stood b%em!lo%ees+

D$sad/a#ta-es: Sometimes the message isnt

clearl% sent across because not alot of detail can be included+


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: ,t .ill ta/e a lot of time todistribute the notices in all thebranches of K8 in the entirecountr%+

: ,t is eas% to ta/e do.n a noticeor coer it u! .ith another+

: ,f the notice does not loo/attractie enough someone caneasil% ignore them and thin/ thatthe information is not thatim!ortant+

&$ 5here should besocial res!onsibilit%+

S!&ut$!# 2 7inest in thes!onsorshi!s of local talents+

E/a&uat$!# 6 the cost ofim!lementation is KS;S 1'000'000!er month+

Ad/a#ta-es: 5he com!an% .ill hae satisfied

customers .ho .ill in turn thin/and s!ec/ .ell about thecom!an%+

: 5he com!an% .ill hae a !ositie89+

: 5here .ill be customer retention+: 5he liing standards of the

communit% .ill be better+

D$sad/a#ta-es ,t .ill cost the com!an% a lot of

mone%+ ,t can be difficult for the

com!an% to choose .hich talentsor charit% should be gien .hatamount of mone%+

Some mone% man% be misused ifnot accounted for+

S!&ut$!# 86 enironmental friendl%through setting a management teamto .or/ closel% .ith institutions

charged .ith enironmental issuese+g+ 2(MA+

E/a&uat$!#6 the im!lementation .illcost KS;S 00'000 !er month+Ad/a#ta-es

,t .ill ma/e the customers ha!!%to /no. that the com!an% caresfor them and the enironment


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the% lie in+ 8otential !ollution .ill be

reduced+ 5he com!an% .ill gain free

adertising through .ord ofmouth+

D$sad/a#ta-es A lot of mone% .ill be used+ Mone% ma% be misuse if not .ell

accounted for+

2+; EVALUATION OF OPTIONSO%t$!# 2P*!&e' 26S!&ut$!# 2 6 fre:uent meetings should be held+

Du*at$!# M!#t+2 CONCLUSION

5he Ken%a !i!eline com!an% is facing !roblems of socialres!onsibilit%+ 5he com!an% being a mono!ol% in the mar/et'maorit% of the industries and citiBens are su!!lied .ith oilb% the com!an% %et the com!an% does not gie bac/ to thesame citiBens+ As the researcher , recommended that thecom!an% should loo/ into .hat the societ% in struggling .ithand tr% as much as the% can to hel! them+

5he com!an% de!artmental managers also do not li/e.or/ing as a team %et maorit% of the duties needteam.or/+ 5his is leading to a lot of misunderstandings andthe com!an%s goals are not meet on time+ 5he humanresource de!artment should encourage the de!artments toembrace team.or/+

5he data anal%sis has sho.n us that most of the managersand maorit% of the em!lo%ees are .illing to acce!t thechange .hile the rest .ere not sure+


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>+8 RECOMMENDATION

5he com!an% should encourage the managers to .or/ inteams and get along .ell+ 5his .ill ma/e the goals achieedon time and the team.or/ .ill ma/e both managers create astrong .or/ing bond in the long run+

5he board of directors should sit do.n and decide on ho.the com!an% .ill be sociall% res!onsible to the communitiesaround them+ 5he% should decide ho. much mone% .ill be

used and .hat charities the com!an% .ill be engage in+

>+= LIMITATIONS AND SUGGESTIONS FORIMPROVEMENT

5here .ere arious !roblems i faced .hile carr%ing outthe research at the com!an%+

First' the o!erational staffs .ere at first not .illing to


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furnish the research .ith information because of fear ofictimiBation' should it be discoered .ho e)actl% the one.ho gae the information .as+

5he managers .ere er% bus% therefore getting themto fill out the :uestionnaires and this !osed challenge in

anal%Bing the data+ 5he% also .ere not comfortable .ithreealing com!an% information as the% felt the% .ould loo/incom!etent and unable to draft contracts .ell to im!roe!erformance of the com!an%+

=astl%' due to limitations of finances and resources that.ould assist the researcher .as limited to the main branchonl% .hich is in 2airobi' .hereas information ac:uired fromdistribution centers .hich is in Mombasa to.n .ould haebeen beneficial to this research+ 5he other !roblem .as lac/of ade:uate time+

,n future' researchers should hae enough and readil%

aailable resources to enable them to get as much asinformation as !ossible from a bigger section of theorganiBation and its recommended that ade:uate time needsto be made aailable to enable good research .or/ to becarried out+

>+> IMPLEMENTATION PLAN,m!lementing the ne. s%stem re:uires a careful !lan+ 5hisinoles reducing cost of im!lementation as .ell as timeta/en to com!lete the im!lementation successfull%+,m!lementation of the ne. s%stem of !erformance re:uiresa consideration of the method used+As for em!lo%ee training' it should not be rushed so that theem!lo%ees do not come out half bac/ed+ Eood lessons andenough time should be set aside+

Sc


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"oard ofdirectorsmeeting+

(m!lo%ees arediided into

teams to .or/together

Adertising tothe !ublic tocome u! .ithcharities thatthe com!an%can inest in+

Monthl%meetings heldin thecom!an%+Contributingmone% to the!ublic+

REFERENCE ...+google+com ...+/!c+co+/e 2%ab.ari ohn


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APPENDICES

@uest$!##a$*e, am a student of A=C on a research mission to obtaininformation concerning the :ualit% of !roduct .ithin ourcom!an%' causes and best measures of containing the!roblems .hereer encountered+ 5his is mandator% for thefulfilment of CAM Adanced di!loma in "usinessManagement+ , .ould /indl% as/ for ital information that.ould enable me to com!lete m% research .or/+ And an%information gien .ill be treated .ith confidentialit%+

@uest$!#s ased t! t


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Eood 8ractical 8oor "elo. standard

;o. man% meetings are scheduled in a month in the

Com!an%s diar% 5.ice a month


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*niersit% leel

#,,,$ 9eleant s/ills of the ob - S/illed - Semi s/illed

- *ns/illed

#&$ o %ou /no. or !ractise effectie business managementbasic s/illsP a$ Ges b$ 2o

3$ o %ou /no. or !ractise effectie businesscommunication basic s/illsP #A$ Ges #"$ 2o

4$ What /ind of !roblems do %ou normall% face at .or/P++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ Are %ou ha!!% .ith %our obP

Ges 2o 2ot sure

;o. satisfied are %ou .ith the com!an%s sericesP

Ler% satisfied

Satisfied

*nsatisfied

2ot sure

;o. does the com!an% gie bac/ to the societ% and the

communit% aroundP

H$does the com!an% inest in the local communities ins!onsring talents and educationP

Ges 2o 2ot sure+


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I$should the com!an% use notice boards to communicate toits em!lo%eesP

Ges 2o 2ot sure+

human resource project 1

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