The significance of the human resources function in the Zimbabwe iron and steel industry

The research paper sought to find out the significance being given to the Human Resources function within the iron and steel industry in Zimbabwe. The study was guided by the positivism research philosophy. The study therefore sought find out if HRM is being considered as significant in the iron and steel industry. The period of focus was between January 2009 to December 2011. The study adopted the exploratory as well as the descriptive research designs. The study was exploratory in that it sought to find out adoption and implementation of HRM practices in accordance with literature guidelines. The research was descriptive in that after gathering the information, a descriptive write up of the significance being accorded to the HRM function within the Zimbabwe iron and steel industry was made. The study focused on the midlands area because this is where the country's largest iron and steel companies are located. The research was prompted by the developments in the Human Resources field and the economic problems that are affecting the country. Therefore the study sought to find out if HR issues according theoretical guidelines are a priority in an environment faced with various economic challenges. The population comprised of all the four iron and steel companies in the midlands province of Zimbabwe. The target respondents were the general managers, the human resources mangers and the line managers. These were considered as the custodians of information that was being sought. Stratified purposive sampling method was adopted in selecting the respondents. A sample size of 100% was used for the general managers and human resources managers, and 67. 35% for the line managers. Questionnaires as well as interviews were used to collect the data. Content analysis of relevant documents like job descriptions was also done. The major findings were that the HR function is being considered significant in some aspects, but not all aspects. The strategic partner role is being considered as significant. The most predominant HR practices being implemented are recruitment and selection, records management, HR planning, training and development, employee relations, and occupational safety and health. In some cases documented HR strategies and policies are in place, but they are not being implemented. Line managers are empowered to handle HR issues but conflict of interest with their other line functions was found to be common. It some cases it was found that they lack the appropriate HRM skills. The study recommends that the organizations should adopt HR policies and practices that are relevant and ensure their implementation. Line managers should receive adequate training in order to be able to handle HR issues, and this should be made part of the key performance indicators in their job descriptions.