Human Resource Management in South Africa

FOURTH EDITION

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

1 2 3 4

The environment for HR

Finding & placing qualified employees

There are 5 topics in this book as illustrated, before commencing with the next topic this structure is repeated and we indicate the topic that will be dealt with next on the right hand side

Assessing & developing qualified employees

Labour relations

Emerging HR practices
For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

PART 1 The Environment for Human Resources

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

The environment for HR

CHAPTER 1:
Finding & placing qualified employees

Foundation & challenges for HR

CHAPTER 2:
Assessing & developing qualified employees

Human Resources and Technology

CHAPTER 3:
Labour relations

Managing diversity & regulatory challenges

Emerging HR practices
For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

CHAPTER 1 The Foundation and challenges of Human Resource Management

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

Chapter outcomes

Evaluate the development of human resource management (HRM) Distinguish the strategic approach to human resources from the traditional approach to HRM Summarise the key HRM functions Explain the roles of the HR Department Identify eight challenges/issues facing HR today Explain the trends relevant to the growing importance for HRM

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

Human resources: Past & present

People practices in South Africa Scientific management Human relations The HR approach

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

Strategic HR
Strategic management Business strategy SHRM Process is led & coordinated by top management

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

Strategic vs traditional HRM

Dimensions
Planning and strategy formulation

Strategic HRM

Traditional HRM

Authority

Scope

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

Strategic vs traditional HRM (continued)

Dimensions
Decision making

Strategic HRM

Traditional HRM

Integration

Coordination

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

A model of strategic HRM

External environment
Competition, government regulation, technology, market trends, economic

Staffing

Employee separation
HR strategy

Laws regulating employment

Training

Corporate strategy

Business unit strategy

Culture, structure, politics, employee skills, past strategy

HR planning, design of jobs & work systems, what workers do, what workers need, how jobs interface with others

Performance management

HRIS

Compensation

Internal environment
For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

Labour relations

HR functions
Assigned exclusively to HR: Compensation and benefits issues AA & EE JA programmes Pre-employment testing Attitude surveys

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

HR activities (jointly with other departments)

JA & JD Recruitment and selection, orientation and internal staffing Appraisal, training and development and career management Compensation and health Labour relations HRIS, research & problem-solving

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

HR department roles
Does the HR function affect the success of an organisation? HR policies Critical policy issues

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

Communication
Downward
New employee orientation Bulletin boards Communication meetings Newsletters Employee handbooks

Upward
Suggestions programmes Complaint procedures Electronic mail Attitude surveys Open-door meetings

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

HR department roles (continued)

Advice & services Control functions

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

The structure of the HR department

Clerical, professional, managerial staff Responsibilities for HR functions

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

Current issues & challenges

Worker productivity Quality improvement Downsizing, delayering & decruiting The changing workforce Global economy The impact of government Quality of working life Technology and training

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

HR career opportunities Professionalisation of HRM SABPP (South African Board for People Practices) Ethics and HRM

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

Summary
Strategic HR activities address a broad range of issues relevant to the successful formulation and implementation of company plans. The management of people has seen three distinct approaches since the turn of the last century: scientific management, human relations and the HR approach. The trend has been toward the HR approach, whereby two complementary goals are sought: increased organisational effectiveness and the satisfaction of individual employee needs. HR policies and programmes strive to achieve both goals. A number of critical issues face HR managers and administrators in South Africa today. Improving worker productivity through HR programmes, policies and techniques remains a challenge. Increasing the quality of working life (QWL) is a goal of many organisations, and programmes such as the redesign of jobs have been implemented to enhance QWL. Hiring and motivating today's changing workforce is a major HR challenge. Innovative HR programmes must meet the needs of a diverse labour force while enabling the company to compete successfully in a global economy.
For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning

Summary

Although the HR programmes of different organisations will vary, the HR departments of most organisations have these common responsibilities: job design and analysis; recruitment and selection; orientation and internal staffing; appraisal, training and development; compensation; and labour relations. HR managers and administrators play a number of roles in achieving effective HR management. These include creating HR policies, offering advice to line managers, providing services (e.g. recruiting, training, and research), and controlling activities to ensure that employment legislation and HR policies are being followed. Also, it is usually HR's responsibility to design and maintain effective communication flows. Jobs in the HR department include clerical (support), professional and managerial positions. Free trade and globalisation are putting most firms in fiercely competitive markets where success depends on the quality of HR management. Work itself will be redefined in the future; more high-order thinking, constant learning and flexibility.

For use with Human Resource Management in South Africa 4e by Grobler, Wrnich et al ISBN: 1408019515 2010 Cengage Learning