For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al

ISBN: 1408019515 © 2010 Cengage Learning

Human Resource Management in South Africa

FOURTH EDITION

For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al

ISBN: 1408019515 © 2010 Cengage Learning

The environment for HR

Finding & placing qualified employees

Assessing & developing qualified employees

Labour relations

Emerging HR practices

1

2

3

4

5

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

For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al

ISBN: 1408019515 © 2010 Cengage Learning

PART 1

The Environment for Human Resources

For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al

ISBN: 1408019515 © 2010 Cengage Learning

CHAPTER 1:CHAPTER 1:

Foundation & challenges Foundation & challenges for HRfor HR

CHAPTER 2:CHAPTER 2:

Human Resources and Human Resources and TechnologyTechnology

CHAPTER 3: CHAPTER 3:

Managing diversity & Managing diversity & regulatory challengesregulatory challenges

The environment for HR

Finding & placing qualified employees

Assessing & developing qualified employees

Labour relations

Emerging HR practices

1

For use with Human Resource Management in South Africa 4eby Grobler, Wärnich 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 4eby Grobler, Wärnich 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 4eby Grobler, Wärnich 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 4eby Grobler, Wärnich 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 4eby Grobler, Wärnich et al

ISBN: 1408019515 © 2010 Cengage Learning

Strategic vs traditional HRMDimensions Strategic HRM Traditional HRM• Planning

and strategy formulation

• Authority

• Scope

For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al

ISBN: 1408019515 © 2010 Cengage Learning

Strategic vs traditional HRM (continued)

Dimensions Strategic HRM Traditional HRM• Decision

making

• Integration

• Coordination

For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al

ISBN: 1408019515 © 2010 Cengage Learning

A model of strategic HRM

Corporate strategy

External environment

Internal environment

Competition, government regulation, technology,

market trends, economic

Culture, structure, politics,

employee skills, past strategy

Employee separation

HR planning, design of jobs & work systems, what workers

do, what workers need,

how jobs interface with

others

HR strategy

Laws regulating

employment

HRIS

Labour relations

Compensation

Performance management

Training

Staffing

Business unit strategy

For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al

ISBN: 1408019515 © 2010 Cengage Learning

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 4eby Grobler, Wärnich 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 4eby Grobler, Wärnich 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 4eby Grobler, Wärnich 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 4eby Grobler, Wärnich et al

ISBN: 1408019515 © 2010 Cengage Learning

HR department roles (continued)

• Advice & services• Control functions

For use with Human Resource Management in South Africa 4eby Grobler, Wärnich 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 4eby Grobler, Wärnich 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 4eby Grobler, Wärnich 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 4eby Grobler, Wärnich 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 4eby Grobler, Wärnich 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.