Human Resource Management in South Africa FOURTH EDITION

1. Human Resource Management in South Africa FOURTH EDITION

2. 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 The environment for HR 1 Finding & placing qualified employees 2 Assessing & developing qualified employees 3 4 Labour relations 5 Emerging HR practices

3. PART 1 The Environment for Human Resources

4. 1 The environment for HR CHAPTER 1: Foundation & challenges for HR CHAPTER 2: Human Resources and Technology CHAPTER 3: Managing diversity & regulatory challenges Finding & placing qualified employees Assessing & developing qualified employees Labour relations Emerging HR practices

5. CHAPTER 1 The Foundation and challenges of Human Resource Management

6. 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

7. Human resources: Past & present • People practices in South Africa • Scientific management • Human relations • The HR approach

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

9. Strategic vs traditional HRM

10. Strategic vs traditional HRM (continued)

11. A model of strategic HRM External environment Competition, government regulation, technology, market trends, economic Staffing Laws regulating employment Employee separation Training HR strategy Corporate strategy Business unit strategy Performance management HR planning, design of jobs & work systems, what workers do, what workers need, how jobs interface with others Culture, structure, politics, employee skills, past strategy Compensation HRIS Labour relations Internal environment

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

13. 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

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

15. Communication • Downward • New employee orientation • Bulletin boards • Communication meetings • Newsletters • Employee handbooks • Upward • Suggestions programmes • Complaint procedures • Electronic mail • Attitude surveys • Open-door meetings

16. HR department roles (continued) • Advice & services • Control functions

17. The structure of the HR department • Clerical, professional, managerial staff • Responsibilities for HR functions

18. 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

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

20. 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.

21. 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.