human resource management in south africa fourth edition
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Human Resource Management in South Africa FOURTH EDITION. 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. - PowerPoint PPT PresentationTRANSCRIPT
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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
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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
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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
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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
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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
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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
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For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
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Human resources: Past & present
• People practices in South Africa• Scientific management• Human relations• The HR approach
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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
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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
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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
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For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
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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
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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
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For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
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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
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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
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For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
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Communication• Downward
– New employee orientation
– Bulletin boards– Communication
meetings– Newsletters– Employee handbooks
• Upward– Suggestions
programmes– Complaint
procedures– Electronic mail– Attitude surveys– Open-door meetings
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For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
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HR department roles (continued)
• Advice & services• Control functions
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For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
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The structure of the HR department
• Clerical, professional, managerial staff• Responsibilities for HR functions
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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
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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
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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.
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For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
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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.