HUMAN RESOURCE HUMAN RESOURCE MANAGEMENTMANAGEMENT

IntroductionHuman Resource StrategyHuman Resource PlanningRecruitment and SelectionTraining and DevelopmentPerformance ManagementCompensationEmployee BenefitsEmployee RelationsCareer Planning

HUMAN RESOURCES MANAGEMENT IS ALL ABOUT:

GROUP EFFICIENCY

INDIVIDUAL PERFORMANCE INDIVIDUALEFFECTIVENESS

INDIVIDUAL EFFICIENCY

Doing things the right way Doing the rightthings

Individual Performance – Outputs of a Individual Performance – Outputs of a high quality and quantityhigh quality and quantity

Doing things the right way: Executing a task correctly Doing more than the

standard Rendering outputs of high

quality and quantity Restricting wastage and

interruptions

Doing the right things: Involvement in goals

set for work groups and organisation

Positive attitude High morale Innovation

HR Predictions for 2008: HR Predictions for 2008: Definition of jobsDefinition of jobs

Organisations will not pay for the value of the job but for the value of the person

Versatility will be a key factor in determining employee value

Compensation systems will be linked to business outcomes

All jobs will require higher levels of computer skills

Positions will be organised in teams focused on a task

Positions will be defined by competencies needed to be performed (Grobler et al, 2006)

HRM Issues and Challenges HRM Issues and Challenges Worker productivityQuality improvementDownsizing, delayering, decruitingChanging workforceGlobalisationImpact of legislationQuality of working life (QWL)Technology and trainingHIV Aids

Human Resource StrategyHuman Resource StrategyA strategic approach to HRM:

recognises impact of external environmentrecognises impact of competitionrecognises impact of labour market dynamicsa long range focus (3 – 5 years)focuses on choice and decision-makingconsiders all personnelis integrated with overall corporate strategy

Strategic Human Resource Strategic Human Resource ManagementManagement

Strategic Human Resource Management– The process by which managers design the components

of a human resource system to be consistent with each other, with other elements of organizational structure, and with the organization’s strategy and goals.

– The objective of strategic HRM is the development of an HRM system that enhances the organization’s efficiency, quality, innovation, and responsiveness to customers.

Human Resource PlanningHuman Resource PlanningHRP as part of strategic organisational

planningThe impact of good HRPSteps in the planning process

Forecasting demand

Estimating supply – skills inventories

Components Components of a Human of a Human Resource Resource

Management Management SystemSystem

Recruitment and SelectionRecruitment and SelectionFactors that influence recruitmentRecruitment sourcesRecruitment methodsLegal considerationsFactors that influence the selection decisionSelection ProcessEmployment testsChecks

The Recruitment and Selection The Recruitment and Selection SystemSystem

Training and DevelopmentTraining and DevelopmentTrainingDevelopmentStrategic Training Approaches:

Traditional training vs Virtual Training

3 principles of VT:

Employees are responsible for their growth

Most powerful learning takes place on the job

Improved performance hinges on the relationship between manager and employee

Performance ManagementPerformance ManagementPurpose of Performance ManagementPerformance EvaluationLegal considerationsPerformance management and QA:

“if the system itself prevents good work, individuals will not be able to improve their performance, even if they want to” (Deming)

CompensationCompensationWhy compensation?Factors influencing compensationElements of total compensationJob hierarchies – evaluation systemsTenets of dynamic compensation:

Pay is a people issuePay is a communication toolPay must support vision, values, strategiesPay must be aligned to a work cultureNo single pay strategy is right for everyone

Employee BenefitsEmployee Benefits

Types of benefits – mandatory

voluntaryBenefit planning

Employee RelationsEmployee Relations

Addresses the employer-employee relationship

Three parties in this relationship-

directly – employee and employer

indirectly – the stateRights of workersRights of management

Career PlanningCareer Planning

By the individual:

An individual sets career goals and identifies the means to achieve them

By the organisation: (HR Planning)

Recruitment and Selection

Grooming people for posts

Career Development

AssignmentAssignment

Case Study5 questions

Examination QuestionsExamination Questions HRM professional will need to focus on the

creation of value for the organisation.

With reference to this, discuss the current issues and challenges facing Human Resource Managers in contemporary business organisations.

  Critically discuss the factors influencing

human resource recruitment and selection policies within an organisation.

Examination QuestionsExamination Questions

Instructional Systems Design (ISD) is the basis for the most commonly used training and development process used within organisations.

Discuss the five phases of a training process based on ISD.

Examination QuestionsExamination Questions Discuss compensation as a human resource

practice under the following headings:4.1 The nature of compensation (5)4.2 Factors influencing the determination of

compensation (14)4.3 Job-based compensation structures (6)

Critically discuss the following statement:“Performance appraisal is the human resource function most often criticised and whose systems carry the greatest risk of either failing, falling into disuse or degenerating towards a meaningless, paperwork exercise.”

Examination QuestionsExamination Questions

Define the concept “employment relations” (4)

Describe the parties involved in employment relations and their roles, rights and duties (12)

Discuss the approaches to employment relations (9)